JESCO Holdings,Inc.

Under an independent policy not dependent on a specific prime contractor, the company provides design, procurement, construction management, and maintenance as a one-stop service. Domestic EPC order backlog for FY2025 (ended August 2025) accumulated to ¥9,129 million (up 11.5% year on year), and the company is also focusing on expanding its ratio of prime contractor work. Acquisition of international standards such as ISO9001 and ISO45001 underpins reliability in terms of quality and safety.

Centered on JESCO ASIA, established in 2001, the company has built a five-site network in Ho Chi Minh City, Da Nang, Hanoi, Long An, and Can Tho. By offshoring design and quantity survey work to Vietnamese engineers who have received Japanese language training and practical education, the company achieves low-cost design services of Japanese quality. It is currently promoting the development of BIM engineers and building a design workforce of 300 personnel.

Against a backdrop of multiple policy-driven demand factors—the 7th Strategic Energy Plan (targeting 23–29% solar power share by 2040), mandatory rooftop solar installation for factories and other facilities from FY2026, the National Resilience Five-Year Plan (approximately ¥20 trillion), and defense facility resilience enhancement (¥4 trillion over five years)—domestic EPC sales for FY2025 (ended August 2025) reached ¥12,820 million (up 14.6% year on year), with segment profit of ¥1,179 million (up 38.2% year on year).

Expanding prime contractor orders in three areas: renewable energy (self-consumption solar power and grid-connected storage battery facilities), communication systems (surveillance cameras, disaster prevention radio, defense facilities), and electrical equipment construction. Aiming to improve profit margins through higher utilization rates and selective focus on high-profitability projects. Orders received in the cumulative nine months of FY2026 (ending August 2026) grew substantially to ¥12,546 million (up 63.5% year on year), securing a backlog of ¥12,505 million.

Promoting construction front-loading utilizing generative AI (improving quality and shortening construction periods through enhanced upstream planning) and business process reform through strengthened back-office functions. Concurrently conducting engineer training, including qualification acquisition, through an in-house education system, aiming to maintain competitiveness amid a labor shortage environment.

Expanding outsourcing orders from Japanese companies by increasing design and estimation personnel and strengthening technical capabilities at five locations in Vietnam. The construction division continues to limit orders from local companies and maintain selective order-taking with an emphasis on profitability. Segment loss has narrowed significantly from ¥188 million in the same period of the previous fiscal year to ¥30 million in the current period, with the company aiming for a turnaround to profitability during the medium-term management plan period.

Promoting a transition from a resale-based model to a real estate regeneration model (acquisition → value-up → leasing management + sale). Pursuing both stabilization of leasing management income through full occupancy and rent renewal of owned buildings, and profit accumulation through selective sale of real estate for sale. In the cumulative nine months of FY2026 (ending August 2026), two properties held for sale were sold, with sales rapidly expanding to ¥4,161 million and segment profit of ¥797 million.

The medium-term management plan positions "achieving management conscious of capital costs and share price to sustain a high level of ROE" as one of its four target visions. The annual dividend forecast for FY2026 (ending August 2026) is ¥48 (a 20% increase from ¥40 in the previous fiscal year). The equity ratio stands at a sound 43.1% (42.4% at the end of the previous fiscal year), reflecting a policy of balancing growth investment with shareholder returns while maintaining financial soundness.