CORPORATE SITE

To Individual Investors

To facilitate a deeper understanding of the Sekisui House Group, here we introduce the distinctive features of our business model and the strategies for growth outlined in the Seventh Mid-Term Management Plan, which commenced in fiscal 2026.

Business Model

Since its founding, the Sekisui House Group has expanded its business domain with a focus on housing. Currently, its business segments are categorized into four areas: built-to-order business, supplied housing business, development business, and overseas business. Our built-to-order and supplied housing businesses, closely linked to one another and possessing stable cash flows, are asset-light business models that do not require significant capital investments. In our pursuit of even greater returns, we take these cash flows and invest them into the development and overseas businesses, thus ensuring a circular business model that builds a robust business foundation.

Sekisui House Business Model Flowchart

Growth Strategy

Under the Seventh Mid-Term Management Plan (2026–2028), initiated in fiscal 2026, we will pursue sustainable growth in Japan by fully leveraging the Group-wide capabilities to provide one-stop solutions centered on housing through customer touchpoints, in accordance with the fundamental policy below. Furthermore, overseas, in pursuit of transformative growth in the U.S. homebuilding business, we will accelerate the transfer of Sekisui House technologies developed in Japan and brand building.

The Sekisui House Global Vision, and Fundamental Policy under the Seventh Mid-Term Management Plan

Fundamental Policy under the Seventh Mid-Term Management Plan The Sekisui House Global Vision Make home the happiest place in the world Propose happiness through the integration of technologies, lifestyle design and services Japan | Become a leading company in ESG management Make Sekisui House technologies the global de facto standard Cultivating the Sekisui House Economic Sphere through Group-wide Capabilities Overseas | Building a Growth Platform to Drive a Game-Changing Transformation Our core competencies Technical expertise Construction expertise Customer base

Earnings plan over the three years of the Seventh Mid-Term Management Plan

Graph: Earnings plan
Item FY2026 FY2027 FY2028 Total in three years
Net sales ¥4,353.0 billion ¥4,526.0 billion ¥5,026.0 billion ¥13,905.0 billion
Operating profit ¥350.0 billion ¥370.0 billion ¥450.0 billion ¥1,170.0 billion
Ordinary profit ¥314.0 billion ¥345.0 billion ¥434.0 billion ¥1,093.0 billion
Profit attributable to owners of parent ¥218.0 billion ¥240.0 billion ¥300.0 billion ¥758.0 billion
ROE 10.1% High 12% range in the final fiscal year -
Scroll
Scroll

Note:The impact of applying new lease accounting standards has not been considered.

Click here for the latest financial highlights

Japan: Cultivating the Sekisui House Economic Sphere

Maximize Group-wide capabilities to provide one-stop solutions centered on housing through customer touchpoints

Diagram: Solution Offerings in the Sekisui House Economic Sphere
Scroll
Scroll

Overseas: Building a Growth Platform to Drive a Game-Changing Transformation

Accelerating technology transfer and promoting two brands of Sekisui House quality in the U.S. homebuilding business

Development and Strategic Initiatives for Two Brands that Aim to be Game Changers in the U.S.
Scroll
Scroll

Customer relationship management (CRM): Management systems and methods that aim to build and maintain good customer relations, create value, and increase earnings by centrally managing data gained from customers and utilizing it in a timely and appropriate manner.

Financial Strategy

Seize every opportunity for business expansion and aim to further enhance corporate value while maintaining a balanced approach to executing growth strategies, restoring financial soundness, and appropriate shareholder returns.

Our approach to enhancement of corporate value

Correlation Chart: Growth Strategy, Financial Soundness, and Shareholder Returns in Pursuit of Enhancing Corporate Value

Debt repayment period: Net Debt / EBITDA ratio

Enhancing ROE

Chart: ROE Improvement Targets

Restoring Financial Soundness

Debt repayment period and D/E Ratio

Graph: Trends and Target Values for Debt Repayment Period and D/E Ratio toward Recovery of Financial Soundness

Debt repayment period: Net Debt / EBITDA ratio

(Billions of yen)

Item 2023 2024 2025 2026(Plan)
Net Debt 481.8 1,486.8 1,446.5 1,300.0
EBITDA 307.5 392.0 409.8 415.0

Appropriate Shareholder Returns

Dividends per share

Graph: Dividends per Share and Shareholder Return Policy for Appropriate Shareholder Returns

Shareholder returns policy

Dividend payout ratio Medium-term average dividend payout ratio of 40% or higher
Minimum dividends (per share) Minimum of ¥145 per share
Share buyback Flexibly implement

ESG Strategy

Become a leading company in ESG management creating new value

Quality First: Creating beautiful, high-quality housing stock Green First: Contributing to a sustainable society Kids First: Fostering children’s rich emotional and sensory development and sense of happiness

Creating environmental impact and global expansion through collaboration with stakeholders

Green First Decarbonization: Promoting GX with strong appeal to customers Biodiversity: Creating opportunities for the Gohon no Ki Project Circular economy: Building sustainable supply chains and a circular economy foundation Global: Promoting energy efficiency and energy generation in U.S. and Australian homes(Detached houses)

Creating value that nurtures a happy future

Quality First: Co-creation and preservation of residential environment value Enhancing community value and appeal Global Kids First: Global Support for emotional and sensory development Kids First co-creation