[Fiscal year ending March 31, 2025]
ALSOK CO.,LTD.
Securities Code: 2331
Electronic Security Services Transportation Security Services
ALSOK’s 60th Anniversary Advancing to a stage where we are even more essential to society
Facility Management Services, etc.
HOME ALSOK Services Long-term Care Services
Stationed Security Services Overseas Services
Table of Contents
ALSOK’s Story of Value Creation
ALSOK’s History of Value Creation 02
Businesses, Products and Services from ALSOK 04
ALSOK’s Strengths 06
Rebranding
Rebranding 08
Message from Top Management
Message from Group CEO 10
Message from Group COO 13
ALSOK’s Value-Creation Strategy
ALSOK’s Value-Creation Model 16
About Our Business Operations 18
Medium-term Management Plan 25
Sustainability and ESG
Sustainability and CSR Management 26
Providing Trustworthy Security Services 28
Providing Products and Services that
Help Resolve Social Issues 30
Cultivating Human Resources and Building a
Comfortable Workplace Environment 34
Contributing to Local Communities through
Active Communication 37
Initiatives for Respecting Human Rights 38
Consideration for the Global Environment 40
Corporate Governance 42
A Roundtable Discussion with Outside Directors 45
Directors, Audit & Supervisory Board Members, 50
and Executive Officers
Financial Information/Corporate Information
Financial Section 52
Corporate Information/Stock Information 57
Editorial Policy
ALSOK Report 2025 has been constructed as an integrated report that compiles financial information on the Company’s performance, business operations, and strategies as well as non-financial information on its corporate social responsibility (CSR) activities and other topics with the aim of obtaining the opportunity to deepen our engagement with shareholders, investors, and other stakeholders.
In addition to describing the state of management from an economic perspective, this report also explains the ALSOK Group’s environmental, social, and governance (ESG) initiatives as well as the various CSR activities the Group carries out to contribute to the international society’s drive to achieve the United Nations’ Sustainable Development Goals (SDGs), along with the Group’s approach to achieving growth through sustainable value creation and its business structure that supports medium- to long-term management, business strategies, and growth.
Data and more detailed information on corporate activities that were not included in this report are available on the Company’s corporate website.
Reporting Media
Integrated
The Company provides reports in the forms of a pamphlet and a website, making full use of characteristics of the respective media. In the pamphlet version, items are narrowed down to those of higher importance or with greater interest among readers and the
Comprehensive
explanations on them are provided in a manner that is easy to read and understand. Meanwhile, the website
version comprehensively includes financial information and the initiatives related to CSR and other matters
Information for Shareholders and Other Investors Sustainability
[Fiscal year ending March 31, 2025]
ALSOK CO.,LTD.
Securities Code: 2331
ALSOK REPORT
in general.
Guidelines Referred to
Importance to the ALSOK Group and stakeholders
IFRS Foundation, “International Integrated Reporting Framework”
Ministry of Economy, Trade and Industry (METI), Guidance for Collaborative Value Creation
Japan Standards Association (JSA), ISO 26000:2010 Guidance on Social Responsibility
Global Reporting Initiative (GRI), Sustainability Reporting Standards
Guidance for Collaborative Value Creation
Ministry of the Environment (MOE), Environmental Reporting Guidelines 2018
[Fiscal year ending March 31, 2025]
ALSOK CO.,LTD.
Securities Code: 2331
Explanation of Cover
The seven lines illustrated on the cover symbolize the seven businesses that ALSOK operates. It expresses how combining the strengths of each business forms one powerful path, with the entire Group advancing toward the future. By renewing its brand slogan to ‘ALwayS OK,’ ALSOK has advanced beyond the boundaries of traditional security to become a company capable of addressing diverse risks, thereby delivering greater safety and security to society.
ALSOK REPORT 2025 01
ALSOK’s Story of Value Creation
ALSOK’s History of Value CreationOver the 60 years since our founding in 1965, ALSOK has been leading Japan’s security industry adhering to its Management Philosophy, which is based on the principles of “arigato no kokoro”*1 (a feeling of gratefulness and gratitude) and “bushi no seishin”*2 (a samurai spirit).
Guided by these principles, we have identified, analyzed, and assessed diverse risks, dedicating ourselves to providing safety and security to society.
As a corporate group responsible for risk management and backed by one of Japan’s largest service networks, we will continue to take on new challenges for the future while nurturing the distinctive qualities that define ALSOK.
*1 Human beings in society agree to live and let others live. The spirit of gratitude is a humble feeling of thankfulness to all the people and things around ourselves.
*2 The samurai spirit embodies a strong and honorable concept of discipline, purpose, and the will to succeed and develop.
Net Sales
1965–2009:
2010–2023:
2015–2023:
2024:
Providing Better Services to More Customers
Real-time Monitoring with Video Increasing added value for Electronic Security Responding to advances in security equipment and
developments in communication technologies
Evolved to “Visible Security” “Manpower” x “state-of-the-art equipment” Visualization of services using state-of-the-art equipment
1967
Began providing Electronic Security Services
At the time, sensors detected something specific, and instructions were relayed by radio to on-site security staff
Today
Video monitoring services
Identifying on-site situations with the use of imaging sensors.
These can also be checked by customers via their smartphones
1988
Began providing Home Security Services
Expanded services on the back of increased awareness of crime prevention and lifestyle changes
Today
Providing more than just crime prevention, with “safety and security” for all aspects of life
Ensuring safety and peace of mind for a broad range of lifestyles, including for the elderly and those living in condominiums, in line with the concept of security services for all aspects of life
Began providing Stationed Security Services
1965
Cultivated know-how by providing human security personnel at major events like expos, summits and international sports competitions
Today
Better quality and labor-saving efforts by utilizing state-of-the-art equipment
Achieving labor-saving and greater efficiency through the use of
Peace of Mind for Day-to-Day Life too Expanded customer base, diversified services From “Protecting homes” to “Protecting lifestyles”
state-of-the-art equipment like robots and drones, and providing high-quality services by fusing manpower and DX
Expanded Cash-Related Services Expanded business domains and customer base Responding to changes in society
(labor shortages, shift to cashless systems)
1966
Began providing Cash Transportation Services for financial institutions
Provided Cash Transportation Security Services for financial institutions
Today
Established presence as an outsourcer for cash-related services
Total support for ATM operation and management. In addition to sales proceeds management for corporate clients, our services also cover cashless payments
1966 ’71 ’76 1981 ’86 1991 ’96
Achieved profitability in the second year after our founding (no subsequent fiscal-year losses)
120.1 billion yen
（■ 116.8 ■ 3.2）
0.15 billion yen 7.0 billion yen
（■ 0.149 ■0.001） （■ 6.5 ■ 0.4）
40.1 billion yen
（■ 39.6 ■ 0.5）
FY2025 Net Sales
551.8 billion yen
(■ 391.9 ■ 79.7 ■ 53.3 ■ 26.8)
469.9 billion yen
（■ 355.5 ■ 68.1 ■ 40.3 ■ 5.8）
279.2 billion yen
（■ 257.4 ■ 17.0 ■ 4.7）
181.2 billion yen
（■ 171.0 ■10.1）
2022 Moved to Tokyo Stock Exchange
Prime Market
2002 Listed on the First Section of the Tokyo Stock Exchange Commenced consolidated financial reporting
2003 Established the corporate brand “ALSOK”
2001
’03
’06
2011
’16
2021
’24 ’25
ALSOK’s Story of Value Creation
Rebranding
Message from Top Management ALSOK’s Value-Creation Strategy
(FY)
Providing Constant Total Support for Customer Business Operations
Developed and expanded facility management operations Responding to the needs of building management and fire protection closely connected to security
For Safety and Security throughout Asia
Expanding services globally based on security know-how cultivated in Japan
Responding to mounting needs for safety and security around the world
1966
Began providing general building management services
Began general building management services closely connected to security services
Today
Diverse range of services related to building management and fire protection
Financial Information/Corporate Information
Sales of disaster prevention supplies, AEDs and energy-saving products, in addition to support for repair and renewal work of building facilities and inspection, fire protection and cleaning services. Also provides support for increasing the added value of facilities
Began dispatching security response personnel to diplomatic establishments abroad
Today
1980
Dispatched personnel to Japanese embassies and consulates around the world (Middle East, Latin America, etc.)
Developed diverse services for safety and security throughout Asia
Bangladesh
Myanmar
India
Vietnam
Thailand
Indonesia
Sustainability and ESG
Established local subsidiaries in six countries, mainly in Southeast Asia, a region that is experiencing significant growth, and began providing services there. Services will continue to be provided going forward for both Japanese and non-Japanese companies by meeting the specific needs of each region
Responding to a Super-Aged Society
Providing a wide range of care services
Backed by the “safety and security” of the ALSOK brand
2012
Full-scale entry into Long-term Care Services
Began providing visitation-based care services in the Metropolitan Area
Today
Providing a wide range of care services and care facility management
In addition to providing basic care to support daily living, we provide services including an original program designed to encourage body movement and brain activation as an initiative to prevent and control dementia
ALSOK’s Story of Value Creation
(1) Electronic Security Services
Stationed Security Services
Transportation Security Services
(2) HOME ALSOK Services
Businesses, Products and Services from ALSOK
As a provider of services related to the safety and security of society, the Group is working to provide new services that combine various service functions such as security, facility management, and nursing care to meet the needs for the safety and security of customers and society given increasingly diversifying risks.
Security Services
Electronic Security Services (P. 18)
Installation of alarm equipment and other sensors at contracted stores or homes, and dispatch of security guards to respond to any abnormal situations such as intrusions or fires.
Main Products and Services
ALSOK-G7 Security system that incorporates live video monitoring as a standard feature
ALSOK IT Rescue In the event of an IT equipment-related failure, security guards rush to the scene to determine the cause and provide emergency response utilizing DX
ALSOK Equipment Rescue In the event of an equipment malfunction at a condominium, building, etc., security guards rush to the scene to determine the cause and provide emergency response utilizing DX
Information Security Services ALSOK PC management service, ALSOK Physical Penetration Test, ALSOK EDR Service, etc.
HOME ALSOK Services (P. 19)
In line with the concept of “security services for all aspects of life,” we provide products and services tailored to the lifestyle and life stage of each customer, such as home electronic security services.
Main Products and Services
HOME ALSOK Connect The optimal multifunction system for ordinary homes, including both condominiums and detached houses
HOME ALSOK MIMAMORI SUPPOR System with emergency reporting and telephone health consultation service functions for senior
citizens added
Stationed Security Services (P. 20)
Security guards are stationed at the contracted facility and access control, patrol, and monitoring are performed to prevent various accidents and respond to emergencies.
Security services are also provided for various events such as international conferences.
Main Products and Services
Stationed Security Security guards are stationed at facilities, and in case of emergency, we carry out patrols, conduct monitoring, and provide facility/equipment management for crime and disaster prevention
Event Security Flexibly responds to short-term security needs for international conferences, various events, etc.
ALSOK’s Story of Value Creation
(6) Long-term Care Services
Rebranding
Facility Management Services, etc.
Message from Top Management ALSOK’s Value-Creation Strategy
(7) Overseas Services
Transportation Security Services (P. 21)
Our Transportation Security Services Business provides transport of valuables such as cash and securities to locations designated by contract via cash transport vehicles. We provide comprehensive solutions for cash-related operations via services like our “Cash Deposit and Dispenser Machine On-Line System,” “ATM General Management Service” and “ALSOK Multi-QR Payment Solution.”
Main Products and Services
Cash Deposit and Dispense Machine On-Line System Total solution for customer business operations combining store sales proceeds
management functionality with a transportation security network
ATM General Management Service Total support for ATM operation and management, including replenishment and collection of ATM cash and ATM fault response
ALSOK Multi-QR Payment Solution A cashless payment service that makes it possible to handle multiple payments on a single device
Operations Center BPO (business process outsourcing) for financial institutions
Facility Management Services, etc. (P. 22)
Efficient bill and document management work in response to the needs and requests of each customer
Sustainability and ESG
Total support business covering building and condominium maintenance, operation and management, including repair and renewal of various building facilities, fire and disaster prevention, facility management, cleaning and sanitation management, plumbing installation and electrical installation. It also sells disaster prevention supplies, infectious disease control supplies, and AEDs.
Main Products and Services
Facility Management Total support for building operation and management, including repair and renewal of building facilities, fire and disaster prevention work, facility management, cleaning management, sanitation management, and a telephone answering service
AED Sale, rental, and management of AED equipment, and training in the use of AED equipment
Disaster, Infection Prevention Products,
Harmful Bird & Wildlife Control Services
Long-term Care Services (P. 23)
Sales and management of disaster stockpiles, food inspections, and support for protecting agricultural crops, etc., from harm caused by animal and bird pests
Financial Information/Corporate Information
Provision of a wide range of services from home-based nursing services such as creating care plans and day services, to facility-based care services such as pay-for-care homes for the elderly with nursing care and group homes. We sell and rent equipment for long-term care covered by public aid, as well as provide home-visit medical massage services.
Main Products and Services
In-home care services Care plan development, in-home care/nursing services, day-care services, loans and sales of equipment for long-term care, etc.
Residential care services Fee-based senior care homes, group homes, and serviced senior housing
Other Services Dispatch medical massage, etc.
Overseas Services (P.24)
Established local subsidiaries in six countries, primarily in Southeast Asia, we are expanding our business domain not only to provide Security Consulting, Stationed Security Services, and Electronic Security Services, but also facility management such as disaster prevention and cleaning.
Main Products and Services
Security Services Electronic Security Services, Stationed Security Services
General Property Management and Fire Protection Services Facility Management, AED sales, etc.
Integrated Facility Management Service We provide a service that centrally manages outsourced operations such as stationed security, cleaning, and employee cafeteria management
ALSOK’s Story of Value Creation
ALSOK’s StrengthsBuilding on our “Three Strengths”, we have provided solutions that help resolve diverse social issues while establishing a sustainable and stable profit structure.
Three Strengths
Brand
Through the provision of services such as Security Services, and by steadily gaining customers and building trust, we have established our position as a brand that symbolizes safety and security.
The ALSOK brand was born in 2003 and is now widely recognized across society.
Japan
Southeast Asia
Organizational Capabilities
With the industry-leading network, ALSOK provides Safety and Security to society and customers 24 hours a day, 365 days a year, by harnessing its agility to rush to the site immediately in the event of an emergency. More than just in Japan, high-quality services are also provided in Southeast Asia and other regions.
Trust from Our Customers
We are already trusted by many customers, and the number continues to steadily grow. In addition, compared with the past, our customer base is diversified across business corporations, financial institutions, individuals, and others, enabling a well-balanced structure that does not skew toward any particular industry.
Number of Contracts by Business Segment
Sales Composition by Industry
Business corporations Financial institutions
(Contracts)
(Contracts)
(Contracts)
(Contracts)
Individual Users Public institutions
1,300,000
1,000,000
700,000
400,000
0
866,332
2015/3
1,208,220
2025/3
140,000
120,000
100,000
80,000
60,000
0
73,898
2015/3
130,337
2025/3
40,000
30,000
20,000
10,000
0
-
2015/3
28,652
2025/3
5,000
4,000
3,000
2,000
1,000
0
-
2015/3
4,479
2025/3
6.3%
25.0%
13.7%
16.7%
7.2%
2015/3
61.5%
7.0%
2025/3
Security Services Facility Management Services, etc. Long-term Care Services
Overseas Services
62.6%
Number of Depots Located Nationwide Approx. 2,300 locations
Number of Employees 64,733
Number of Company Vehicles* *Excluding bicycles 9,370
Number of municipalities where emergency 520 municipalities
reporting service is provided
Number of Group Companies
Overseas Operations
(1,747 municipalities nationwide)
Consolidated Subsidiaries 92 Companies Accounted for by the Equity Method 15
Operating in six countries
(primarily in Southeast Asia)
Providing Solutions that Help Resolve Social Issues
ALSOK’s Story of Value Creation
Since our founding, we have continually contributed to resolving the challenges of communities and our customers.
Case 1 AMAND System (1975)
Achieved unmanned operation of the ATM sections of financial institutions by automating all equipment required for opening and closing operations.
Case 2 Cash Deposit and Dispenser Machine On-line System (1997)
By allowing customers to deposit their sales proceeds, this system reduces the burden of cash-related administrative tasks.
Case 3 Accident scene First-Responder Service (2006)
This service provides prompt response to reduce anxiety in the event of an accident by dispatching a security guard to the scene of the accident.
Rebranding
To remain a company needed by society, we continuously aim to provide solutions that contribute to solving issues.
Sustainable and Stable Profit Structure
Approximately
Contract
76% of sales is Retention Rate: stock business 95% or more
revenue
Electronic Security Services, HOME ALSOK Services
Message from Top Management ALSOK’s Value-Creation Strategy
We have built a recurring revenue business model that earns revenue through ongoing contracts and periodic service delivery. In particular, Electronic Security Services and HOME ALSOK Services are business lines that benefit from economies of scale, as increasing the number of contracts does not require raising fixed costs beyond a certain level. In addition, because we maintain a high contract retention rate, we are able to secure stable profit.
14.3%
General Property Management and ■ Facility Management Services, etc.
Fire Protection Services ■ Others ■ Long-term Care Services ■ Overseas Services
Compared to previous years, the percentage of Non-Security Services sales has increased.
2015/3
4.5%
12.8%
24.2%
82.3% 22.3%
71.0%
Security Services
End of 2024 End of 2034 End of 2044
Source: “Trends in the number of condominiums constructed over 40 years ago (as of the end of 2024)”, Ministry of Land, Infrastructure, Transport and Tourism
2010
2024 2045
(estimated values)
(
Electronic Security Services
Stationed Security Services
Transportation Security Services
)
Security Services
Source: “2025 Annual Report on the Aging Society”, Cabinet Office
(
Electronic Security Services
HOME ALSOK Services
Stationed Security Services
Transportation Security Services
)
Facility Management Services, etc.
Number of condominiums constructed over 40 years ago
Business Development that Responds to Diversifying Risks
Utilizing the risk analysis and response capabilities cultivated in the Security Services, we are expanding our business domains in order to solve new risks and issues (aging of equipment, aging of society, etc.) that have arisen as a result of changes in society.
Business Conditions by Segment
Security Services
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Number of reported cases of crimes
Number of facilities covered by electronic security
3,423,470
2,853,739
1,164,542
737,679
’98 ’99 2000 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 ’14 ’15 ’16 ’17 ’18 ’19 ’20 ’21 ’22 ’23 ’24
Source: “Overview of Security Services in 2024” and “2024 Crime Statistics”, National Police Agency
2025/3
Long-term Care Services
Population aged 65 and over (percentage of the total population)
(thousand people)
Sales Composition by Business Segment
1.7%
4.9%
9.7%
14.4%
31.5%
(thousand units) 29,250
1,480 2,932 4,829 (23.0%)
36,240
(29.3%)
39,450
(36.3%)
15.9%
43.9%
Sustainability and ESG
Financial Information/Corporate Information
* For FY2015 (fiscal year ended March 31, 2015), figures represent the number of contracts and the net sales composition ratio for the former reportable segments.
Rebranding
Rebranding
— Leap to a new stage —
The Evolution of Our Businesses and Brand
Founding
On July 16, 1965, embodying the founder’s strong conviction that “The leading security company needs to excel at all security services,” SOHGO SECURITY SERVICES CO., LTD. was established.
Background of our founding: Creating a Made-in-Japan security company
After retiring from the National Policy Agency and serving as the Deputy Secretary-General on the organizing committee for the Olympic Games Tokyo 1964, Jun Murai was advised by former Prime Minister Shigeru Yoshida who said, “You should create a uniquely Japanese security company.” This marked the building blocks of a truly Made in Japan security company—where the safety of Japan was provided by Japanese people.
Former Prime Minister Shigeru Yoshida with founder Jun Murai and his wife
Birth and Permeation of the “ALSOK” Brand
Taking our listing on the First Section of the Tokyo Stock Exchange on October 25, 2002 as an opportunity, we adopted “ALSOK” as our corporate brand in July 2003. “ALSOK” is a coined word shortened from “ALways Security OK,” which conveys SOHGO SECURITY SERVICES CO., LTD.’s most outstanding quality, the agility to act immediately, and the high motivation to provide security 24 hours a day, 365 days a year.
Leveraging the rollout of the “ALSOK” brand, we have worked to further enhance our corporate image, particularly in markets targeting individuals and households.
Beginning in 2004, increasing the number of impactful commercials featuring company-affiliated athletes and other efforts contributed to a rise in the share of people who, when thinking of “a company that provides home security,” recall our company by the “ALSOK” brand name. In this case, there was an increase from approximately 21% in 2004 to about 98% as of 2025. The number of home security contracts has also increased by approximately tenfold compared with 2003. These figures attest to the brand’s high level of permeation.
Trend in number of home security contracts
(thousand contracts) 600
500
Number of Contracts
Increased by approximately 10 times (vs. 2003)
Approx. 521
thousand contracts
400
300
200
100
Approx. 54
thousand contracts
ALSOK brand recall rate
98.5%
0
2003
2005 2010 2015 2020 2025 (FY)
Evolution of the sticker
From 2003 From 2025
Birth of the ALSOK brand Changed company name to ALSOK CO.,LTD.
On the occasion of our 60th anniversary in July 2025, we amended our company name from “SOHGO SECURITY SERVICES CO., LTD.” to “ALSOK CO.,LTD.” Under our new brand slogan “ALwayS OK,” we will evolve into a corporate group capable of addressing diverse risks and create new value.
ALSOK’s Story of Value Creation
Changing Social Needs and Expansion of Business Domains
As needs for safety and security diversify, our business domains are expanding beyond traditional security into areas such as facility management, long-term care, and information security.
Expansion of service field
Cyber security
Rebranding
Remote monitoring Carbon Neutrality
Equipment renewal
Equipment inspection
Fire protection inspection
Fire malfunction
Equipment malfunction
Infrastructure monitoring
Correspondence to cashless
Measurements for infectious disease
Crime prevention
Measurements for infectious disease
Message from Top Management ALSOK’s Value-Creation Strategy
Cyber security
Cash deposit and dispenser machine on-line system
Correspondence for ATM
Facility security
Security system watching over the whole town
Urban space security
Cyber security
Cash transportation
Transportation of valuables
Crowd control, Traffic guard
Event security
New town
Financing handling
Business Process Outsourcing
Correspondence to digital currency
Measurements for infectious disease
Emergency call
Health consultation
Personal security
Body guard
Safety confirmation Long-term care, nursing care
Watch-over Familiar crimes Food safety
Regional crime prevention
Measurements for infectious disease
development
Wide-area monitoring
Existing business field
* Business expansion by strengthening integration
Medical care massage Cyber security
Sustainability and ESG
Expansion of new business field
Financial Information/Corporate Information
* From the Medium-term Management Plan “GD2025”
With the intention of delivering greater safety and security to society beyond the bounds of security, we changed our brand slogan from “ALways Security OK” to “ALwayS OK.”
With shared values at heart throughout the Group, we will strive to be an entity
that connects with society.
More Essential to Society
Rebranding
Message from Top Management/Message from Group CEO
The Thinking behind Our Rebranding
The ALSOK Group celebrated its 60th anniversary in July 2025. I would like to express my deepest gratitude to our customers, shareholders, employees, and all stakeholders whose support has enabled us to continue our business for 60 years. I feel that a company cannot continue unless its necessity is widely recognized by society, and it is deeply moving to say that our Group has been continually needed by people for as long as 60 years. Rather than taking this for granted, we will renew our commitment and devote ourselves to providing services and conducting business activities that society needs.
Marking this 60th anniversary, we have decided to rebrand. It has been 22 years since the corporate brand “ALSOK” was launched in 2003. As ALSOK has become widely recognized by society as a brand synonymous with safety and security, I feel that the name itself has grown to the point of being our greatest asset. At the same time, we are also offering services
Rebranding Committed to
Tsuyoshi Murai
Representative Director, Group CEO and CTO (Chief Technology Officer)
that can no longer be strictly called security services, such as our “rescue services,” which dispatch personnel in the event of a failure with IT equipment or a building’s facilities, and HOME ALSOK MIMAMORI SUPPORT, which dispatches personnel when there is a change in an elderly person’s condition. As a result, the name “Sohgo Security Services” is no longer a suitable name since we provide other services in addition to security services. We therefore redefined our business as being “a business that responds to diverse risks and delivers safety and security to customers and society” and also changed our brand slogan from “ALways Security OK” to “ALwayS OK.” Having thus solidified this core purpose of the Group, we amended the Company’s trade name from “SOHGO SECURITY SERVICES CO., LTD.” to “ALSOK
CO.,LTD.” Going forward, we intend to convey more strongly than ever that we are a corporate group that addresses diverse risks, whether faced by corporations or individuals, and delivers safety and security broadly to society. As new demand has emerged with changes over time, we have expanded our business accordingly. This rebranding seeks to more forcefully articulate our significance to society in line with the expansion of our businesses.
10
ALSOK’s Story of Value Creation
Growing Awareness of Risk Management and Expansion of Business Opportunities
Many people probably associate safety and security with crime and disaster prevention. From a crime-prevention perspective, while the number of recognized criminal offenses in Japan has turned upward in recent years, it remains below the peak, and initiatives for crime prevention have seen significant progress. Although some people point to a deterioration in perceived public safety, Japan still maintains a favorable level of public safety compared with other countries. The same applies to disaster prevention. While water-related disasters have somewhat increased amid the intensification of natural disasters, fires are on a declining trend, partly due to advances in fireproof building materials. We also take pride that companies like our Group, which devote efforts to disaster prevention, are
Rebranding
manner, and companies like our Group, which can make comprehensive proposals from risk analysis through to countermeasures, are being looked to with high expectations.
Message from Top Management ALSOK’s Value-Creation Strategy
While closely monitoring such environmental changes, our Group aims to meet society’s needs by establishing services that “enhance social efficiency through multitasking.”
Implemented to Mark Our 60th Anniversary Further Growth as a Company Needed by Society
contributing in no small part to mitigating disasters.
At the same time, in recent years, a momentum has been building across society to properly recognize risks, and signs of change are emerging. There is a trend among companies to accurately identify a wide range of risks beyond crime and disaster prevention, and to manage them to prevent the materialization of risks that could hinder business continuity. Specifically, this involves establishing a risk management cycle and making it more sophisticated, requiring that it be translated into the formulation and implementation of countermeasures to risks. However, doing all of this in-house is extremely difficult for companies, and it is inefficient for individual companies to allocate management resources to each
low-probability risk. Within broader moves toward a sustainable and efficient society, this could also create “waste” at a societal level. There are limits to individual companies’ approaches to risk management from a capital efficiency standpoint as well.
What is needed then is the provision of services that, supported by a multitasking mindset, cover a broad spectrum of risks and address them in an integrated
The Optimal Solution for Seizing Business Opportunities
Sustainability and ESG
As perceptions of risk and the business environment change, our Group retains a robust network, human resources, and a distinctive corporate culture that we have cultivated over many years. Looking ahead, it is essential that we leverage these strengths to the fullest.
Financial Information/Corporate Information
We realized that the networked organization and personnel we built through our Security Services and the agility and mobilization capacity they generate can also be utilized in a range of risk management services. By developing new businesses that use these resources as strengths, we can not only bolster our Group’s earnings base but also help realize a sustainable and efficient society. Specifically, we envision our security guards stationed throughout Japan promptly rushing to respond whenever a customer’s facilities experience a failure, thereby addressing the diverse risks our clients may face. Akin to installing applications in a computer operating system, we will deploy various services in an operating system consisting of our network and personnel.
Message from Top Management/Message from Group CEO
However, in that case, the challenge is to have the security guards who can access real-world sites acquire the skills needed to handle such tasks. Looking back, I am once again reminded that our Company has been supported by frontline strengths. However, if the scope of response operations continues to expand without limit, frontline employees may experience excessive stress and differences in experience and skills among employees could make it difficult to deliver services in a uniform manner. Here, the key to solving these issues is DX. We will organize systems in a way that is easy for those on the frontline to understand and, through DX, transfer the specialized knowledge needed on-site to the security guards in the field. As advancements in IT, such as AI, are making this possible, the possibilities for our business are expanding. In addition, there are various options in terms of our stance on IT utilization. One approach would be to pursue a powerful business rollout by providing fully unmanned services. However, aiming for that would likely require considerable time for system development and other efforts. Our way of solving problems is to introduce IT in a manner that achieves labor savings while leveraging our strengths—our frontline agility and mobilization capacity. Rather than providing fully unmanned services, we will combine people and IT to rapidly achieve
real-world deployment. I believe that this will lead to
capturing new demand and accelerating the pace of our business development, expanding areas in which we can contribute in real-world settings.
our education programs, which we are currently implementing. Three years have passed since the introduction of the education programs, and many of our Group employees have come to better understand what skills are indispensable.
However, we also face several challenges. One is the human resources and skill sets needed to build the mechanisms for new services. We must quickly secure personnel with advanced skills, and we are working to establish that structure, including improving the work environment.
Another is strengthening our organizational capabilities. The key lies in a strong sense of ownership. As the size of an organization expands, a sense of ownership tends to fade, which in turn can impede the organization’s governance. Conversely, when each individual has a strong sense of ownership, properly recognizes their role, and fulfills their responsibilities, internal controls function well and the organization becomes one with effective governance. This is why we have high expectations for the rebranding that I mentioned earlier. By clarifying our Group’s significance to society, which had at times been somewhat ambiguous, I expect to see a heightened sense of ownership among each employee. From a governance perspective, I myself have been greatly supported by a Board of Directors that maintains a healthy sense of tension. I feel that the Outside Directors, who possess diverse skillsets, consistently raise necessary points for discussion, enabling sound decision-making.
Enhancing Human Resources and Organization
Securing human resources with the specialized knowledge required to deliver new services requires developing their abilities. I am specifically speaking about skills used to correctly understand diverse risks and basic IT skills. To acquire knowledge related to risks and IT, we have revised
12
Enhancing Corporate Value
Over our long history, our Group’s has built up a solid foundation of equity capital. As a result, we are now able to consider a variety of options. Going forward, in line with our Group’s growth strategy and with due regard for our various stakeholders, I believe it is time to focus on the appropriate allocation of management capital. Utilizing our rebranding as an opportunity, we must articulate and communicate the Company’s direction with greater clarity. The current fiscal year is the final year of our Medium-term Management Plan. In the next Medium-term Management Plan, we are preparing to revisit and clarify our approach to utilizing the capital we have secured to shape it into a more concrete approach.
As we mark the 60th anniversary of our founding, employees across the Group are renewing their commitment to ALSOK. Our desire to continue achieving sound growth as a corporate group that is even more essential to and trusted by society is growing stronger. Please look forward to the further growth of the ALSOK Group as we enter a new stage.
ALSOK’s Story of Value Creation
Message from Top Management/Message from Group COO
Rebranding
Embracing the “Spirit of Challenge and Growth,” Strive to always Make the Best Choices in Serving Society
Message from Top Management ALSOK’s Value-Creation Strategy
Ikuji Kayaki
Representative Director, Group COO
A One-of-a-Kind Corporate Culture
I am deeply convinced that the ALSOK Group is a corporate entity that serves society and is needed by society.
Having joined the Company in 1982 and later assigned to our Kobe Branch, the Great Hanshin-Awaji Earthquake that occurred in 1995 remains one of the most painful memories I can never forget. The earthquake struck at 5:46 a.m.
Although employees who were affected must each have faced tremendous hardship, many gathered at the office before noon and began making rounds to visit customers. Each time I saw colleagues in SOHGO SECURITY uniforms amid a city reduced to rubble, I felt the underlying strength of our Company. I still remember that vividly.
Of course, responses in times of disaster cannot be accomplished by our efforts alone. During the 2024 Noto earthquake, I was once again reminded of the importance of stakeholders working together to support the affected areas. Accordingly, the Group is working with like-minded private companies to conclude comprehensive collaboration agreements aimed at contributing to local communities, and I feel that even companies from different industries can find common ground in times of emergency. Drawing on these experiences, our Group, even beyond the framework of its core business, maintains a strong
commitment to serving society. I believe this is because we are a Company that brings together highly motivated human resources who strive to serve society, doing work that earns people’s gratitude, and that we possess a
Sustainability and ESG
Financial Information/Corporate Information
one-of-a-kind and noble corporate culture. It is precisely because we are a corporate group needed by society that we can continue our business activities. Should the services we provide cease to be of use to our customers, meaning if we were unable to demonstrate our value, especially when disasters strike, the industry as a whole, ourselves included, would surely lose strength. Therefore, we intend to continue taking on challenges more than ever by developing our human capital, leveraging IT and AI, pursuing digital transformation (DX), and making new investments. We will remain fully mindful of our significance to society and devote all our capabilities to continuing being a Company that is needed by society.
Recent Changes in the Business Environment and Our Performance Results to Date
The most difficult challenge in our operating environment is securing human resources. The working population
Message from Top Management/Message from Group COO
continues to decrease over the long term, making hiring conditions more difficult. Of course, we will continue to reward employees’ efforts through compensation while continuing to work to raise engagement.
Although we are in the business of confronting risks, the geopolitical and economic risks in recent years have far exceeded what we had imagined. Furthermore, natural disasters such as extreme weather events are occurring more frequently, and I feel that we are more often in situations where the rules of thumb we have cultivated can no longer be applied in full. At present, as the very nature of risks is undergoing significant change, it can be said that new responses to risks are required.
Despite this challenging business environment, for the fiscal year ended March 31, 2025, our consolidated financial results exceeded the prior year in both net sales and income. On the business front, we increased net sales across each business, starting with Security Services, and over the past year we focused particularly on strengthening relationships with existing customers by adding new services. With an eye to medium-term growth, we of course place importance on expanding our scale by acquiring new customers. At the same time, I believe there is still ample room to broaden the range of services we can propose as a Group and to enhance services for existing customers. In that sense, I view this past year as one in which we were able to proactively roll out new offerings.
We have now completed the fourth year of our five-year Medium-term Management Plan, Grand Design 2025, and I assess that we are making steady progress on delivering new services that combine diverse service functions, as targeted in the plan. Amid continued inflation, we have also been able to implement price revisions reflecting higher costs with the understanding of our customers.
On the other hand, an error was identified related to the accounting treatment for retirement benefits, and, after disclosing deficiencies in internal controls, we were required to file an amended report. We sincerely apologize for the considerable concern caused to all stakeholders. We take this matter very seriously and are strengthening
our accounting framework and rebuilding our control and review processes. We will continue to conduct our corporate activities with transparency and integrity and work to restore trust. I respectfully ask for your continued support.
Status and Outlook of Each Business
In FY2025, despite the challenging business environment, we were able to achieve results across all businesses.
Within the Security Services, our core Electronic Security Services segment is operating in a market where growth has slowed for electronic security itself. Despite this, we are enhancing services that leverage our existing electronic security infrastructure, such as ALSOK IT Rescue and ALSOK Equipment Rescue. We are also undertaking drone-based inspections of solar panels and exterior walls, and expanding cybersecurity-related businesses. From the standpoint of improving the efficiency of Electronic Security, reducing unnecessary dispatches and increasing our capacity to handle other operations are enduring challenges for which we are constantly pursuing solutions.
In HOME ALSOK Services, against a backdrop of a perceived deterioration in public safety, inquiries about home security services are on the rise. In light of this situation, we also intend to contribute to developing mechanisms that prevent incidents before they occur. Most recently, we have been working to expand sales of HOME ALSOK Connect, which delivers safety and security to households, while also focusing on HOME ALSOK MIMAMORI SUPPORT, a monitoring service for seniors in view of the progressing super-aging society.
In Stationed Security Services, in addition to reinforcing security at airport facilities affected by the expansion of inbound tourism and meeting increased security demand accompanying the restoring of production bases, for Expo 2025, we, as a Group, are undertaking not only venue and pavilion security but also initiatives such as visitor support utilizing avatars and AI. With labor shortages expected to intensify, we will continue to secure talent while pursuing both greater efficiency and quality improvement.
In Transportation Security Services, although the number of ATMs in Japan is declining, the need among financial institutions and business corporations to streamline cash management operations related to cash proceeds remains strong, and we have been able to expand the scale of the business even under challenging conditions.
As for Facility Management Services, etc., the value of completed work in the construction division remained solid, and we welcomed Kanso Co., Ltd., which primarily
operates a building maintenance business in the Kansai region, into the Group. Amid numerous challenges, such as securing talent and improving productivity, we expect this to contribute to the further expansion and strengthening of Facility Management Services, etc.
Long-term Care Services business performance was also solid. In this field, possibilities for business expansion are growing, including efforts to create new businesses through industry–academia collaboration. However, we recognize that there remains room to improve profitability and that further effort is required.
In Overseas Services, net sales have increased substantially partly due to the effects of M&A. Going forward, we intend to strengthen our management base in Southeast Asia and other regions with a view to achieving profitability at an early stage.
Toward Future Growth
Sustainability and ESG
Financial Information/Corporate Information
As mentioned earlier, our Group alone cannot meet society’s expectations completely on its own. With this in mind, even before becoming President, I actively took part in cross-industry exchange forums and similar events, devoting efforts to building personal networks. The collaboration following the 2024 Noto earthquake mentioned earlier also drove home the importance of cross-industry collaboration. Going forward, I want to see the Group further enhance the platforms built among companies that share the same aspirations. Collaboration with municipalities is also extremely important. In times of disaster, for example, information is concentrated at
municipalities. If such information can be shared and connected to companies rooted in the local community, prompt disaster response becomes possible. Fortunately, our Group has extensive ties with companies across many industries and is positioned, as a hub for such enterprises, to contribute to solving issues facing local communities.
ALSOK’s Story of Value Creation
We can fulfill this role because we have dependable human resources. We are convinced that it is precisely through human connections that we can resolve the various challenges faced by our customers and local communities.
Rebranding
Message from Top Management ALSOK’s Value-Creation Strategy
I offered the words “spirit of challenge and growth” to new employees that joined the Company this year. Once you become part of an organization, it is easy to prioritize your own department and lose sight of the situation in surrounding departments. I hope these new employees will broaden your perspective, look around themselves, and take on the challenge of building lateral connections. I believe that by doing so, they will ultimately contribute to their own growth and to the growth of the Company as a whole. On the front lines of our operations, we face numerous choices that demand decisions. In such situations, when confused about which choice to make, I urge all employees to carefully discern what is best and make that choice. This is a mindset I myself consistently uphold in managing the Company. I keep firmly in mind not to be overly fixated on short-term profits, but to always pursue “Goodness” for our Group—and, beyond that, “Goodness” for society.
Thanks to your support, our Group has reached its 60th
anniversary. To remain a company needed by society, we will continue to value communication with society and demonstrate the ALSOK Group’s significance to society.
ALSOK’s Value-Creation Strategy
ALSOK’s Value-Creation ModelOver the 60 years since our founding, the ALSOK Group has continued to provide high-quality security services and more. Our greatest strengths are our corporate brand, organizational capabilities, and the trust of our customers. Although conditions are changing rapidly both inside and outside of the Company, we remain committed to creating new value and achieving sustainable growth for protecting the safety and security of customers and society while simultaneously achieving sustainable growth. By accomplishing these goals, we will meet the expectations of all stakeholders.
ALSOK’s Business Model
)
Diversifying needs for safety and security as societies become more complex
Development of an advanced
information society (advances in AI, DX)
Diversifying Social Issues
Demand for improvements to QOL*
Declining birthrate and
aging population
Addressing sustainability (Climate change, human rights, etc.)
Management Capital
Abundant human resources
Enhanced training system
Diversity promotion
Employees: 64,733
Trust and Network
ALSOK brand trust
Global Service Network: In six countries with a focus on Southeast Asia
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Number of Depots Located Nationwide:
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Security Services
Electronic Security Services, HOME ALSOK Services, Stationed Security Services,
and Transportation Security Services
What Our Businesses Create
Greater trust
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Approx. 2,300 locations
Number of business locations:
Head office, 62 branches
34 offices
246 sales offices
Certifications:
Facility Management Services, etc.
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Overseas Services
know-how
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ISO 9001, ISO 14001,
ISO 22301, and ISO 27001
Sound financial standing
Equity Ratio: 59.1%
Consolidated Net Assets:
376,000 (Millions of yen)
Ranking (R&I): A+
Care Services
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Stable profit
Management Philosophy
Framework supporting businesses (Sustainability Management) (P.28)
Service quality management/ESG initiatives
Based on two core principles exemplified by “arigato no kokoro” (a feeling of gratefulness and gratitude) and “bushi no seishin” (a samurai spirit), we promote our business and devote ourselves to protecting the safety and security of our customers and society as a whole.
* QOL: Quality of Life
Value Provided
ALSOK’s Story of Value Creation
Protecting the Safety and Security of Our Customers and of Society as a WholeGrowth Strategies and Materiality
Medium-term Management Plan (FY2022–FY2026)
Grand Design 2025 (P.25)
Enhancement of response capacity for diverse safety and security needs of society
Customers
Rebranding
Provide safety and security
Basic Policies
Digitization and utilization of data
Establishing a work environment where employees play an active role
Strengthen the efforts of sustainability
Vision
through our high-quality products and services
Message from Top Management ALSOK’s Value-Creation Strategy
Employees
Based on the belief that people are an important
Becoming a Resilient Integrated Safety and Security Solutions ProviderFive Material Issues (P.26)
Providing Trustworthy Security Services
Providing Products and Services That Help Resolve Social Issues
Cultivating Human Resources and Building a Comfortable Workplace Environment
Contributing to Local Communities through Active Communication
Consideration for the Global Environment
source of corporate activities, we provide an environment in which each and every employee can fully demonstrate their abilities and work energetically and develop their abilities
Shareholders and Other Investors
Sustainability and ESG
Increase in stock price and provision of shareholder returns by increasing corporate value through sustainable growth
Business Partners ALSOK and the supply chain will work together to realize
sustained growth for both
Financial Information/Corporate Information
Local Communities and the Global Society Contribute to the creation of a safe and secure society
by creating new solutions in
response to diversifying risks
Our Vision
ALSOK’s Value-Creation Strategy
Security Services
Electronic Security Services
Business Details
This business installs alarm equipment like sensors at contracted sites, remotely monitors intrusions, fires, and equipment anomalies at the guard center via communication lines, and dispatches security guards to respond to any abnormal situations.
In addition to deploying the ALSOK-G7 online security system, which comes standard with high-definition image sensors, we are expanding various emergency dispatch services that leverage our electronic security infrastructure, available nationwide 24 hours a day, 365 days a year.
Expand business domains and increase added value for Electronic Security
Address diverse social issues by leveraging our Electronic Security infrastructure
Expectations from Society
Provide high-quality security services toward achieving a safe and secure society
Respond to diversifying and intensifying risks and social issues based on our ability to respond 24 hours a day, 365 days a year, nationwide
“Initiatives” for Achieving Our Vision
With a surge in crimes employing unprecedented methods, along with progressing labor shortages due to the declining birthrate and aging population, the risks and issues surrounding society are diversifying and intensifying. As a result, we are receiving a
wide range of requests from customers.
To respond quickly and accurately to these needs, we are building a remote support framework that leverages DX, such as a knowledge management system and video calls, to enhance guards’ response capabilities, while rolling out various rescue services. We will continue to refine our
high-quality service delivery platform unique to ALSOK and address diverse risks.
Manabu Morimoto
Executive Officer, in charge of Electronic Security Services
Net Sales
TOPICS
Continuously Rolling out New Services that Make Full Use of Our Emergency Dispatch Framework, including Various Rescue Services and Remote Damage Assessment
Under the concept of “delivering knowledge of specialists who possess a wealth of experience and know-how to customer locations by fusing ALSOK’s ability to rush staff to the scene and DX,” we are rapidly expanding a lineup of services that help solve customers’ challenges.
In July 2024, we launched ALSOK IT Rescue and ALSOK Equipment Rescue nationwide.
Building on these efforts, we launched the Remote Damage Assessment service nationwide in March 2025 to support smoother insurance loss
200
191.4
176.7
176.4
175.9
23.0
24.6
150
168.3
173.6
100
0
198.2
adjustment operations. ALSOK guards, connected
2021
2022
2023 2024
2025
(FY)
to professional loss adjusters via remote assistance tools, visit the assessment site, photograph the damage conditions and documentation required for insurance payment, and share them with the adjuster to facilitate swift claims payment. Adjusters can confirm the policyholder’s
* For fiscal years ended March 2023 and earlier, net sales for the former segments are shown.
From the fiscal year ended March 31, 2024 onward, we present net sales as the combined total of the new segments Electronic Security Services and HOME ALSOK Services.
Expanding business domains by utilizing existing
situation in real time, leading to appropriate loss assessment.
Going forward, we will further enhance services built on our unique Electronic Security infrastructure and work to resolve a wide range of social issues that go beyond the framework of “security”.
Akira Terui
Electronic Security Department
IT professional
electronic security infrastructure and increasing added value for Electronic Security Services
Support provided to security guards dispatched to client locations through video calls and other tools
ALSOK IT Rescue-based response
ALSOK’s Value-Creation Strategy Security Services
HOME ALSOK Services
Business Details
Under the “HOME ALSOK” brand, founded on the concept of security services for all aspects of daily life, we offer smartphone-based home security through “HOME ALSOK Connect,” monitoring services for seniors via “HOME ALSOK MIMAMORI SUPPORT,” and the “HOME ALSOK APARTMENT AND
CONDOMINIUM PLAN” for multi-unit residences, among other offerings.
Our Vision
Achieve a “Lifestyle where safety is the norm”
Expectations from society
ALSOK’s Story of Value Creation
Overcome growing safety concerns stemming from the deterioration of the domestic sense of security
“Constant” monitoring “just in case” with the increase in elderly couple households
Provide services that support diversifying lifestyles
“Initiatives” for Achieving Our Vision
We offer a lineup of home security and monitoring services tailored to each customer’s lifestyle and life stage. In addition to conventional crime monitoring, we provide home security equipped with features that alleviate everyday anxieties and inconveniences, such as an
Rebranding
“emergency button” that allows reporting an emergency with a single press and smartphone-based operation support. We also
Message from Top Management ALSOK’s Value-Creation Strategy
offer services that monitor the health status and heatstroke risk of seniors and deliver information to their families. Through these initiatives, we aim to realize communities where everyone, from ordinary households to seniors living alone, can live with peace of mind. This is equivalent to achieving a “Lifestyle where safety is the norm.”
Yutaka Miyajima
Senior Executive Officer, in charge of HOME ALSOK Services
Number of Contracts
Electronic Security Services HOME ALSOK Services (thousand contracts)
600
579
591
TOPICS
ALSOK’s New TV Commercial Highlights Peace of Mind in Daily Life
We have been airing a new TV commercial since April 1, 2025. The
500
400
540
449
548
460
556
473
505
521
commercial’s catchphrase is “ALSOK is here.” Mr. Kenichi Matsuyama visits the home of an older couple whose child has left and of newlyweds starting a new life to ask about the HOME ALSOK Connect service and the peace of mind that comes from having ALSOK on their side. This commercial communicates the appeal of the service not through Mr.
Kenichi Matsuyama himself, but by kindly eliciting the experiences of the users. Please note Mr. Matsuyama’s gentle expression, which puts the speakers at ease, and the palpable sense of security it conveys.
Sustainability and ESG
Enhancing Our Senior Monitoring System
ALSOK’s monitoring services have already been adopted by 520 municipalities. To meet increasingly
0
2021
2022
2023 2024
2025
(FY)
diverse customer needs, we have taken over the business of ALSOK Care & Support Co., Ltd. as of
* For fiscal years ended March 31, 2023 and earlier, the number of contracts for the former segments are shown.
July, enhancing our system. We will further expand services that leverage ALSOK’s strength in emergency dispatch.
Seiji Marui
HOME ALSOK
Financial Information/Corporate Information
Business Department
Operational Flow for Rushing to the Scene
Alarm transmission, etc.
Customer site
ALSOK Guard Center
Surveillance system
ALSOK’s Dispatch System
Dispatch instruction Customer site information
Continuously acquire location information using GPS
Progress information
Nearest security guard
Rushing to the scene
Security guards are sent quickly to the customer site
Destination information is sent from the mobile phone to the car navigation system
Our Vision
Utilize DX to provide more advanced security and increase labor savings and provide security that leverages the mobilization capabilities of the ALSOK Group
Expectations from society
Provide security services that, in cooperation with public initiatives related to safety and security, contribute to social development and the resolution of social issues
Contribute to the development of safe and secure communities by providing high-quality security services
Trust built on advanced expertise and dependable execution of duties
“Initiatives” for Achieving Our Vision
ALSOK’s Stationed Security Services have progressed from human-based security to security where we focus on utilizing “digital technology” tailored to the changing needs of society and customers. By utilizing state-of-the-art technologies such as AI and robotics, we aim to sophisticate and increase the labor savings of Stationed Security Services. Furthermore, by equipping
security guards with state-of-the-art mobile devices and establishing a framework for
real-time collaboration with specialists, we are now able to handle disaster-prevention-related operations in addition to crime prevention, thereby expanding our business domain.
We will continue to leverage DX and the mobilization capacity of a leading industry player to meet diverse needs.
Hiroyoshi Yoshida
Senior Executive Officer, in charge of Stationed Security Services
Net Sales
TOPICS
DX Implementation for More Advanced Security
Leveraging mobile devices (smartphones) now enables voice and image sharing among security guards and the digitization of reports. We are now able to share information rapidly with customers, bringing “Visible Security” to life.
We have also installed AI-equipped avatars at reception and other points to handle initial reception, reducing the workload of reception operations. Amid labor shortages across many industries, we provide services tailored to customer needs, including supporting efficient operations with limited staff.
Stationed Security Services (Number of Long-term Contracts)
Contributing to the Safe Operation of Expo 2025
Leveraging the know-how we have cultivated to date, the ALSOK Group’s mobilization capabilities, and a security framework that utilizes the latest DX tools, we worked to ensure the safety and security of visitors at Expo 2025. We also contributed to the smooth and safe operation of various large-scale events, including the Tokyo 2025 World Athletics Championships.
Yuki Yamaguchi
Stationed Security Department
* Demonstrated Security: An approach to preventing crime by providing uniformed security guards Visible Security: Utilization of digital technology to visualize safety and security
128.8
123.7
113.1
118.5
123.1
(Billions of yen) 140
120
100
80
60
40
20
0
2021 2022 2023 2024 2025
(FY)
* For fiscal years ended March 2023 and earlier, net sales for the former segments are shown.
(Contracts) 5,000
4,584
4,658
4,000
4,232
3,000
0
2021 2022 2023 2024 2025
(FY)
* For fiscal years ended March 31, 2023 and earlier, the number of contracts for the former segments are shown.
ALSOK’s Value-Creation Strategy
Security Services
Stationed Security Services
Business Details
Security guards are stationed at the contracted facility and access control, patrol, and monitoring are performed to prevent various accidents and respond to emergencies and accidents. We also provide security for various events such as international conferences, sports competitions, fireworks events, and festivals, meeting a wide range of needs. We are also promoting DX, equipping stationed security guards with mobile devices, etc. and aiming to shift from “Demonstrated Security”*1 to “Visible Security”*2, which visually conveys safety and security to customers.
4,371
4,376
Our Vision
Establish a solid presence as a domestic cash distribution provider
Provide comprehensive solutions that, while centered on cash, also handle non-cash payments and related operations end-to-end
Expectations from Society
ALSOK’s Story of Value Creation
Supply sustainable and reliable services as social infrastructure
Safe and reliable transportation and management of valuables
Providing management services tailored to the reduction of in-store cash holdings
“Initiatives” for Achieving Our Vision
Our involvement with Transportation Security Services began with the transportation of bills, which was then developed into a service to suit the times and released into the market.
We are enhancing our response to changes occurring throughout the environment such as moves to cashless payment systems, in order to leverage our comprehensive capabilities. We will continue to
Rebranding
make use of the transportation security platform to support social infrastructure through our comprehensive solutions, including cash-related operations. At the same time, we will contribute to the sustainable growth and development of our customers by further improving operational efficiency through the utilization of DX and IoT technologies.
Message from Top Management ALSOK’s Value-Creation Strategy
Ken Takahashi
Senior Executive Officer, in charge of Transportation Security Services
TOPICS
Contributing to the Operational Efficiency of Financial Institutions
Up to now, while positioning cash transportation as our core business, we have expanded into new service domains such as transporting important documents between head offices and branches of financial institutions and ATM management operations. The number of ATMs we manage is increasing even as the total number of ATMs in Japan declines.
We now also operate a shared operations center that handles electronic exchange of bills and checks for multiple financial institutions, and have expanded our outsourced services to cover direct debit processing as well.
Office site
Consolidation of operations
Office site
Office site
Office site
Sustainability and ESG
To address the challenges of enhancing efficiency and standardizing operations at financial institutions with limited human resources, we will promote expansion of the scope of outsourced services and the joint performance of operations, thereby strengthening our role as an indispensable infrastructure company.
Financial Information/Corporate Information
Makoto Ando
Transportation Security Department
ALSOK’s Value-Creation Strategy
Security Services
Transportation Security Services
Business Details
Dating back to the safe and reliable transportation of valuables including transporting cash to designated locations, today we provide services like ATM General Management for the
all-inclusive management of financial institution ATMs, and the Cash Deposit and Dispenser Machine On-Line System for corporate clients to cover back office operations and manage small change and in-store sales. As a payment provider, the ALSOK Multi-QR Payment Solution is also available to respond to the development of a cashless society.
Net Sales
(Billions of yen) 75
70
67.8
69.2
70.4
65.6
66.7
65
0
2021 2022 2023 2024 2025 (FY)
* For fiscal years ended March 2023 and earlier, net sales for the former segments are shown.
Number of ATMs under our management and number of cash deposit and dispenser machines
ATMs under our management Cash deposit and dispenser machines
(Contracts) 80,000
74,116
74,505
73,592
72,922 74,035
60,000
40,000
30,793
29,955
20,000
26,516
27,915 28,944
0
2021 2022 2023 2024 2025 (FY)
Our Vision
Realize building management services by leveraging our strength as a security company, which is our ability to respond 24 hours a day, 365 days a year, and our nationwide network
Expectations from Society
Provide one-stop, all-inclusive security and facility management
Level of trust that only ALSOK can provide
“Initiatives” for Achieving Our Vision
We have expanded the scope of our services to respond to a wide range of needs related to the maintenance, operation, and management of customers’ assets.
Utilizing our strength of our Electronic Security segment, which allows us to quickly detect anomalies at customer facilities, we are enhancing the service provision system within the Group to provide a one-stop service covering repairs of facilities through inspections and upgrades.
Additionally, we are contributing to the sustainable business operations of our customers by expanding our lineup of products and services, including
energy-saving and energy-creating products and asbestos-related services that capture changes in social conditions, expanding our service coverage areas, and also advancing initiatives to streamline various inspection operations by leveraging DX.
Yasuhiro Yoshimoto
Executive Officer, in charge of Facility Management Services
Net Sales
TOPICS
Strengthening our Service Foundation in the Kansai Region
In December 2024, we welcomed Kanso Co., Ltd., which has an extensive track record in building maintenance centered on large commercial facilities, into our Group, further strengthening our service delivery structure. Leveraging ALSOK’s customer base, we will also provide one-stop building maintenance
services in the Kansai region where Kanso has built a track record, meeting diverse needs related to the preservation, management, and operation of customers’ assets.
Kazuya Toda
Kanso Co., Ltd.
Building maintenance services • Renovation work
Facility Management Services, etc. (Number of Long-term Contracts)
72.9
120
68.1 68.1
ALSOK’s Value-Creation Strategy
Facility Management Services, etc.
Business Details
Facility Management Services, etc. provides total support for building operation and management, from reducing building management costs to maintaining and enhancing asset value, through the maintenance, management, and operation of facilities in buildings and condominiums, including repair and renewal of building equipment, plumbing and electrical work, fire prevention and disaster response services, facility management operations, cleaning services, sanitation management services, and telephone answering services. Through a capital and business alliance with Hochiki Corporation and Nippon
Dry-Chemical Co., Ltd., both comprehensive fire protection manufacturers, we are also working to strengthen our business promotion framework in the fire and disaster prevention field.
It also rents and sells disaster preparedness supplies and AEDs, and conducts intestinal bacteria testing, asbestos testing, etc.
(Billions of yen)
79.7
2021 2022 2023 2024 2025
127
119
121
113
(FY)
0
60
70
80
* For fiscal years ended March 31, 2023 and earlier, the number of contracts for the former segments are shown.
(FY)
2021 2022 2023 2024 2025
0
110
75.3
130
130
(thousand contracts) 140
* For fiscal years ended March 2023 and earlier, net sales for the former segments are shown.
Our Vision
Earn the trust of our customers and respond to the trust society places in us by serving each and every one of them with integrity and supporting their own unique lifestyles
Realize a virtuous cycle of growth leading to talent acquisition and better compensation
Expectations from society
ALSOK’s Story of Value Creation
Provide care services that respond to the latent risks in a super-aged society
Provide high-quality care services that are safe, secure, and in harmony with the community
Provide services that no other company can provide offering comprehensive support, from security monitoring services to home and care facility-based services
“Initiatives” for Achieving Our Vision
Leveraging ALSOK’s unique strengths, in addition to providing long-term care services that support the safety and security of users and their families, we are promoting DX, including the use of care robots and sensors, and are striving to deliver high-quality services.
We are advancing a productivity acceleration program at each site, positioning productivity improvement, enhancement of care
Rebranding
Message from Top Management ALSOK’s Value-Creation Strategy
quality, talent acquisition, and better compensation as elements that create a “virtuous cycle of growth,” and expanding services from both tangible and intangible perspectives, including by introducing a reward system for those who achieve KPIs. Including Specified Skilled Workers, we are actively recruiting to establish a stable framework for providing stable care services even amid labor shortages, thereby fulfilling our social mission.
Takashi Kumagai
Senior Executive Officer, in charge of Long-term Care Services
TOPICS
Group Long-term Care Facilities Received the Minister of Health, Labour and Welfare’s Award (Encouragement Prize)
Sustainability and ESG
In care settings facing severe labor shortages, we aim to maintain care quality even with limited staff by promoting productivity gains and reducing staff workload through the introduction of ICT devices. These advanced initiatives were recognized, and a more efficient staffing standard than usual (0.9 care staff per three service users) was applied as a special exception. This demonstrates that high-quality care is possible even with small teams; furthermore, facilities that delivered excellent results received the Minister of Health, Labour and Welfare’s Award (Encouragement Prize) for Creating a Comfortable Working Environment for Nursing Care Workers in fiscal year 2025. We will continue to expand these initiatives and pursue higher productivity.
ALSOK Concludes an Agreement to Address Challenges among Older Adults through Go
Financial Information/Corporate Information
We concluded a partnership agreement with the Nihon Ki-in and the Tokyo Metropolitan Institute for Geriatrics and Gerontology to promote joint research aimed at slowing the progression of dementia. In addition to joint research on the effects of Go in maintaining cognitive function, we will work together to utilize Go in care services based on research findings and to hold Go events at care facilities. Go is expected to help maintain and improve attention and working memory, and we will continue to utilize Go to help address issues faced by older adults.
Chiharu Sudou
Long-term Care Business Department
ALSOK’s Value-Creation Strategy
Long-term Care Services
Business Details
We provide a broad range of services, from
in-home care services—such as care management (care plan creation), home-visit long-term care, home-visit nursing, and day services that support living at home—to residential care services, including specified facility long-term care for residents (fee-based nursing homes with care), group homes for persons with dementia, and serviced senior housing.
In addition to selling and renting welfare equipment, we also provide home-visit medical massage services for home-care patients.
Net Sales
(Billions of yen) 60
50.9
53.3
47.4
40.3
41.6
40
20
0
2021 2022 2023 2024 2025 (FY)
* For fiscal years ended March 2023 and earlier, net sales for the former segments are shown.
Number of Facilities
(Contracts) 250
204
206
209
200
182 184
150
100
50
0
2021 2022 2023 2024 2025 (FY)
Our Vision
To grow into a core business underpinning next-generation ALSOK, we will globalize the uniqueness of ALSOK and contribute to the growth of customers across Asia
Expectations from society
Support safe and secure business continuity for customers across Asia
Provide alternative first-response services in countries where response infrastructure for crime and fires is underdeveloped
“Initiatives” for Achieving Our Vision
By harmonizing the needs of customers in countries with differing public safety and economic conditions with the services we offer in Japan, we support their business continuity. In countries where response infrastructure for crimes and fires is underdeveloped, we are also focused on helping build a safe and secure society by providing alternative first-response services to prevent the spread of damage.
In recent years, in addition to organic growth by our local subsidiaries, the acquisition of
PT.Shield-On-Service Tbk in August 2023 has significantly expanded our service delivery capacity in Indonesia.
Going forward, by providing high-quality services that address a variety of risks in the Asian market, we aim to grow together with our stakeholders.
Motohisa Suzuki
Executive Vice President and Director, in charge of Overseas Services
Net Sales
TOPICS
15.7
6.3
4.3
5.0
Expansion of Our India Business
With Prime Minister Modi’s promotion of the “Make in India” policy, the investment environment and tax incentives have been put in place, accelerating the entry of Japanese manufacturers into India. At the same time, due to the geographic distance between India and Japan and challenges related to living conditions, it is common to see a small number of expatriates operating and managing large plants. As a result, many companies face challenges in ensuring safe and secure business continuity.
Service Regions
Bangladesh
Myanmar
India
Vietnam
Thailand
Indonesia
Against this backdrop, our Indian subsidiary, ALSOK India Private Limited (hereinafter “ALSOK India”), provides an Integrated Facility Management Service that centrally manages outsourced operations such as Stationed Security Services, cleaning, and employee cafeteria management. In addition, through a joint venture with a local security company, we have started Electronic Security sales. These services are highly regarded for helping ensure business continuity and are particularly well received by companies that place a strong emphasis on compliance.
24
Through these business activities, ALSOK India has addressed a wide range of management challenges faced by companies expanding into India, while also contributing to the expansion of our Group’s overseas services. Going forward, building on our solid presence in the rapidly growing Indian market, we will contribute to
the development of both Japanese and local companies and work to enhance our corporate value over the medium to long term.
Tatsuro Aono
International Affairs Department
ALSOK’s Value-Creation Strategy
Overseas Services
Business Details
Since 2007, we have been developing overseas services mainly in Southeast Asia, where many Japanese-affiliated companies have expanded, and we have established local subsidiaries in six countries: Thailand, Vietnam, Indonesia, India, Myanmar, and Bangladesh.
Today, our business domain extends beyond Security Consulting, Stationed Security Services, and Electronic Security Services to Facility Management, including disaster prevention, cleaning, and building facilities management.
We also provide services not only to Japanese-affiliated companies but also to local service-sector and financial companies.
(Billions of yen) 30
26.8
25
20
15
10
5
0
2021 2022 2023 2024 2025
(FY)
ALSOK’s Value-Creation Strategy
Medium-term Management Plan(April 2021–March 2026)
ALSOK’s
Aim
To meet the expanding needs for safety and security in a society where risks are diversifying, ALSOK will promote the innovation of its security business model and aims to become a resilient integrated safety and security solutions provider.
ALSOK’s Story of Value Creation
Basic Policies and Initiatives
Enhancement of Response Capacity for Diverse Safety and Security Needs of Society
Enhancement of inside and outside infrastructure cultivated by the Security Business and Facility Management Business, and Construction of Solutions through a combination of various services
Rebranding
Prompt development of products and services assimilating new technology
Initiatives • Nationwide launch of ALSOK Equipment Rescue and ALSOK IT Rescue (July 2024)
Launch of Remote Damage Assessment service (March 2025)
Digitization and Utilization of Data
Digitization Utilization of data
Enhancement of communication with customers • Efficiency and manpower savings of operations
Message from Top Management ALSOK’s Value-Creation Strategy
Complement of functions by digital technology • Analysis of collected data • External data integration
Initiatives • DX in Stationed Security Services (use of AI avatars at Expo 2025, etc.)
Establishment of the DX Strategy Department (April 2025)
Establishing a Work Environment Where Employees Play an Active Role
Diversifying human resources • Recruit of diverse human resources • Provision of diverse work styles • Capability development
Initiatives • Increased base pay (increase for 12 consecutive fiscal years)
Introduction of a new employee benefits program that allows comprehensive medical examinations at no out-of-pocket cost (March 2025)
Restricted Stock Incentive Plan for the Employees Shareholding Association (July 2025)
Strengthen the Efforts of Sustainability
Enhancement of governance • Approach to the SDGs • Approach to environmental issues
Initiatives Environmental (E): Participated in GX League (May 2023) and the Green x Digital Consortium (April 2025) Social (S): Established Human Rights Policy (November 2023) and Human Rights Committee (April 2024) Governance (G): Established Quality Management Department (April 2023) and enhanced the functions of the
Nomination and Remuneration Committee (FY2024)
Performance (FY2025)
Financial Goals
Future Targets
Net Sales Approx. ¥1 trillion
Income Approx. ¥100 billion
Sustainability and ESG
Investment Plan (Based on Cash Flow)
Targets (FY2026)
Consolidated net sales ¥551.8 billion
Approx. ¥650 billion
Consolidated ordinary income ¥43.1 billion
Approx. ¥65 billion
Consolidated ordinary income to sales 7.8%
More than 10%
7.9%
ROE
More than 10%
Item
FY2022–FY2026
¥110.0 billion
FY2022–FY2026 increase in cash
¥50.0 billion
M&A, etc.
¥70.0 billion
Research and development, digital-related investments, etc.
Financial Information/Corporate Information
Progress of Grand Design 2025 (GD2025)
Net Sales
(billions of yen)
Before the COVID-19 pandemic
COVID-19 pandemic
650.0
CAGR
(3-year average growth rate)
CAGR +6.7%
489.0
492.2
443.5
+3.6% 460.1
469.9
521.4
551.8 CAGR
+6.9%
FY2019
FY2020
FY2021
FY2022 FY2023 FY2024 FY2025 FY2026 plan
(1st year of GD) (2nd year of GD) (3rd year of GD) (4th year of GD) (final year of GD)
590.0
Sustainability and ESG
Sustainability and CSR ManagementALSOK’s Materialities (important issues)
ALSOK believes that practicing our Management Philosophy exemplified by the principles of “arigato no kokoro” (a feeling of gratefulness and gratitude) and “bushi no seishin” (a samurai spirit) in response to requests from all stakeholders including customers and local communities leads to sustainability and CSR for our whole group.
We have identified five themes as Materialities (important issues) in the promotion of sustainability and CSR activities in keeping with our Management Philosophy. As a company that helps sustain social infrastructure, we will advance initiatives with respect to materialities as we work to solve social issues and sustainably enhance our corporate value.
Five Material Issues Social Issues and Demands from Society
Providing Trustworthy Security Services
Worsening of crime levels and diversification of crimes due to the increasing complexity of society
Heightened public awareness of compliance
Providing Products and Services That Help Resolve Social Issues
Diversification of services in demand among customers
Issues accompanying the recovery from the COVID-19 pandemic
Response to aging social infrastructure
The decline and aging of the working-age population
Cultivating Human Resources and Building a Comfortable
Workplace Environment
Contributing to Local Communities through Active Communication
Consideration for the Global Environment
Cultivating diverse talent
Balancing motivation and ease of work
Respect for human rights and diversity
Strengthening community-based crime and disaster prevention volunteer systems
Reduced economic and social sustainability due to declining population, shortage of successors, personnel
Working through our supply chain to advance sustainability
Climate change countermeasures
Effective utilization of resources
Safeguarding biodiversity
Sustainability Promotion Framework
Sustainability promotion policies and the status of
Group-wide initiatives are discussed and reported during Management Committee meetings, which are held four times a year, and Board of Directors meetings, which are held once a year. The Sustainability Promotion Office of the General Affairs Department leads efforts in cooperation with related departments to propose measures and act on them. Information is also shared
Sharing of information as appropriate,
after reports from Board of Directors meetings
Management Committee
Board of Directors
Report Oversight
Risk Management Committee
Report
Oversight
Report
ALSOK’s Story of Value Creation
Oversight
Rebranding
Message from Top Management ALSOK’s Value-Creation Strategy
with each committee to create a company-wide system to advance sustainability.
Human Rights Committee
Environment Committee
Major Policies
Basic Sustainability Policy
Environmental Policies
CSR and Sustainability Procurement Guidelines
Human Rights Policy
KGI: Vision KPIs, etc.: Main initiative | s | Targets | Target year | 60th Fiscal Year Performance | ||||
Suppress crime, prevent the spread of damage, and realize a robust security service that is responsive to increasingly complex threats and relieves all anxieties | On-site response time | Improve level of promotion compared with the previous fiscal year | 2025 | Nationwide average: 16 minutes | ||||
Enhance crime prevention in local communities through the provision of security services | Prevention rate for intrusions, etc.: 100%*1 | Every year | Not disclosed | |||||
Improve call response rate at Guard Center | Call response rate: 100% | Every year | Not disclosed | |||||
Provide integrated safety and security solutions, meeting customers’ expectations by listening to their voices | Develop state-of-the-art technologies to support safety and security | Increase the number of municipalities contracted for emergency reporting services and the number of users compared with the previous fiscal year | 2025 | 520 municipalities 81,216 contracts | ||||
Provide monitoring services for the elderly by strengthening cooperation with local governments | ||||||||
Achieve a workplace in which each and every employee can achieve self-fulfillment, fully apply their individual abilities, and vitally engage in rewarding work | Proportion of women in management positions | 30% | Fiscal 2031 | 11.5% | ||||
Percentage of childcare leave taken by male employees | 50% | Fiscal 2026 | 34.9% | |||||
Percentage of foreign nationals in Increase of 5% from fiscal 2021 management positions | Fiscal 2026 | 215.7% increase | ||||||
Percentage of mid-career hires in Maintain ratio of around 50% management positions | Fiscal 2026 | 48.2% | ||||||
Human Rights Due Diligence Achieve 100% correct answer rate for harassment training | Every year | Correct answer rate: 98.7% Number of participants: 39,556 | ||||||
Improve employee well-being | Maintain certification under the Health and Productivity Management Organization (Large Enterprise Category) | Every year | Certification obtained (nine consecutive years) | |||||
Leverage core business to create new value while contributing to the safety and peace of mind of local communities Realize a sustainable society by reinforcing frameworks of collaboration with various suppliers | Number of ALSOK ANSHIN KYOSHITSU® held | 2,800 times | Annually | 2,625 times (Number of participants: 76,658) | ||||
Promotion of conclusion of agreements with municipalities and other entities | Increase compared with the previous fiscal year | Every year | 149 agreements | |||||
Endorsement of the CSR and Sustainability Procurement Guidelines | 100% | Every year | 100% | |||||
Contributing to the realization of a carbon neutral, circular society | Percentage of environmentally friendly vehicles*2 introduced | 100% | Fiscal 2031 | 38.3% | ||||
Reducing Scope 1 and 2 emissions | 46% reduction compared with FY2014 | Fiscal 2031 | 23.8% | |||||
Achieve carbon neutrality | Fiscal 2051 | 86,049 t-CO2e remaining | ||||||
Reducing Scope 3 emissions through the reuse of alarm equipment*3 | 4,700 t-CO2e | Annually | 4,535 t-CO2e | |||||
Sustainability and ESG
Financial Information/Corporate Information
*1 Our operational indicator showing the prevention rate (non-occurrence rate) for intrusions, etc. at client sites under our Electronic Security Services
*2 Electric vehicles, fuel cell vehicles, plug-in hybrid vehicles, hybrid vehicles, natural gas vehicles, and clean diesel vehicles
*3 Reduction achieved by using repaired items and thereby avoiding the purchase of new ones
Sustainability and ESG
Providing Trustworthy Security Services—Quality Improvement Initiatives
Quality Management Department
Important Related Themes
Given the nature of our business of safeguarding the lives and property of our customers, we consider it an important management issue to provide high-quality services that reflect our customers’ needs based on relationships of trust.
We listen closely to all the feedback that we receive from customers and are expanding new initiatives and specialized areas aimed at further enhancing quality, including establishing frameworks for feeding feedback into the organization and for improving operations. We also identify risks that could affect our business, make advance preparations and continuously enhance our management systems, and promote initiatives aimed at improving quality.
Quality Management Initiatives
Direction of Quality Management
Based on the Medium-term Management Plan GD2025, we are promoting operational efficiency and digital transformation to improve service quality. From fiscal 2025 we introduced the Three Lines of Defense, visualizing and validating the quality foundations that underpin customer trust, and strengthening initiatives to deliver high-quality services.
Group CEO/COO
Direct subordinate organization
Further improvement of customer satisfaction
Guidance/Oversight
First Line
Business Departments
Hold primary responsibility for risk management
Assume responsibility when risks such as compliance violations occur
Gradually expanding scope
Report
Second Line
Corporate Departments
Provides checks and support for risk management of the business departments from an independent standpoint
Monitors the appropriateness of internal control design and activities
Monitoring
Quality Management Department
General Affairs Department
Corporate Planning &
Third Line
(4) Identify deficiencies and request corrective action
Audit Department
Verifies risk and compliance management frameworks from an independent standpoint apart from both the business departments and corporate departments
Identifies deficiencies to management and requests corrective action
Increase in Messages of “Appreciation” Services that deliver “moving experiences”
Improvement/Reform of business processes
Rigorous enforcement of the PDCA cycle Improvement and review of business flows
Quality management based on data (visualization)
Electronic Security Management,
Department Sales, Operation
Stationed Security Management,
Department Sales, Operation
Transportation Management,
Security Department Sales, Operation
Facility Management Management,
Department Sales, Operation
Administration Department
Financial & Accounting Department
(3) Advise
Inspection Department
Development and visualization of quality indicators (KPIs) Evidence-based quality
Expansion of the scope of quality management
Offices and Group companies
Coordinate
Quality infrastructure trusted by customers
Instilling of a shared sense of quality across the entire expanding Group
By expanding quality management groupwide, we aim to unify quality awareness and enhance standardization and transparency of operations.
Improving the Quality of Service That We Provide to Our Customers
“Customer Feedback” is Becoming an Even Greater Driving Force
We share the opinions and requests we receive from customers with all employees and use them to improve our operations. In particular, we treat complaints as important hints for improving services, and through analysis of occurrence status and causes, we promptly consider and implement appropriate countermeasures.
Praise from customers is of course most rewarding, and we also enhance motivation by having employees recognize each other’s service delivery. As part of these efforts, we have introduced the Good Service Thanks Card (GST) to foster a focus on strengths and linking them to improvements in service quality. We aim to further enhance customer satisfaction by instituting an awards program for especially notable CS (customer satisfaction) efforts.
Appreciation
Messages of 3,542 (Non-consolidated: 2,625; Group: 917)
722 (Non-consolidated: 527; Group: 195)
Complaints
Customer Feedback
Total: 66,386 cards
(Non-consolidated: 35,542; Group: 30,844)
GST Cards
Customer card Colleague card