Company Information Material

I’ll Inc.
(Securities Code: 3854)Ⓒ I’ll Inc.

01 Company OverviewⒸ I’ll Inc.

Company Overview
Headquarters

Osaka Head OfficeGrand Front Osaka Tower B, 3-1, Ofuka-cho, Kita-ku, Osaka City, Osaka
Tokyo Head Office
The Front Tower Shiba-koen, 2-6-3, Shiba-koen, Minato-ku, Tokyo

OfficesNagoya Branch, I’LL Matsue Laboratory

Representative

Tetsuo Iwamoto, Representative Director & President

Establishment

1991

Accounting closing

July

No. of employees

868 employees [Consolidated] (As of July 31, 2023)

Founding wishes

Started business at a studio apartment in Osaka

Representative Director & President

Tetsuo Iwamoto

In 1991, I'll Inc. (or the “Company”) was started at a studio apartment in Osaka by just five founding members. Having great dream, the Company started

from zero, using desks and chairs provided for free from clients and the office offered with no charge by an acquaintance.

Aimed to be a company providing continued support through IT to mid-tier and SMEs that bolster Japanese economy
Instead of just selling computers, I'll Inc. considered that if the Company provided all-inclusive services related to computers including after-sales caresand operational support, this would reduce the burden on clients. There was no company offering such services particularly for SMEs at that time. The
Company believed that such services would definitely be necessary in the future.
Ⓒ I’ll Inc.

2

History
System Solutions Business
Major makers’
midrange
computers’98 –’04, “STAND-BUY”’04 * The first in-house developed package’14 -Online Solutions Business‘00 – ‘19 @VAL

’23 -Job matching platform* Entered into the Online business

BACKYARD™

’09 ’13 -2022
Moved to the TSE
Prime Market

15,0002008
Opened Nagoya Branch

1991
Started business at a studio apartment
in Osaka

2018
Changed the stock listing to the
TSE’s 2nd Section

2011
Acquired Web-base.co. as awholly-owned subsidiary

2001
Opened Tokyo Head Office

10,0002019
Changed the stock listing to
the TSE 1st Section

2007
Listed shares on the OSE’s Hercules
MarketNet sales (Million yen)

2017
Opened I’LL Matsue Laboratory(R&D site)

5,000

1992
Launched a maintenance service
insurance system, “I’LL club”

0'91Ⓒ I’ll Inc.

'92

'93

'94

'95

'96

'97

'98

'99

'00

'01

'02

'03

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'05

'06

'07

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3

10-Year Historical Net Sales and Operating Profit
Net sales have increased 2.3 times and operating profit 5.8 times over the past 10 years.

Net sales

Operating profit(Million yen)

16,90015,92418,000

CAGR
16,000(Compound Average Growth Rate)(Million yen)
4,500

4,000
4,000

10 ％

14,000

3,547
3,500

（FY2014/7-2023/7）
12,0003,000

10,000

2,500

8,000

2,000

6,786
6,000

1,500

New
accounting
standard

4,000

611

2,000

500

0

0

'14

Ⓒ I’ll Inc.

New
accounting
standard

1,000

'15

'16

'17

'18

'19

'20

'21

'22

'23

'24
(計画)
(Plan)

'14

'15

'16

'17

'18

'19

'20

'21

'22

'23

'24
(計画)
(Plan)
4

Major Solution Products/Services by BusinessI‘ll Inc. promotes DX* through IT-driven convergence of Real-world (Back office) and Online-world (E-Commerce backend
operations).The Company transforms client companies’ business processes through consulting leveraging its know-how.
System Solutions Business
SystemConsulting
integration

Online Solutions Business
Cloud services

Consulting

Operating efficiency and business
management assistanceOperation assistance directly leading tohigher sales and profits

Back office

E-Commerce backend operations

Real-world

OnlineInitialMission-critical operation management system

Recurring

Recurring

Management system for multiple online shops
OnlineReal-world

Recurring

InitialStore management system

Recurring

OnlineOmni-channel, smartphone app
OnlineInitialB2B E-commerce platformⒸ I’ll Inc.

Recurring

Recurring

Staff management system for human resource
service companies*DX is an abbreviation of digital transformation, and represents the idea that “wider IT usage changes people’s lives in a more positive direction in all aspects” andthat the conversion of existing business models and business methods through digital technology creates new value.

5Consolidated Net Sales
Net sales by businessNet sales by revenue type (Initial/Recurring)* The figures in parentheses indicate the percentage to total

Online Solutions Business
2,067 million yen (13%)* The figures in parentheses indicate the percentage to total

System Solutions Business
13,857 million yen (87%)

Initial9,634 million yen(61%)

Recurring
6,290 million yen (39%)

FY2023/7

FY2023/7

15,924

15,924

million yen

million yen

Net sales trend by businessNet sales trend by revenue type (Initial/Recurring)(Million yen)

(Million yen)

* The figures in parentheses indicate the percentage to total* The figures in parentheses indicate the percentage to total

18,00018,00016,000■ System Solutions Business■ Online Solutions Business

16,0002,067

14,00012,000

1,512

1,698

■ Initial sales■ Recurring sales

14,00012,000

1,907

9,634
10,000

8,506

8,395

7,367

(67%)

(64%)

(57%)

4,172

4,808

5,576

6,290

2020
FY2020/7

2021
FY2021/7

2022
FY2022/7

2023
FY2023/7

10,000

8,000

8,000

6,000

11,167

11,505

13,857
11,036

4,000

(88%)

(87%)

(87%)

6,000

4,000

(85%)
2,000

2,000

0

0

2020
FY2020/7Ⓒ I’ll Inc.

(61%)

2021
FY2021/7

2022
FY2022/7

2023
FY2023/7*In 4Q of the fiscal year ended 2022, the Company changed the consolidated accounting policy for offsetting transactions between the parent and subsidiary from lump-sum offsetting for the System Solutions Business to the offsetting for each business according to transaction type.
The results by business have been retroactively adjusted.
*In 3Q of the fiscal year ended July 2022, the Company applied the consolidated offsetting accounting treatment between the parent and the subsidiary for recurring revenue-type sales. The results by revenue type have been retroactively adjusted.

6

02 I’ll’s StrengthsⒸ I’ll Inc.

I’ll’s Strengths
 Focusing on sales/inventory management
The requirements for sales/inventory management vary from company to company, which should be tailored to the needsof each company. From this standpoint, I’ll focuses on the areas of sales and inventory management, which require hightechnical capabilities in system construction not only in the implementation of functions but also in maintenance.

 Industry-specific systems, with teams of experts specialized in each industry
I’ll offers specialized packages for the five industries that are particularly difficult to deal with by standard sales management
packages, along with teams of sales / SE experts with profound business knowledge of each industry, thereby realizing a highlevel of customer satisfaction.

 Business consulting capabilities created through focused strategies
I’ll leverages its business consulting capabilities underpinned by its know-how accumulated through focused strategies, thereby
significantly differentiating itself from competitors.

 Corporate culture and climate
I’ll is committed to fostering a good working environment, corporate culture and climate so that each employee can fully

demonstrate their performance.With a high retention rate of human resources, know-how is accumulated within the company,
leading to further corporate growth.

Ⓒ I’ll Inc.

8

I’ll’s Strengths ～Focusing on sales/inventory management～
ERP(Enterprise resource planning)

Sales
Management•••

Purchase
Management

Inventory
Management

Production
Management

Glitches and bugs are more likely to occur in these processes as each company has
different requirements. This differs from accounting and HR (payroll) areas, which aremostly processed in accordance with the laws and regulations.
Expertise and customization capabilities specific to each industry, segment and business
are required when making proposals to customers.

Finance &Accounting

HR & Payroll•

There are many players, each with their own customer base andstrengths.

•

Less customization, more shifts to SaaS.

As the level of customization also differs from company to company, support personnel
after the opening of call centers etc. are required to provide a high level of support.

Involves a high degree of difficulty in system construction

Further differentiating itself by offering a wide array of products centered on sales and inventory management

B2B E-commerce platformⒸ I’ll Inc.

Management system for multiple online shops

Omni-channel, smartphone app
9I’ll’s Strengths ～Industry-specific systems, with teams of experts specialized in each industry～
Operations based on industry-specific strategies
Sales, purchasing, inventory management, and production management

Apparel & Fashion• SKU product management (productmanagement by color and size)• Exhibitions, order management, etc.

Medical (chemicals andequipment), cosmetics andbeauty products

Food• Best before date management andmanagement by packaging style• Support for reduced tax rates etc.

Steel
• Product management by steel type, shapeand dimension• Mill sheet management
etc.

• Lot management• Lease management

etc.

Screws & Metal parts• Progress management based on production numbers
and drum numbers• Management of outsourced processing, etc.

I’ll has packaged the above five industries which are particularly difficult to manage sales processes.
The Company differentiates itself not only by its industry-specialized packages, but also by sales /SE experts
specialized in each industry, with accumulated know-how that surpasses other companies.
Ⓒ I’ll Inc.

10

I’ll’s Strengths ～Business consulting capabilities created through focused strategies～
Providing added values by offering "systems and business consulting services " by leveraging I’ll’s know-how
accumulated by specializing in sales management and industry

Accumulated know-how/expertise
•
•
•
•

•

Knowledge of sales and inventory management systems
Knowledge required for customer's industry and type ofbusiness
Boasting ~5,000 track records
Providing in-house education and building a corporate culture
in which each employee develops their ability to see throughthe essence of things
After-sales support and call center with expertise in sales andinventory management systems

Adopts a consulting approach that provides“solutions” for issues based on a thoroughunderstanding of each customer's business,rather than simply "taking orders"I’ll realizes an overwhelming "attack" and "defense"
approach by providing insightful solutions and high-Win rate against
competitors

Repeat ratequality systems using its know-how accumulated through

91.6％

98.4％

the focused strategy.
*Data for both pie charts as of the end of July 2023

Ⓒ I’ll Inc.

11

I’ll’s Strengths ～Corporate culture and climate～
Creating an environment in which each employee can fully demonstrate their abilities (creating a corporate culture)
Promoting glass(transparent) management•

Through "Monthly Report Meetings*" and "President's Views*," I’ll representative shares with employees not only
the company's current state and future visions, but also his personal views, including his insights and perspectives.

•

To enable employees to work with the awareness that each employee runs the company, the Company ensures anenvironment in which the management team and frontline employees can make timely decisions and implement
swift actions.
* Monthly Report Meeting: A reporting session held for all employees every month, where the management explains to all employees
about the current state of the company. This allows all employees to be on the same page about the company's goals anddevelopments in other departments in a timely manner.

* President's Views: Written by President himself, covering the latest market trends, social and economic conditions, etc., while
informing employees of President’s own basic stance to business.

Culture that does not blame
failures but appreciates
each challenge

Diverse working styles
tailored to each
employee

New employee training
conducted by the
Representative himselfⒸ I’ll Inc.

•

Places importance on ideas of frontline employees and encourages their willingness to take on challenges.

•

Highlights the importance of taking on challenges and highly values people who make the most of their failuresby turning them into tips for success.

•I’ll believes that its corporate value will be further enhanced by providing a work environment in which employees
can perform at their fullest potential without "managing" them.

•

Even after the COVID-19 crisis, I’ll offers its employees with a diverse choice of working styles, including
telecommuting, shorter working hours, and flexible working hours, thereby creating a work environment in whichchild-rearing generations and those who cannot leave home for a sick or ageing family member can fully
demonstrate their performance.

•

Since the fiscal year ending July 2021, I’ll has also been promoting the hiring of talented local engineers with afull remote work style.

•

At I’ll , which values the individuality of each employee, training for new employees is conducted by the
representative himself, where lectures are given on how to look at things from different perspectives, and the
direction I’ll is aiming for.

•By enhancing their individuality through training programs, employees can work toward the same goals andcontinue working toward the same objectives after their assignment.
12

I’ll’s Strengths ～Corporate culture and climate～
Creating an environment in which each employee can fully demonstrate their abilities (internal systems)
Dinner meetings with thepresident and executive
officers and annual prizes•*During the COVID-19 crisis, the Company temporarily suspended face-to-face dining and switched to delivering luxury box lunches (steaks) toemployees’ homes, but at present, it has resumed face-to-face dining with a wider selection of gifts•

Systems in which women
can work with peace ofmind

Every month, employees with outstanding contributions are invited to dinner meetings with President and executive
officers for the recognition of their hard work and dedication.
I’ll presents annual awards to employees, teams, and projects having made outstanding achievements for the year.
Employees are highly motivated to work toward the winning of annual awards.

•

I’ll believes that women's participation is essential to its future growth.

•

Provides paid menstrual leave, telecommuting that makes it easy for child-rearing generations to work, shorter
working hours, a flexible working system, and other facilities that make it easy for women to work.

% of women returning to work after
their maternity leave(on a standalone basis)
100%

100%

100%

100%

100%

'19

'20

'21

'22

'23

100 %
90%
80%
70%
60%

•

With a maternity leave return rate of 100%, I’ll will continue to pursue a more comfortable working environment.

50%
40%
30%
20%
10%
0%

Fair evaluation
systems

Message mailⒸ I’ll Inc.

•

I’ll emphasizes that “employees who have worked well should be evaluated accordingly“, regardless of race,
gender, age, status, etc.

•

Has overhauled its HR system in order to recruit and train highly-skilled personnel, and enhanced its compensation
system, etc., better aligned with each employee's performance to encourage employees to pursue their careerdevelopment.

•

Adopts a point system to make ratings easy to understand.

•Has introduced an evaluation system and internal SNS “Unipos” to reflect the opinions of its employees so that thecompany can fairly evaluate work of employees that is difficult to quantify actual results•

Employees can send messages directly to the representative and executives, enabling them to smoothly deliver
their ideas, suggestions/proposals for any improvement to the company's structure, customer feedback, and otherfeedback from frontline employees, to top management.

•

Close communication between the management and frontline employees enables speedy information sharing,which help the management team grasp the status of frontline operations in a timely manner, allowing them to takeappropriate actions for the next approaches.
13

I’ll’s Strengths ～Corporate culture and climate～
Maintaining a very low turnover rate in the industry, backed by I’ll corporate culture that values the individuality of each employee.
Its higher retention rate has led to the accumulation of experience and know-how in-house, creating a even more virtuous cycle
including increasing operating profits.

3,547

15.0%

million yen

14.0%

3,900

3,800

3,700

3,600

3,500

3,400
13.0%

11.9%

11.8%
12.0%

Industry
average*

3,100

10.7%

3,000

10.2%

11.0%

10.5%

2,900

2,800

9.6%

9.4%

10.0%

3,200

11.3%

11.2%

3,300

2,700

9.2%

9.1%

2,600

2,500

2,400

9.0%

2,300

2,200

2,100
8.0%

2,000

1,900

6.2%

7.0%

6.0%

5.5%

1,800

1,700

4.8%

5.4%

1,600

4.9%

1,500

1,400

4.3%

5.0%

3.1%

4.0%

1,300

3.9%

1,200

3.4%
2.4%

Operating profit
3.0%

2.8%

1,100

1,000

900

800

300

700

600

2.0%
500

million yen

400

300

1.0%

200

100

0.0%

0

2013
FY2013/7Ⓒ I’ll Inc.

2014
FY2014/7

2015
FY2015/7

2016
FY2016/7

2017
FY2017/7

2018
FY2018/7

2019
FY2019/7

2020
FY2020/7

2021
FY2021/7

2022
FY2022/7

2023
FY2023/7*The average turnover rate in the industry is based on the actual figures for the ICT industry for each fiscal year in the “Survey on Employment Trends” released by the Ministry of Health, Labour and Welfare of Japan.

14

03 Mid-Term Management Plan and SustainabilityⒸ I’ll Inc.

【FY2024/7 - FY2026/7】 Three-year Rolling Plan *announced on 2023/9/8
Targeting operating profit margin of over 25% for FY2026/7 based on the constant, stable growth Market sentimentThree-year plan (consolidated)
FY2023/7(Million yen)

Net salesGrossprofitFY2024/7

Actual

15,924FY2025/7

FY2026/7

Plan

16,90018,50020,4009,464

10,497

11,728(margin)(54.5％)(56.0％)(56.7％)(57.5％)

Operatingprofit

3,547

4,000

4,600

5,400

(margin)(22.3％)(23.7％)(24.9％)(26.5％)

2,472

2,683

3,083

3,616

Ⓒ I’ll Inc.

The Company does not expect the scheduled end of Windows OS support in
2025 to have as much of an impact as the special demand, in light of theincreasingly larger projects.

•

It sees that demand for business DX will grow further due to worsening labor
shortages.

 Actions aimed at net sales growth

8,682

Net profit

CAGR(2023-2026)••

The Company has set an internal goal of double-digit sales growth for both the
System Solutions Business and the Online Solutions Business, supported by thepromotion of DX as an important government policy.

•

System Solutions Business: The Company will gradually expand the sales
territory from the Tokyo-Nagoya-Osaka key metro areas to other part of thenation, based on the full remote supports.

•

CROSS Business: The Company will migrate existing CROSS MALL customers
to BACKYARD™ platform, and promote new customer cultivation after
completing the migration.

+9％
+11％

+15％

+14％

 Actions aimed at profit growth•

Having set an operating profit margin of 30% as a long-term goal, theCompany will work to ensure over 20% in such margin during the three years.

•

Constantly recruiting human resources (annual hiring: 15-25 experienced
candidates and 55-65 new graduates), the Company seeks operating profit
growth by achieving gross profit that exceeds the increasing labor cost.

•

CROSS business cost will increase due to the parallel operation of the CROSS
MALL and BACKYARD™ platforms until CROSS MALL users are completely
mitigated to BACKYARD™.
16

Recurring Net Sales / Gross Profit Mix
Expanding proportion of recurring net sales and gross profit, aiming at higher profits
Recurring gross profit mix andtotal gross profit margin

Recurring net sales mix(Million yen)

(Million yen)

25,000■ Initial businesses■ Recurring business

58.0%■ Initial businesses■ Recurring business

20,400

57.5%
56.7%

57.0%

56.0%

18,50020,00015,92414,00010,64015,00054.5%
10,497

54.0%

9,558

10,000

53.0%

9,634

8,682

9,464
5,700

10,000

Improve delivery quality and enhance call center
functions to realize efficient after-sales supports,
aimed at higher gross profit.

5,360

8,000

52.0%

6,290

•

11,72812,00010,081

7,341

Promote cloud-based services to join the existing
hardware / package maintenance support
contracts.

56.0%

16,900

55.0%

5,000

•

8,418

9,759
6,000
51.0%

4,999

5,043

48％

46％

6,027
50.0%
4,000

43％

3,682

39％

4,420

49.0%
2,000

42％
0

47％

5,137
49％

51％

0

2023年
FY2023/7
7月期Ⓒ I’ll Inc.

2024年
FY2024/7(plan)
7月期
（計画）

2025年
FY2024/7(plan)
7月期
（計画）

2026年
FY2024/7(plan)
7月期
（計画）

2023年
FY2023/7
7月期

2024年
FY2024/7(plan)
7月期
（計画）

2025年
FY2024/7(plan)
7月期
（計画）

2026年
FY2024/7(plan)
7月期（計画）
17Stronger Profits and Positive Spiral for Sustained Growth
Sales force and SEs have been integrated*, leading to enhanced collaboration and positive spiral
3. Increase in receipt of orders in which I’ll canleverage its strength•

Receive increasing Aladdin Office orders from target business sectors.

•

Reduce customization as much as possible for proposals in line with package functions.

6. Advancement with higher customer satisfaction•

Expand new customer introductions and case studies by ensuring customer satisfaction throughimproved operational efficiency and generous after-sales support.

•

Customer satisfaction leads to partner satisfaction and facilitates referrals.

6.

3.
2. Selection andconcentration•

5. Enhanced package
functionsExamine the system requirements andpackage conformance rate before
receiving orders.

•Receive orders in line with SE’s
operating status.

•

Include stable operations as anevaluation criterion for project members.

2.

Strong order
receivingIntegrated
production
and sales

StableoperationsⒸ I’ll Inc.

•

Enhance the Company’s website and promote
effective marketing initiatives.

•

Focus on partner strategy.

* Sales force and SEs were integrated in terms of the organizational structure and work floor in August 2022 at theTokyo head office and in August 2023 at the Osaka head office

Expand templates by accumulating knowhow.

•

Continue to strengthen package functions andadd options based on frequent customization
cases and customer/market requests.

•

Expand the target customer segment while
reducing customization through enhanced
features and options.

4.

1.
1. Abundant business deals

5.

•

4. Stable operations andimprovement in project turnover rate•

Reduce problems accompanying decreasing customization and improving delivery
quality.

•

Reduction in the man-hours associated with problems enables SEs to efficiently
start on the next project, improving the project turnover rate.

18

Climate Change Initiatives
Seeking to reduce GHG emissions (Scope1+2) by FY2030 by 50% vs FY2021 and achieve net zero in FY2050
GHG emissions (Scope1+2)(t-CO2)

FY2021

FY2022

FY2023

Total

291.78286.71220.73

Scope 1

25.28

29.46

26.38

Scope 2*266.50257.25194.35

FY2030target

FY2050target145.000.00

Initiatives to reduce GHG emissions
Apr. 2022

Shifted to renewable energy-based electricity at Nagoya Branch.

Sept. 2022

Shifted to renewable energy-based electricity at Osaka Head Office.

Aug. 2023

Shifted to renewable energy-based electricity at Tokyo Head Office.

*Scope 2: market standard

GHG emissions (Scope3)(t-CO2)

Scope 3Category 1 - Purchased goods and services*1
Category 2 - Capital goods
Category 3 - Fuel- and energy-related activities(not included in scope 1 or scope 2)
Category 4 - Upstream transportation and distribution*2
Category 5 - Waste generated in operations
Category 6 - Business travel
Category 7 - Employee commuting
Category 11 - Use of sold products
Category 12 - End-of-life treatment of sold products

FY2022

FY2023

7,877.5
3,084.3
703.2
39.8
Being
37.0
calculated
67.5
104.5
183.2
3,646.0
12.0

Sustainability-related information disclosure / governanceJuly 2022

Supported the TCFD recommendations and disclosed information
Responded to the CDP questionnaire.

Aug. 2022

Established a committee to promote sustainability.

July 2023

Joined the Japan Climate Initiative.
Responded to the CDP questionnaire.

Sept. 2024

Plans to respond to the CDP questionnaire.

Categories 8, 9, 10, 13 and 14: not relevant / Category 15: not yet calculated due to minor impact*1 Including emissions involved in transportation of purchased goods and services*2 Calculated only emissions involved in transportation of capital goodsⒸ I’ll Inc.

19

Sustainability Initiatives
Activities to cast light on
E-Commerce backend operations

Activities toward practical use ofblockchain

R&D activities in Matsue, Shimane

I’ll focuses spotlight on people working in online shop, so as to support creative e-commerce store
operation. This service organizes and operates useful platforms and contents for online shop staff,
based on “BACKYARD TOKYO” (event space for online shop staff members to make friends andexchange information), “BACKYARD FES.,” “B.Y” (media focusing on online shop staff) and“BACKYARD AWARD” (the industry’s first awards program for online shop staff).

With its partner SIVIRA Inc., which develops blockchain technology for zero downtime and preventionof data falsification leveraging advanced mathematical theory-based cryptography, consensus
algorithm and dispersion technology, the Company is working for practical utilization of a nextgeneration platform which ensures safety and convenience for the rapidly expanding EC industry.

The Company opened “I’LL Matsue Laboratory” R&D center in 2017 in Matsue City (Shimane Prefecture),
which supports IT industry.
Along with constant local recruitment, the laboratory allows students and working people to gather in the
IT Exchange Space on the first floor of its office to build up their skills for and interest in IT.

Activities to raise awareness for ALS
The Company sponsored “MOVE FES. 2023 Supported by AIRU,” an event held by WITH ALS to raiseawareness for ALS (amyotrophic lateral sclerosis), as it did in 2021.
Under the “UNREAL REALITY” slogan, the project was organized to promote global support network
for ALS patients and work to realize a future where the disease can be cured.

Support for Scholarship ProgramsⒸ I’ll Inc.

In October 2023, we invested in "Social Bond" issued by Japan Student Services Organization(JASSO).
We have decided to invest in the organization, which is responsible for the largest scholarship program inJapan, in order to create a prosperous future for a wider range of students and connect it to corporate
growth and economic development.
20

Osaka Head Office:Grand Front Osaka Tower B, 3-1, Ofuka-cho, Kita-ku, Osaka City, Osaka

Tokyo Head Office:

The Front Tower Shiba-koen, 2-6-3, Shiba-koen, Minato-ku, Tokyo

Nagoya Branch:

Urban net Fushimi Building, 1-10-20, Nishiki, Naka-ku, Nagoya City, Aichi

I’LL Matsue Laboratory: 201 Tonomachi, Matsue-City, Shimane

Contact
IR section

E-mailⒸ I’ll Inc.

Corporate Planning Department
ir@ill.co.jp