Highlights of the Medium-term Management Plan "BE GLOBAL 2028"
- Both operational and financial KPIs were achieved, with both net sales and operating income nearly doubling during the medium term plan period.
- However, the business model transformation targeted in the strategic KPIs was not achieved.
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As a B2B software growth company, grow the business by increasing value creation productivity, tripling net income on a doubling of sales, for a net income CAGR of at least 25%.
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Realize the strategic materiality of "Becoming a Software Company that Contributes to Enhancing Corporate Value" through a value creation spiral starting from the improvement of value creation productivity (measured by operating profit per employee) brought about by the software-driven strategy that leads to the creation of human capital value and corporate value.
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Software-driven Strategy
Achieve profit growth through software specific strategies.
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- Main In house Software
![](/en/ir/strategy/managementplan/main/09/teaserItems1/0/binaryNodeName/managementplan_img_13_en.png)
- Measures to achieve a software-driven strategy
In addition to the measures implemented by each operating company, establish a new Materiality I nitiative Office to promote the enhancement of value creation productivity throughout the Group, and implement the Group's strategic investments.
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- Capital Allocation
Assuming ¥20bn for growth investments and ¥5bn for shareholder returns (dividends) over the 5 year period of the medium term management plan.
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- Toward the Realization of Human Value Creation
Strengthening the spiral of human talent value creation to corporate value creation by making all employees shareholders.
![](/en/ir/strategy/managementplan/main/014/teaserItems1/00/binaryNodeName/managementplan_img_17_en.png)