Management guided by annual themes and priority initiatives
First written in FY2016. 14 of 25 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「Toward achieving this, in fiscal 2026 we set “Refine what makes HARD OFF distinctive — overwhelming fundamentals, overwhelming evolution, overwhelming warmth” as our annual theme.」
The annual theme changed from the previous year’s “Smile 1000” to “Refine what makes HARD OFF distinctive” for fiscal 2026, reorganized around 3 elements: fundamentals, evolution, and warmth. - 2026-05-25ReframedM&A and Subsidiary Changes
「To achieve this, in FY2026 we are pursuing the annual theme “Refining what makes HARD OFF unique — overwhelming fundamentals, overwhelming evolution and overwhelming warmth —” and working to enhance corporate value and the common interests of shareholders.」
The FY2026 annual theme changed from “Smile 1000,” presented in FY2025, to “Refining what makes HARD OFF unique — overwhelming fundamentals, overwhelming evolution and overwhelming warmth —.” - FY2025ReframedAnnual report
「Toward achieving this, in fiscal 2025 we set “Smile 1000 — Enjoy reuse, a cycle of smiles, toward becoming the world’s leading diamond chain” as our annual theme.」
The annual theme changed from the previous wording to “Smile 1000,” reorganizing the theme around creating a cycle of smiles after reaching 1,000 stores and becoming the world’s leading diamond chain. - FY2025-H1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the group during the consolidated interim accounting period.」
The Company stated that there were no material changes to its management policies or strategies, indicating that the existing operational direction continued. - FY2024-Q3RestatedAnnual report
「There were no significant changes to the management policies, management strategies or other matters established by our Group during the nine-month period ended December 31.」
The Company stated that there were no material changes to its management policies or strategies, indicating that the existing operational direction, including the annual theme and priority initiatives, continued. - FY2022-Q3RestatedAnnual report
「We set “Real-Time Execution — Back to basics, enjoy, and bring smiles” as our annual theme and are working to strengthen human-capital development and expand purchasing channels. Through initiatives such as opening a home pickup center in the Tokyo metropolitan area and conducting limited-time purchasing events in areas without stores, we are working to strengthen purchasing, the core of the reuse business.」
The annual theme, strengthening human-capital development, expanding purchasing channels, and initiatives such as home pickup centers and limited-time purchasing events continued. - FY2022-Q2RestatedAnnual report
「We set “Real-Time Execution — Back to basics, enjoy, and bring smiles” as our annual theme and are working to strengthen human-capital development and expand purchasing channels. Through initiatives such as opening a home pickup center in the Tokyo metropolitan area and conducting limited-time purchasing events in areas without stores, we are working to strengthen purchasing, the core of the reuse business.」
The annual theme, policy of strengthening human-capital development and expanding purchasing channels, and initiatives such as home pickup centers and limited-time purchasing events continued from FY2022-Q1. - FY2022-Q1ReframedAnnual report
「We set “Real-Time Execution — Back to basics, enjoy, and bring smiles” as our annual theme and are working to strengthen human-capital development and expand purchasing channels. Through initiatives such as opening a home pickup center in the Tokyo metropolitan area and conducting limited-time purchasing events in areas without stores, we are working to strengthen purchasing, the core of the reuse business.」
The annual theme changed from the previous year’s “Real-Time Execution — Realizing the ‘Re’NK CHANNEL through strong physical stores × a challenge to online” to “Back to basics, enjoy, and bring smiles.” The priority initiatives also placed greater emphasis on expanding purchasing channels in addition to human-capital development. - FY2021RestatedAnnual report
「We set “Real-Time Execution — Realizing the ‘Re’NK CHANNEL through strong physical stores × a challenge to online” as our annual theme. We advanced initiatives to enhance the appeal and individuality of each physical store while strengthening sales and purchasing through the Internet with a sense of urgency.」
The annual theme of strengthening strong physical stores and online sales and purchasing simultaneously continued. - FY2021-Q3RestatedAnnual report
「We set “Real-Time Execution — Realizing the ‘Re’NK CHANNEL through strong physical stores × a challenge to online” as our annual theme. While working to enhance the appeal and individuality of each physical store, we are also moving ahead with strengthening sales and purchasing through the Internet with a sense of urgency.」
The annual theme and policy of simultaneously strengthening strong physical stores and Internet sales and purchasing continued from FY2021-Q1. - FY2021-Q1ReframedAnnual report
「We set “Real-Time Execution — Realizing the ‘Re’NK CHANNEL through strong physical stores × a challenge to online” as our annual theme. While working to enhance the appeal and individuality of each physical store, we are also moving ahead with strengthening sales and purchasing through the Internet with a sense of urgency.」
The annual theme changed from the previous year’s “Re: Retail Store Manager — Refining the appeal of physical stores,” reorganizing the policy around pursuing strong physical stores and online operations simultaneously. - FY2020-Q3RestatedAnnual report
「Under these circumstances, we set “Re: Retail Store Manager — Refining the appeal of physical stores” as our annual theme. We worked to strengthen physical stores by ensuring that every employee maintained an owner-manager mindset, thoroughly implementing basic practices such as greetings and cleaning, simplifying management, and pursuing low-cost operations with attention to every yen and sen.」
The annual theme and policy of strengthening physical stores through an owner-manager mindset among employees, thorough implementation of basic practices, management simplification, and low-cost operations continued. - FY2020-Q2RestatedAnnual report
「Under these circumstances, we set “Re: Retail Store Manager — Refining the appeal of physical stores” as our annual theme. We worked to strengthen physical stores by ensuring that every employee maintained an owner-manager mindset, thoroughly implementing basic practices such as greetings and cleaning, simplifying management, and pursuing low-cost operations with attention to every yen and sen.」
The annual theme and policy of strengthening physical stores through an owner-manager mindset among employees, thorough implementation of basic practices, management simplification, and low-cost operations continued from the previous quarter. - FY2020-Q1ReframedAnnual report
「Under these circumstances, we set “Re: Retail Store Manager — Refining the appeal of physical stores” as our annual theme. We worked to strengthen physical stores by ensuring that every employee maintained an owner-manager mindset, thoroughly implementing basic practices such as greetings and cleaning, simplifying management, and pursuing low-cost operations with attention to every yen and sen.」
The annual theme changed from the previous “two-pronged approach of physical stores and online” to “Re: Retail Store Manager — Refining the appeal of physical stores,” reorganizing the focus around basic practices in physical stores, management simplification, and low-cost operations. - FY2019ReframedAnnual report
「To achieve this, in fiscal 2019 we returned to our roots and focused particularly on physical stores.」
While continuing to promote the two-pronged approach of physical stores and online operations, the Company shifted its operational focus toward physical stores in fiscal 2019. - FY2019-Q3RestatedAnnual report
「We set “Refine the two-pronged approach of physical stores and online” as our annual theme. While enhancing the appeal of physical stores through deeper product specialization and stronger home pickup services, we also strengthened our online operations, beginning with the development of a smartphone app, to cultivate the strengths of both physical stores and online channels.」
The policy of enhancing the appeal of physical stores through deeper product specialization and stronger home pickup services, and strengthening online operations through a smartphone app, continued. - FY2019-Q2RestatedAnnual report
「We set “Refine the two-pronged approach of physical stores and online” as our annual theme. While enhancing the appeal of physical stores through deeper product specialization and stronger home pickup services, we also strengthened our online operations, beginning with the development of a smartphone app, to cultivate the strengths of both physical stores and online channels.」
The annual theme and policy of strengthening both physical stores and online operations, together with the specific initiatives, continued from the previous quarter. - FY2019-Q1ReframedAnnual report
「We set “Refine the two-pronged approach of physical stores and online” as our annual theme. While enhancing the appeal of physical stores through deeper product specialization and stronger home pickup services, we also strengthened our online operations, beginning with the development of a smartphone app, to cultivate the strengths of both physical stores and online channels.」
The annual theme changed from the previous year’s “Forward, Advance, Deepen — vol. 2,” and specific initiatives to strengthen both physical stores and online operations were identified. - FY2018RestatedAnnual report
「Toward our long-term vision of reaching 1,500 stores in fiscal 2030, we set “Forward, Advance, Deepen — vol. 2: The Miyamoto Musashi strategy — pursuing the two-pronged approach of physical stores and online” as our annual theme. In addition, our 3 annual priorities were ① strengthening human-capital development, as our top priority, ② pursuing higher value-added offerings, and ③ taking on new challenges. We also advanced new initiatives, including overseas store openings.」
The annual theme, 3 priority initiatives, policy of strengthening both physical stores and online operations, and policy of pursuing new initiatives including overseas store openings continued. - FY2018-Q3RestatedAnnual report
「We set “Forward, Advance, Deepen — vol. 2: The Miyamoto Musashi strategy — pursuing the two-pronged approach of physical stores and online” as our annual theme. In addition, our 3 annual priorities were ① strengthening human-capital development, as our top priority, ② pursuing higher value-added offerings, and ③ taking on new challenges. We also advanced new initiatives, including overseas store openings.」
There was no substantive change to the annual theme, the 3 priority initiatives, the policy of strengthening both physical stores and online operations, or the policy of pursuing new initiatives including overseas store openings. - FY2018-Q2RestatedAnnual report
「We set “Forward, Advance, Deepen — vol. 2: The Miyamoto Musashi strategy — pursuing the two-pronged approach of physical stores and online” as our annual theme. In addition, our 3 annual priorities were ① strengthening human-capital development, as our top priority, ② pursuing higher value-added offerings, and ③ taking on new challenges. We also advanced new initiatives, including overseas store openings.」
There was no substantive change to the annual theme, the 3 priority initiatives, or the policy of strengthening both physical stores and online operations. - FY2017ReframedAnnual report
「For fiscal 2017, we set “Forward, Advance, Deepen — vol. 2: The Miyamoto Musashi strategy — pursuing the two-pronged approach of physical stores and online” as our annual theme and will pursue 3 annual priorities: ① strengthening human-capital development, as our top priority, ② pursuing higher value-added offerings, and ③ taking on new challenges.」
The priority initiatives were maintained, while the annual theme changed from “Let’s take action!” to the “vol. 2” theme focused on combining physical stores and online channels. - FY2017-Q3RestatedAnnual report
「Under these circumstances, the Group set “Forward, Advance, Deepen — Let’s take action!” as its annual theme and adopted 3 annual priorities: ① strengthening human-capital development, ② pursuing higher value-added offerings, and ③ taking on new challenges. We also advanced new initiatives, including overseas store openings, toward our medium- and long-term targets.」
The annual theme and 3 priority initiatives continued without substantive change from the first-quarter report. - FY2017-Q1ReframedAnnual report
「We set “Forward, Advance, Deepen — vol. 2: The Miyamoto Musashi strategy — pursuing the two-pronged approach of physical stores and online” as our annual theme. The 3 annual priorities were ① strengthening human-capital development, with top priority, ② pursuing higher value-added offerings, and ③ taking on new challenges. We also advanced new initiatives, including overseas store openings, toward our medium- and long-term targets.」
The annual theme was maintained, but the priority of strengthening internal structures was replaced by taking on new challenges. - FY2016First statedAnnual report
「For fiscal 2016, we adopted “Advance, Progress, Deepen — Let's take action” as our annual theme and are pursuing three annual priorities: ① strengthening talent development, ② strengthening internal systems, and ③ pursuing higher value-added offerings.」
The annual theme was changed from the previous year's “Polish our defenses — for the NEXT.” The priorities were organized into three areas: talent development, internal systems and higher value-added offerings.