This section introduces the basic management policy, medium- to long-term management strategies, and each of our challenges.

PARK24 Group’s philosophy is “We create new forms of comfort and convenience by responding to the needs of today and anticipating the needs of tomorrow.” We provide comfort and convenience in forms both familiar and entirely new. We help to make urban environments and the lives of people living and working in them richer and pleasanter. We listen carefully to our customers to create services that meet the needs of the times. At the same time, we will contribute to the sustainable development of society by promoting business development and initiatives that contribute to solving environmental and social issues.

In order to realize the "comfort" demanded by the times and contribute to the sustainable development of society, we recognize that expanding the scale of our Parking Business and Mobility Businesses, together with the evolution and integration of our services, and the achievement of high growth and profitability, are key management challenges. Therefore, we have set the growth rate of recurring profit as the most important management indicator and strive to sustain double-digit growth.

Additionally, while our financial foundation was temporarily weakened due to the impact of the COVID-19 pandemic, our financial measures and subsequent recovery in performance have resulted in a shareholders’ equity ratio of 29.4% as of the end of October 2025. We continue to recognize financial soundness as a key management priority.

We announced in December 2024 the “FY2027 Medium Term Management Plan,” a three-year plan beginning with the fiscal year ending October 2025. For the final year of this plan, the fiscal year ending October 2027, the management targets are net sales of 474.0 billion yen, operating income of 44.5 billion yen, recurring profit of 42.0 billion yen, and profit attributable to owners of the parent of 28.0 billion yen.

Regarding the short term business environment, we expect that uncertainty will continue due to factors such as soaring resource and energy prices, global inflation, and sharp exchange rate fluctuations driven by monetary policies in various countries.
Regarding the medium- to long-term business environment, we believe that climate change due to global warming, changes in behavioral patterns due to changes in the demographic structure of each country, the ongoing digital revolution, and rapid advances in technology will progress at an accelerated pace. Based on this recognition of the macro environment, we have identified five materialities (key issues) that we will prioritize by organizing risks and opportunities. We believe that our sustainability efforts will contribute to the enhancement of corporate value for society as a whole and for the Company. We will continue to promote initiatives that contribute to the five materialities in order to realize a sustainable society through our core business in accordance with international standards.

1. 1) Contribution to sustainable global environment
2. 2) Provision of safe mobility and transportation infrastructure services
3. 3) Innovation for comfortable society
4. 4) Promotion of active participation of diverse human resources essential for corporate growth
5. 5) Establishment of strong management foundation

As part of our medium- to long‑term business strategy, in addition to the three‑year plan—the “FY2027 Medium Term Management Plan” covering the period from the fiscal year ending October 2025 to the fiscal year ending October 2027—we have set forth our Philosophy: “We create new forms of comfort and convenience by responding to the needs of today and anticipating the needs of tomorrow”. Under this philosophy and aiming for further evolution as a transportation infrastructure service company, we have also established our Long‑Term Vision for 2035: “Evolve into a Mobility Service Platform Operator.” To realize this vision, it is essential to achieve the Medium Term Management Plan and to promote the expansion, evolution, and integration of the four networks—people (members), cars (mobility), communities (destinations) and parking facilities.

With regard to the first (parking) of the "four networks," we intend to expand our network by developing a stable supply of parking facilities both domestically and internationally. We recognize that the environment is conducive to the development of parking facilities, especially in Japan, where there is a chronic shortage of parking spaces and a large supply-demand gap.

Therefore, in Japan, while maintaining a selective development approach that ensures high‑quality profitability, we will pursue autonomous growth by increasing the number of developments. Furthermore, by establishing and expanding the Times Platform Service (TPL)—which provides other parking‑service brands with our network services such as data accumulated in the TONIC online management system, parking equipment and system infrastructure, as well as essential operational support including maintenance and call‑center services—we will accelerate the expansion of our network. In pursuing sustainable growth, it is essential to enhance profitability and improve customer convenience through service innovation. By installing our proprietary Times Tower payment machines and expanding parking facilities that utilize license plate recognition cameras, we will promote the development and rollout of next‑generation parking services that enable even smoother entry, exit, and payment operations.

Overseas, the key is to develop short term contract parking facilities, “localized Times PARKING”, tailored to the demand environment of each region, based on Japan’s domestic strategy of “small-scale, dispersed, dominant operations”. By infusing domestic resources and expertise into overseas operations, we will strengthen local development capabilities and accelerate the development of localized Times PARKING. Through this, we aim to optimize a business portfolio currently weighted toward large scale, long term contract parking, reduce business risk, and improve profitability.

Regarding the second (mobility), we will expand the number of members, vehicles and rental locations for Times CAR, a new mobility service that combines car sharing and car rental services. Times CAR is a convenient service that allows customers to rent the type of car they want, whenever they want, wherever they want, for as long as they want. As a result, both the number of members and the operation of Times CAR have been growing steadily, and we recognize that this service is capable of continuing significant growth in the future.

In the third, communities, which is the destination for our customers, we will increase the number of member stores for Times PAY, a cashless payment service to provide comfort for both member stores and customers, and to thereby expand the communities (destinations) network.

In the fourth category of members, the expansion of services for cars (mobility), communities (destinations), and parking, respectively, will improve convenience and provide easy-to-use services, thereby increasing the size of both corporate and individual members.

In addition to expanding and advancing our networks, we will use “network integration” as a key theme to further enhance and strengthen the linkage of smartphone app functions across our various services and to establish and expand TPL. Through these initiatives, we aim to build a foundation that enables each service to mutually refer and attract members, thereby enhancing customer convenience while also driving profitability.

Through these initiatives, we aim to achieve sustainable growth as a company providing mobility services—including parking—worldwide, becoming the world’s No. 1 company in both profitability and service quality. By fulfilling our corporate social responsibility, we will work to enhance corporate value and meet the trust and expectations of all stakeholders.

Under our Philosophy, “We create new forms of comfort and convenience by responding to the needs of today and anticipating the needs of tomorrow,” we have set forth our 2035 Medium- to Long-Term vision, “Evolve into a Mobility Service Platform Operator,” with the aim of further evolving as a transportation infrastructure service provider. In achieving this vision, we recognize the following as issues that must be addressed based on the medium- to long-term management strategy.

To realize the 2035 Medium to Long Term Vision of "Evolve into a Mobility Service Platform Operator”, we recognize the importance of promoting the expansion, evolution, and integration of the four networks—people, cars, communities, and parking facilities. Accordingly, in addition to strengthening sales capabilities such as development capabilities and service proposal capabilities within each network, we will promote “expansion” through the establishment and deployment of Times Platform Service (TPL), which provides the network services necessary for operations, including data accumulated in the TONIC online management system, as well as equipment, systems, maintenance, and call center support for parking and mobility services offered under other companies’ brands.
Furthermore, regarding “evolution” and “integration,” we will advance initiatives toward realizing the vision by actively investing in digital technology to strengthen equipment used in various services, enhance and integrate smartphone applications, and establish a foundation and structure for centralized management of the four networks.

We recognize that parking services and mobility services are social infrastructure. To ensure that each service can be provided in a stable manner, we will build an operating structure that allows our services to be centrally managed and will also enact strict rules in order to maintain quality.
We also provide services to our customers through IT systems. Accordingly, we will work to ensure stable operation by making sufficient investment in IT systems and developing and recruiting human resources with IT skills.

We currently operate parking businesses in the United Kingdom, Australia, New Zealand, Singapore, Malaysia, and Taiwan.
To ensure that the international parking business serves as a driver of our growth over the long term, we recognize the urgent need to improve and enhance profitability through the development and strengthening of the business foundation and through optimization of the business portfolio. Therefore, we will focus on resolving issues by vigorously promoting improvements to management and operational structures and by developing new parking facilities. Regarding new developments, we will promote the development of short term contract parking lots, “localized Times PARKING”, tailored to the parking demand environments of each region, based on the domestic parking strategy of “small-scale, dispersed, dominant operations”. By doing so, we will optimize a business portfolio that is currently weighted toward large, long term contract parking facilities, reduce business risks, and work to improve profitability.

While our financial foundation was temporarily weakened due to the impact of the COVID-19, our financial measures and subsequent recovery in performance have led to a restoration of the shareholders' equity ratio to 29.4% as of the end of October 2025. We continue to recognize financial soundness as a key management priority.

In the midst of a business environment in which global demands are being made to address climate change, the parking facilities and mobility businesses operated are attracting attention as one of the main providers of Electric Vehicles (EV) and EV chargers. In the parking facilities business, we will promote the installation of EV chargers in our parking facilities, while being aware of the spread of EVs. In the mobility business, we will promote the introduction of EVs into our mobility services, while also monitoring the adoption of EVs and HVs.
In addition, in December 2021, we expressed our support for the recommendations of the Task Force on Climate related Financial Disclosures (TCFD). Moving forward, we will continue to enhance the quality and quantity of environmental disclosures, including CO₂ emissions, in line with international guidelines and standards. While closely monitoring significant changes in market and social conditions, we will also promote initiatives linked to our business to contribute to reducing environmental impact as a transportation infrastructure service provider engaged in a “circular economy business.”

We believe that employees create much of the value in the services we provide to customers, and that the development and hiring of human resources and the creation of a rewarding work environment are essential for our sustainable development. In an era in which products and services are strictly selected, employees are an important management capital that determines a company's competitive advantage. We are striving to develop and recruit human resources with respect for diversity, guided by our human resource vision of “maximizing individuality, fulfilling expected roles, and continuously enhancing capabilities.”

We have declared the "Health Management Declaration" in order to build a workplace environment in which employees of all ages can play an active role in good physical and mental health. We believe that the maintenance and promotion of the health of our employees and their families is an important issue in the management strategy, and by incorporating the perspective of health management, we aim to provide an environment in which employees can proactively and positively work to improve their physical and mental health, and to create a high-performing, energized organization..

We believe that strengthening corporate governance as part of moves to strengthen the management basis is important in order to realize improvement in our corporate value through sustainable growth. We are, therefore, seeking to build a structure for accurate and speedy decision-making and business execution and an appropriate supervision and monitoring structure. Meanwhile, to further strengthen the effectiveness of corporate governance from the viewpoint of soundness and fairness, we will also endeavor to improve our self-purification ability by thoroughly implementing risk management, internal controls, and compliance initiatives across our group, which will, in turn, help us to gain more trust from stakeholders.