Enhancing Group and Corporate Value

「Against this backdrop, the SALA Group has identified the following key strategies under the Sixth Medium-Term Management Plan, for which the current fiscal year is the first year: “Establishing the ‘SALA for Everyday Life’ and ‘SALA for Business’ business models,” “Creating businesses through new value creation,” “Improving the profitability of existing businesses and reforming management,” “Recruiting, developing and retaining the human resources that are the source of value creation, and improving engagement in an era of population decline, labor shortages and rising wages,” and “Improving productivity and creating new customer value through DX.” By further advancing business model transformation and initiatives to create new value, the Group aims to achieve the 2030 Vision by realizing sustainable growth and establishing a trusted regional brand for customers’ everyday lives and businesses.」

「To accelerate these initiatives further and with an eye to the period beyond 2030, we recognized that fundamental transformation, rather than simply extending our existing trajectory, would be necessary and formulated the Sixth Medium-Term Management Plan (fiscal years ending November 2026 to November 2030).」

「In the fiscal year ending November 2025, the final year of the plan, we will create new value through collaboration and co-creation within and outside the Group and proactive growth investment, while achieving steady business growth through business transformation aimed at solving issues faced by local communities and customers.」

「The Fifth Medium-Term Management Plan, covering the fiscal years ending November 2023 to November 2025, is currently under way and establishes “Breaking Through Boundaries” as its basic policy for pursuing further growth.」

「To further advance our transformation for growth, we have formulated the Fifth Medium-Term Management Plan under the theme of collaboration and co-creation.」

「We believe that, in order to continue achieving sustainable growth as a Group and remain a trusted brand in the region, we must achieve substantial growth in both quality and scale. Accordingly, we established the SALA Group 2030 Vision as our intended state 10 years from now and formulated the Fourth Medium-Term Management Plan (fiscal years ending November 2020 to November 2022) as the first step toward achieving it.」

「As the final year of the plan, we will continue to focus on the three key initiatives: “Building New Relationships with Customers and the Community,” “Creating Attractive Communities and Lifestyles,” and “Creating a Company Employees Can Be Proud Of.” In addition, by advancing structural reform across the Group and work-style reform, we aim to complete the foundation for growth in the next era and establish “SALA for Everyday Life and Energy” broadly throughout the region.」

「As the final year of the plan, we will continue to focus on the three key initiatives: “Building New Relationships with Customers and the Community,” “Creating Attractive Communities and Lifestyles,” and “Creating a Company Employees Can Be Proud Of.” In addition, by advancing structural reform across the Group and work-style reform, we aim to complete the foundation for growth in the next era and establish “SALA for Everyday Life and Energy” broadly throughout the region.」

「In the 18th fiscal year, the final year of the Medium-Term Management Plan (fiscal year ending November 2019), we will continue to focus on the three priority issues: “Building New Relationships with Customers and the Community,” “Creating Attractive Communities and Lifestyles” and “Building a Company of Which Employees Can Be Proud.”」

「Against this backdrop, the SALA Group addressed priority issues under the Third Medium-Term Management Plan, whose theme is “SALA in My Town — Toward SALA for Living and Energy.” While continuing to strengthen our existing businesses, we aim to establish “SALA for Living and Energy” as a widely recognized regional brand by thoroughly reviewing everything from our service structure and business development to organizational management from the customer’s perspective.」

「Against this backdrop, the SALA Group addressed priority issues under the Third Medium-Term Management Plan, whose theme is “SALA in My Town — Toward SALA for Living and Energy.” While continuing to strengthen our existing businesses, we aim to establish “SALA for Living and Energy” as a widely recognized regional brand by thoroughly reviewing everything from our service structure and business development to organizational management from the customer’s perspective.」

「Against this backdrop, the SALA Group began addressing priority issues under the Third Medium-Term Management Plan in December 2016. While continuing to strengthen our existing businesses, we aim to establish “SALA for Living and Energy” as a widely recognized regional brand by thoroughly reviewing everything from our service structure and business development to organizational management from the customer’s perspective.」

「Since December 2016, we have been working to achieve the Third Medium-Term Management Plan (fiscal years ending November 2017 to November 2019), the first such plan following the management integration, under the theme “SALA in My Town — Toward SALA for Living and Energy.”」

「Against this backdrop, the SALA Group began addressing priority issues under the Third Medium-Term Management Plan in December 2016. The plan is themed “SALA in My Town — Toward SALA for Living and Energy.” While continuing to strengthen our existing businesses, we aim to establish “SALA for Living and Energy” as a widely recognized regional brand by thoroughly reviewing everything from our service structure and business development to organizational management from the customer’s perspective.」

「Since December 2016, the SALA Group has been addressing priority issues under the Third Medium-Term Management Plan, whose theme is “SALA in My Town — Toward SALA for Living and Energy.” To establish a firm foundation for the Group’s growth, we will continue strengthening our existing businesses. We are also working to provide services that delight each customer by thoroughly reviewing everything from our service structure and business development to organizational management from the customer’s perspective.」

「From December 2016, we began addressing priority issues under the Third Medium-Term Management Plan, whose theme is “SALA in My Town — Toward SALA for Living and Energy.” Under this plan, while continuing to strengthen our existing businesses, we aim to establish “SALA for Living and Energy” as a widely recognized regional brand by thoroughly reviewing everything from our service structure and business development to organizational management from the customer’s perspective.」

「The SALA Group is working to further enhance corporate value.」

「The Fifth Medium-Term Management Plan (fiscal years ending November 2014 to November 2016), centered on the theme “Toward a More Attractive Group”」