The Medium-Term Management Plan (FY2022–FY2024) for the 50th Anniversary Vision and Long-Term Vision STEP 1

「当社が創業50年ビジョンに掲げた『心を豊かにするリアルコミュニケーションの場』として、地域の皆様に心から楽しんでいただける英国風PUBを提供してまいります。」

「Against this backdrop, to achieve the 50th Anniversary Vision (2022-2030), the company formulated the medium-term management plan (2025-2027), themed “Challenge.” Centered on the SmasH47 store-opening strategy targeting population-flow hubs across Japan, the company is advancing nationwide store openings, initiatives to increase customer traffic at existing stores, and efforts to recruit and retain talented personnel through improved employee treatment.」

「The company formulated the medium-term management plan (2025-2027), themed “Challenge.” In the first year, the fiscal year ending February 2026, it adopted “TRADE ON—Overcome contradictions and open the door to new possibilities—” as its annual policy.」

「In this environment of uncertain prospects, the company has advanced the 50th Anniversary Vision (2022-2030) as a guideline for restoring and developing its performance, together with the medium-term management plan (2022-2024), themed “Revival.” In the current fiscal year, the company has adopted “Full Revival” as its annual policy and aims to restore performance to pre-pandemic levels, further improve productivity and improve employee treatment.」

「In this environment of uncertain prospects, the company has advanced the 50th Anniversary Vision (2022-2030) as a guideline for restoring and developing its performance, together with the medium-term management plan (2022-2024), themed “Revival.”」

「In the second year of the medium-term management plan (2022-2024), whose theme is “Revival,” the company worked to improve productivity by evolving its cash-on-delivery system (C.O.D.), its greatest distinguishing feature, to overcome the challenging business environment, and adopted “C.O.D. 2.0” as its annual policy.」

「Against this backdrop, in fiscal 2023, the second year of its medium-term management plan, the Company adopted “C.O.D. 2.0” as its annual policy, resolving to evolve its cash-on-delivery system (COD), its greatest distinguishing feature, in order to overcome the challenging operating environment.」

「Against this backdrop, the company established the 50th Anniversary Vision (2022-2030) and is advancing its business guided by the medium-term management plan (2022-2024), formulated as it moved from living with COVID-19 to the post-COVID-19 period. In the first year of the plan, the company adopted its guiding principles of “Cheerful, uninhibited and resilient,” faced the challenging business environment head-on, and continued to provide places for real-life communication that enrich people's lives.」

「Against this backdrop, the company established the 50th Anniversary Vision (2022-2030) and is advancing its business guided by the medium-term management plan (2022-2024), formulated as it moved from living with COVID-19 to the post-COVID-19 period.」

「Against this backdrop, the company established the 50th Anniversary Vision (2022-2030) and formulated the medium-term management plan (2022-2024) as it moved from living with COVID-19 to the post-COVID-19 period. In the first year of the plan, the company adopted its guiding principles of “Cheerful, uninhibited and resilient,” faced the challenging business environment head-on, and continued to provide places for real-life communication that enrich people's lives.」

「Against this backdrop, the company formulated the 50th Anniversary Vision and the medium-term management plan for FY2022-FY2024, which constitutes Long-Term Vision STEP 1, as it moved from living with COVID-19 to the post-COVID-19 period. Centering on the raison d'être of the PUB as a place for real-life communication, the company has been advancing businesses aimed at restoring profitability and achieving growth, with store-opening strategy, the integration of digital and physical operations, improved employee treatment, and diversity and sustainability as key pillars.」