Transition from a Single Sports Club Business to a Diversified Business Portfolio Centered on Health

「In light of changes in the business environment, we formulated the “2026-2030 Medium-Term Management Plan” in May 2026. From fiscal 2026 through fiscal 2027, the first half of the plan, we will focus on restoring and strengthening our weakened financial position, reforming our business and earnings structures, and reviewing cash allocation. From fiscal 2028 through fiscal 2030, the second half of the plan, we will begin transforming our business portfolio by positioning the sports club operations business, home fitness business and care and rehabilitation business as its three pillars, and will pursue the following targets for fiscal 2030.」

「この厳しい業績結果を真摯に受け止め、グループ一体となって事業構造改革に取り組むとともに、適切な投資配分を通じて、財務体質の回復・強化及び事業の再成長を目指してまいります。」

「In May 2024, we formulated the “2024-2027 Medium-Term Management Plan” and positioned the following as important themes: ① leading the industry as the leading company in comprehensive sports clubs; and ② creating medium- to long-term growth drivers beyond the fitness industry.」

「In May 2024, we formulated the “2024-2027 Medium-Term Management Plan” and launched its first year, focusing on two major directions: ① leading the industry as the leading company in comprehensive sports clubs; and ② creating medium- to long-term growth drivers beyond the fitness industry.」

「In May 2024, we formulated the “2024-2027 Medium-Term Management Plan” and launched its first year, focusing on two major directions: ① leading the industry as the leading company in comprehensive sports clubs; and ② creating medium- to long-term growth drivers beyond the fitness industry.」

「We operate multiple businesses that address social issues, including a facility-based business centred mainly on sports club businesses such as member fitness clubs and schools, where customers visit our facilities, as well as a care and rehabilitation business, businesses for companies and insurers, and businesses for local governments. In addition, we add value such as online and digital communications to these businesses and are working to realise our long-term vision of becoming “a health solutions company that enriches life in the 100-year life era” by providing new opportunities and services for improving health.」

「We operate multiple businesses that address social issues, including a facility-based business centred mainly on sports club businesses such as member fitness clubs and schools, where customers visit our facilities, as well as a care and rehabilitation business, businesses for companies and insurers, and businesses for local governments. In addition, we add value such as online and digital communications to these businesses and are working to realise our long-term vision of becoming “a health solutions company that enriches life in the 100-year life era” by providing new opportunities and services for improving health.」

「We operate multiple businesses that address social issues, including a facility-based business centred mainly on member fitness clubs and schools, where customers visit our facilities, as well as a care and rehabilitation business, businesses for companies and insurers, and businesses for local governments. In addition, we add value such as online and digital communications to these businesses and are working to realise our long-term vision of becoming “a health solutions company that enriches life in the 100-year life era” by providing new opportunities and services for improving health.」

「The Group has adopted “a health solutions company that enriches life in the 100-year life era” as its long-term vision. We are working to improve the profitability of existing facilities and steadily grow new facilities in our core sports club business, expand our care and rehabilitation business, and create added value by linking our businesses with healthcare businesses for companies and health insurance societies, local governments and other customers.」

「We operate multiple businesses that address social issues, including a facility-based business centred mainly on member fitness clubs and schools, where customers visit our facilities, as well as a care and rehabilitation business, businesses for companies and insurers, and businesses for local governments. In addition, we add value such as online and digital communications to these businesses and are working to realise our long-term vision of becoming “a health solutions company that enriches life in the 100-year life era” by providing new opportunities and services for improving health.」

「Against this backdrop, we have adopted “a health solutions company that enriches life in the 100-year life era” as our long-term vision. We aim to contribute to maintaining and improving the health needed to remain active in the workforce throughout life, whose importance is increasing as the 100-year life era arrives, and to the shift from treatment to prevention demanded by pressure on social security systems, including medical costs. We also aim to establish a sustainable company that helps realise a healthy longevity society and resolve social issues in local communities.」

「To realise our stated vision of becoming a “sports and health solutions company,” we will add value such as online and digital communications to these businesses, broadly communicate their convenience, and work to provide new opportunities and services for improving health.」

「We believe that transforming our conventional organisational structure and business model is necessary to respond to these changes in the environment and lifestyles and to continue contributing to society. To restore business performance at an early stage and return the business to a growth trajectory, we will focus on the following 4 areas.」

「To realise our stated vision of becoming a “sports and health solutions company,” we will add value such as online and digital communications to these businesses, broadly communicate their convenience, and work to provide new opportunities and services for improving health.」

「Based on the basic policy of the medium-term management plan (2018-2020), for which the current consolidated fiscal year is the second year, we are working to realise “Healthy Communities!” by making comprehensive sports clubs the core and combining facilities and services in a variety of formats around them. At the same time, we aim to expand earnings through the steady growth of existing businesses, while actively pursuing the creation of new markets and businesses to achieve further growth.」

「Based on the basic policy of the medium-term management plan (2018-2020), for which the current consolidated fiscal year is the second year, we are working to realise “Healthy Communities!” by making comprehensive sports clubs the core and combining facilities and services in a variety of formats around them. At the same time, we aim to expand earnings through the steady growth of existing businesses, while actively pursuing the creation of new markets and businesses to achieve further growth.」

「Based on the basic policy of the medium-term management plan (2018-2020), for which the current consolidated fiscal year is the second year, we are working to realise “Healthy Communities!” by making comprehensive sports clubs the core and combining facilities and services in a variety of formats around them. At the same time, we aim to expand earnings through the steady growth of existing businesses, while actively pursuing the creation of new markets and businesses to achieve further growth.」

「Building on our experience as a sports club operator, we formulated a medium-term management plan aimed at becoming, over the long term, a “sports and health solutions company” sought and needed by people in Japan, Asia and around the world, and launched it in April 2018. Under the plan, we aim to realise “Healthy Communities!” by making comprehensive sports clubs the core and combining facilities and services in a variety of formats around them. The plan is positioned as a period for growing existing businesses and actively pursuing the creation of new markets and businesses.」

「Under the medium-term management plan beginning in fiscal 2018, we aim to realise “Healthy Communities!” by making comprehensive sports clubs the core and combining facilities in a variety of formats around them. At the same time, we aim to expand earnings through the steady growth of existing businesses, while actively pursuing the creation of new markets and businesses to achieve further growth.」

「Under the medium-term management plan beginning in fiscal 2018, we aim to realise “Healthy Communities!” by making comprehensive sports clubs the core and combining facilities in a variety of formats around them. At the same time, we aim to expand earnings through the steady growth of existing businesses, while actively pursuing the creation of new markets and businesses to achieve further growth.」

「Under the medium-term management plan beginning in fiscal 2018, we aim to realise “Healthy Communities!” by making comprehensive sports clubs the core and combining facilities in a variety of formats around them. At the same time, we aim to maximise earnings through the steady growth of existing businesses, while actively pursuing the creation of new markets and businesses to achieve further growth.」

「Over the long term, we aim to become a “sports and health solutions company” sought and needed by people in Japan, Asia and around the world. To achieve this major future leap, we formulated a medium-term management plan beginning in fiscal 2018. The medium-term management plan is positioned as a period for steadily growing the existing businesses we have developed to date while actively investing in and taking on challenges in new businesses that will provide the next source of growth.」

「In light of changes in the business environment, including the increase in small-scale and specialised facilities, in fiscal 2017, the final year of the medium-term management plan launched in fiscal 2015, we continued to focus on the following three priorities: ① strengthening the profitability of the sports club business; ② adding new pillars of growth; and ③ developing the people and organisation needed to achieve sustainable growth.」

「In fiscal 2017, the final year of the medium-term management plan launched in fiscal 2015, we continued to focus on the following three priorities: ① strengthening the profitability of the sports club business; ② adding new pillars of growth; and ③ developing the people and organisation needed to achieve sustainable growth.」

「Under the medium-term management plan beginning in fiscal 2015, the company adopted as its policy the goal of "transitioning from a single sports club business to a diversified business with health as its key theme" and worked primarily on the following ①–③.」

「In light of changes in the business environment, including the rapidly advancing decline in the birth rate and aging of the population and increasingly diverse customer needs, the company adopted under its medium-term management plan beginning in fiscal 2015 the goal of "realising customer emotional satisfaction and employee emotional satisfaction" and enabling sustainable growth over the medium to long term, with "transitioning from a single sports club business to a diversified business with health as its key theme" as its medium-term management policy. It is focusing on the following ①–③: ① Strengthening the profitability of the sports club business ② Adding new pillars of growth ③ Developing people and an organisation capable of sustainable growth」

「Under the medium-term management plan beginning in fiscal 2015, the company adopted as its medium-term management policy the goal of "transitioning from a single sports club business to a diversified business with health as its key theme" and is focusing on the following ①–③: ① Strengthening the profitability of the sports club business ② Adding new pillars of growth ③ Developing people and an organisation capable of sustainable growth」