Housecom Shares Next-Generation Growth Strategy at '29th Management Plan Presentation'

Housecom Co., Ltd. (Headquarters: Minato-ku, Tokyo; President and Representative Director: Taizo Matsukawa), which operates under the mission of 'creating a world that makes people happy through housing,' held its '29th Management Plan Presentation' at the Yoyogi National Gymnasium Second Gymnasium on May 14, 2026.

At the presentation, Taizo Matsukawa, who took office as President and Representative Director this fiscal year, announced a review of the previous fiscal year's results and the management policy for the current term. Following this, Kei Takeuchi, President and Representative Director CEO of Daito Kentaku Co., Ltd., explained the growth strategy for the entire group.

◆ Housecom Management Policy: Achieving Record Revenue and Evolving into a 'Comprehensive Real Estate Firm'

Matsukawa reported to employees that the company achieved a record-high consolidated revenue of 14.59 billion yen for the previous fiscal year (ended March 2026), surpassing the target of 14.5 billion yen. This was driven primarily by stable core brokerage business, combined with significant growth in peripheral products, sales, and management businesses, demonstrating the success of business diversification. To share these strong results, the company announced enhanced individual incentives for Housecom, as well as 'group performance bonuses' and 'special bonuses' backed by Daito Kentaku Group's record profits and strong capital.

For the 29th fiscal year, Matsukawa outlined a new target of 14.9 billion yen in revenue and 800 million yen in operating profit, signaling a push to expand stock business and strengthen peripheral domains.

The President's specific policies for this term are based on three pillars:

[Business Strategy] Return to Basics and Maximizing Lifetime Value
Prioritizing compliance, the company aims to re-strengthen its core strength: 'sourcing and attracting customers for in-house properties.' By utilizing high customer demand, the company intends to improve contract rates and lengthen relationships with customers through management and sales proposals.

[Development & Synergy Strategy] Leveraging IT Platforms and Group Collaboration
By utilizing IT platforms, including electronic contract systems, the company will dramatically speed up and streamline operations. Furthermore, it seeks to maximize group-wide human capital and profits through active personnel exchanges and resource utilization.

[Organizational Strategy] Creating a Virtuous Cycle through Improved Employee Satisfaction (ES)
Declaring that 'higher employee satisfaction improves service quality, leading to higher revenue and profit distribution,' the company plans to implement base pay increases, long vacations, revised retirement benefits, and improved maternity/paternity leave utilization rates to build an open, bottom-up workplace culture.

◆ Daito Kentaku Group Overall Policy: Achieving Record Profits and Future Prospects as an 'Environment-Adaptive Enterprise'

Following Matsukawa, Daito Kentaku President Takeuchi discussed the group's results and future vision.

Takeuchi reported that the group achieved record high profits for the first time in six years in the fiscal year ending March 2026, with revenue of 1.9847 trillion yen and operating profit of 135.2 billion yen. Despite a challenging environment of rising construction costs and interest rates, he attributed this achievement to the 'maximization of all group employees' power' and noted significant improvements in employee engagement scores. He revisited the group's founding philosophy of being an 'environment-adaptive enterprise that identifies social needs and provides matching value,' emphasizing the importance of flexible business expansion beyond mere construction and real estate.

Looking ahead, he highlighted stable demand in the rental housing market due to steady household figures and growing demand for foreign labor. In light of this, the group is advancing three new challenges toward 2030: 'Real Estate Development,' 'Overseas Business,' and 'Community Development,' with ongoing projects such as domestic and international residence development, large-scale logistics facilities, overseas high-end real estate, and integrated development synergistic with nursing care business.

Finally, Takeuchi set the goals for the final year of the medium-term management plan: 2.05 trillion yen in revenue, 142 billion yen in operating profit, and a 20% ROE. He confirmed the policy of returning profits to shareholders through dividends and called on Housecom employees to 'challenge the next stage together' to reach the '2 trillion yen company' milestone.