火火東京個別指導守院
April 5, 2017 Tokyo Individualized Educational Institute, Inc. (TSE 1st Section, Securities Code   4745) Katsuki Saito, President and Representative Director Highlights of Results for FY 2/17 Investment Focused on Accelerating Growth in Number of Students Enrolled Shoichi Funato, Director Tokyo Individualized Educational Institute, Inc.
Average Number of Students during the Period from March to February
Average Number of Students during the Period Note: Number of students enrolled in individualized instruction only (Students)
Note: Number of inquiries regarding individualized instruction only Contribution to Setting New Record High Number of Students Enrolled Number of New Students Also Reached a Record High Cumulative Number of New Students from March to February
Investment Focused on Accelerating Growth in Number of Students Enrolled
Note: Announced October 5, 2016
Ensuring Sustained Growth Decisive Promotion of the Growth Strategies of the Medium-Term Management Plan Dynamic Challenge 2017 (FY 2/16 to FY 2/18) Increase Corporate Social Value through Sustained Growth Set new record high results in each year — Enhance Educational Capabilities Centered on Teacher Quality Growth Strategy 1 Urban Area Dominance Strategy and Service Portfolio Expansion Growth Strategy 2 Increase Added Value through Collaboration with Benesse Growth Strategy 3 Build a Stronger, More Efficient Operating Foundation Growth Strategy 4 Decisively Promote Growth Strategies in the Final Fiscal Year Implementation of Sound Growth Strategies in Line with Changes in Enrollment Composition Revision of Medium-Term Management Plan Targets (Final Fiscal Year) Reason for Revision of Medium-Term Management Plan Targets (Final Fiscal Year) To push ahead with sound growth strategies in line with changes in enrollment (Billions of composition since the start of Dynamic Challenge 2017  (Announced in April 2015)
■ Net sales: Added factors including withdrawals following university acceptance, in light of the substantial increase in high school seniors in the individualized education division Consideration of growth rate of new businesses such as CCDnet ■ Operating income: Decrease due to decrease in net sales More proactive investment in employee growth/classroom capacity (10 new schools), etc. Achieve new record highs for the sixth consecutive year of increases in sales and income
Selected as a Candidate (one of 50 companies) for a Corporate Value Improvement Award At the Fifth Corporate Value Improvement Awards organized by the Tokyo Stock Exchange, TIEI was one of 50 companies selected from among all companies listed on the exchange (approx. 3,500) for second-round screening as a “listed company implementing management practices geared toward enhancing corporate value with a strong awareness of the viewpoints of investors." (Announced by Tokyo Stock Exchange, Inc, on September 26, 2016) ROE (Return on Equity) Outlook for FY 2/18 Medium-Term Management Plan Measures for Sustained Growth Katsuki Saito, President and Representative Director Tokyo Individualized Educational Institute, Inc. New Record High for Net Sales Achieved Five Consecutive Years of

(Millions of yen)
Firm Performance at Existing Schools in Addition to New School Openings 20-Person Increase in Students per School over Five Years Note: Number of students enrolled in individualized instruction only Ensuring Sustained Growth Investment Focused on Accelerating Growth in Enrollment
Expanding Floor Space for Accelerated Growth in Number of Students Enrolled
FY 2/17 Schools That Expanded Floor Space or Moved to Larger Locations Koenji School (Tokyo) Ayase School (Tokyo) Urayasu School (Chiba) Kawasaki School (Kanagawa) Funabashi School (Chiba) Nishinomiya Kitaguchi School (Hyogo) Omiya School (Saitama) Takatsuki School (osaka) Ageo School (Saitama) Nishieifuku School (Tokyo) Nishijin School (Fukuoka) Kamiooka School (Kanagawa) Yokohama Nishiguchi School (Kanagawa) Hachioji School (Tokyo) Key Strategies of the Medium-Term Management Plan: Enhancement of Educational Capabilities The Primary Factor in Enrollment Growth is “Enhancement of Educational Capabilities” Dynamic Challenge 2017 Increase our corporate social value through sustained growth Building a stronger, more efficient operating foundation Employee Growth Centered on Hospitality Is Our Greatest Strength
External Evaluation of Employee Development Based on Hospitality Acquisition of “Omotenashi Standard Certification 2017” In March 2017, TIEI acquired “Omotenashi Standard Certification 2017”
from the Ministry of Economy, Trade and Industry (METI) Overview of Omotenashi Standard Certification 2017 ■ A certification system that makes service quality visible: Established by METI to “visualize” the service quality of businesses in Japan’s service industry. After being evaluated on a list of 30 measures to improve satisfaction for customers, employees and local communities, companies that meet the standards required for the four types of certification receive a mark and registration or a certificate. “★★” (blue) is currently the highest level. Strength in Guidance for University Entrance Exams Dramatic Increase in Acceptance Rate at Elite Universities Strengthening the Academic Guidance Center and Deepening Cooperation with Schools ▲Academic guidance session Total number who passed exams for national, prefectural and other public universities, Waseda, Keio, Sophia, Gakushuin, Meiji, Aoyama Gakuin, Rikkyo, Chuo, Hosei, Kansai, Kansai Gakuin, Doshisha, Ritsumeikan, Seinan Gakuin and Nanzan universities. Includes admissions on recommendation. Total for 2017 as of April 1 (others as of the fiscal year end). Acceptance Rate at Elite Universities (vs. 2009)
2016 Oricon Customer Satisfaction Ranking for “University Entrance Exam Preparation, Individualized Instruction, Current High School Students, Tokyo Area”
First Place
Categories in which TIEl won first place “Entrance exam information,” “Teachers,” “Staff,” “Quality of curricula,” “Usability of study rooms,” “Classroom facilities/Atmosphere” and “Accessibility/Safety” 2016 Oricon Customer Satisfaction Ranking for “High School Entrance Exam Preparation, Individualized Instruction, Tokyo Area” First Place (First company to win first place for four consecutive years) Categories in which TIEL won first place "Improvement in grades/results," "Reasonable tuition fees," “Teachers,” “Quality of curricula,” “Usability of study rooms,” “Classroom facilities/atmosphere,” “Accessibility/Safety,” “Staff” and “Entrance exam information” (Total of 9 categories) By prefecture: Tokyo, Kanagawa
Dynamic Challenge 2017 Increase our corporate social value through sustained growth Building a stronger, more efficient operating foundation Establishing a Learning Environment to Deal with Accelerated Growth in Student Enrollment
Increase sales efficiency, recruiting efficiency and share in each area FY 2/17 New School Openings Togoshi School (Tokyo) (March 2016) Soshigaya-Okura School (Tokyo) (March 2016) Tenjin School (Fukuoka) (March 2016) Higashi Nakano School (Tokyo) (May 2016) Nishi Kokubunji School (Tokyo) (June 2016)
Contribution to Maximizing Number of Students Enrolled
As of April 5, 2017, additional new school openings are planned in Osaka (1), Tokyo (3) and Hyogo (1). Continue proactive increases in floor space/ seating capacity and relocation of existing schools New School Openings Expand Service Portfolio, Strengthen Lead-in to Individualized Instruction Accelerate Establishment of Writing Classes at Individualized Instruction Schools (April 2014)
Dynamic Challenge 2017 Increase our corporate social value through sustained growth Building a stronger, more efficient operating foundation For Educational Reforms in 2020
Increase Added Value through Services Expand trial introduction of online English conversation service ■ Measures for 4 English skills toward the entrance exam system reforms in 2020 A Consider introduction of Benesse Corporation’s “Online Speaking Training”* * “Online Speaking Training ” is a one-to-one course specially developed by Benesse for junior and senior high school students in an educational setting. Expand Communication Channels Direct mail information about TIEI for current and former Shinkenzemi members ■ Promote Group-wide study support for current and former Shinkenzemi members (Current members in third year of junior or senior high during entrance exam prep only) ■ Introduce Shinkenzemi individualized support classes for current Shinkenzemi members
To accelerate new growth momentum and achieve sustained growth, we are drawing up a new medium-term management plan (FY 2/19 to FY 2/21) Aim for the sixth consecutive year of increases and record high sales and income
Service Profit Chain That Achieves Sustained Growth Sustained Growth That Starts with Employee Development Increase employee satisfaction Increase employee loyalty Increase classroom capabilities by offering worthwhile work Employee Schemes for making work more worthwhile Enhance educational system Customer satisfaction Increase customer satisfaction Increase customer loyalty Enhance competitive edge
Forward-Looking Statements These materials include forward-looking statements concerning future financial performance, including business strategies and forecasts. Such statements are based on the Company’s judgment at the time of publication,  and include inherent risks and uncertainties. These strategies and forecasts may be amended due to changes in the external environment or other factors. IR Inquiries    IR Group, Finance and Accounting Department Phone: 03-6911-3216    E-mail: ir@tkg-jp.com