A Company Supporting No. 1 Food Market Share and Health & Wellness in Hokkaido
First written in FY2020. 15 of 23 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1RestatedAnnual report
「We will continue evolving so that our stores will always be indispensable to the daily lives and life journeys of each and every member of the community as MY LIFE STORE.」
We reconfirmed the desired state of “MY LIFE STORE” under the new medium-term management plan as a store that is indispensable to the local community. - FY2026ReframedAnnual report
「As the MY LIFE STORE for each and every member of the local community, we stay close to life in Hokkaido and create the future together with the community.」
The wording of the management vision was reorganized from the desired state for fiscal 2025, being a company that supports health and wellness in Hokkaido, to the purpose of the new medium-term plan, “MY LIFE STORE.” - 2026-04-16First statedGeneral Meetings of Shareholders
「As MY LIFE STORE for each and every member of the community, we will support the lives of people in Hokkaido and create the future together with the community.」
The company articulated a new purpose in formulating its new medium-term management plan. - FY2025AdvancedAnnual report
「Under the five-year medium-term management plan (2021-2025), we have established the following 4 policies and are working to address management issues.」
After completing the fourth year of the medium-term plan, the company organized the enhancement of product and store added value, customer acquisition, regional collaboration, and earnings structure reform as the 4 policies for the full fiscal year. - FY2025-H1RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2024, the fourth year of the five-year medium-term management plan, as the year for accelerating growth and are advancing initiatives focused primarily on strengthening proprietary products and transitioning to and establishing new operations.」
The company has reconfirmed its management vision of being a company that supports health and wellness in Hokkaido, and the positioning of the fourth year of its five-year medium-term plan as a period for accelerating growth. - FY2025-Q1AdvancedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2024, the fourth year of the five-year medium-term management plan, as the year for accelerating growth and are advancing initiatives focused primarily on strengthening proprietary products and transitioning to and establishing new operations.」
The five-year medium-term plan aimed at realizing the management vision entered its fourth year. The company positioned fiscal 2024 as a year to accelerate growth and organized its highest-priority measures around proprietary products and new operations. - FY2024-Q3RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2023, the third year of the five-year medium-term management plan, as the year for establishing our business model and are working on initiatives including increasing the value added of products and stores, converting customers into regular customers, reforming the earnings structure, and strengthening ties with local communities.」
The company has reconfirmed its management vision, the positioning of the third year of its five-year medium-term management plan, and the 4 priority measures. - FY2024-Q2RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2023, the third year of the five-year medium-term management plan, as the year for establishing our business model and are working on initiatives including increasing the value added of products and stores, reforming the earnings structure, and strengthening ties with local communities.」
The company has reconfirmed its management vision and the positioning of the third year of its five-year medium-term plan. - FY2024-Q1AdvancedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2023, the third year of the five-year medium-term management plan, as the year for establishing our business model and are working on initiatives including increasing the value added of products and stores, reforming the earnings structure, and strengthening ties with local communities.」
The company is advancing its five-year medium-term plan toward realizing its management vision, moving from establishing the foundation in the first year and conducting experimentation and validation in the second year to establishing the business model in the third year. - FY2023RestatedAnnual report
「Against this backdrop, to realize its management vision of being a company that supports health and wellness in Hokkaido, the company positioned fiscal 2022, the second year of its five-year medium-term management plan, as a year for business experimentation and validation, and worked to enhance the added value of its products and stores, promote customer acquisition, reform its earnings structure, and collaborate with local communities.」
The company has reconfirmed its management vision, the positioning of the second year of its five-year medium-term plan, and the 4 priority measures for the full fiscal year. - FY2023-Q3RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2022, the second year of the five-year medium-term management plan, as the year for business experimentation and verification and are working on initiatives including increasing the value added of products and stores, converting customers into regular customers, reforming the earnings structure, and strengthening ties with local communities.」
The company has reconfirmed the positioning of the second year of its management vision and five-year medium-term management plan, along with the 4 priority measures. - FY2023-Q2Four priority measures clearly identifiedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2022, the second year of the five-year medium-term management plan, as the year for business experimentation and verification and are working on initiatives including increasing the value added of products and stores, converting customers into regular customers, reforming the earnings structure, and strengthening ties with local communities.」
The company continues to uphold its management vision and five-year medium-term management plan beginning in fiscal 2021, and has organized the priority measures for fiscal 2022 into 4 items. - FY2023-Q1RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2022, the second year of the five-year medium-term management plan, as the year for business experimentation and verification and are working on initiatives including increasing the value added of products and stores, strengthening ties with local communities, and reforming the earnings structure.」
The company has reconfirmed its management vision and five-year medium-term management plan beginning in fiscal 2021, and has outlined the positioning and priority measures for fiscal 2022. - FY2022RestatedAnnual report
「The company also formulated a five-year medium-term management plan beginning in fiscal 2021 to realize its management vision of being a company that supports health and wellness in Hokkaido. As fiscal 2021 was designated as the year for establishing the foundation of the medium-term management plan, the company worked to strengthen its product capabilities through product development, reliably revitalize existing stores, and advance company-wide initiatives related to the SDGs.」
The company has reconfirmed its management vision of being a company that supports health and wellness in Hokkaido, its five-year medium-term management plan beginning in fiscal 2021, and the priority measures for the plan's first year. - FY2022-Q3RestatedAnnual report
「We also formulated a five-year medium-term management plan beginning in fiscal 2021 to achieve our management vision of “a company supporting the health and wellness of Hokkaido.” We are working in fiscal 2021, the year for establishing the foundation of the medium-term management plan, on initiatives including strengthening product capabilities through product development, reliably revitalizing existing stores, and advancing company-wide SDGs initiatives.」
The company has reconfirmed its management vision, its five-year medium-term management plan beginning in fiscal 2021, and the priority measures for the plan's first year. - FY2022-Q2RestatedAnnual report
「We also formulated a five-year medium-term management plan beginning in fiscal 2021 to achieve our management vision of “a company supporting the health and wellness of Hokkaido.” We are working in fiscal 2021, the year for establishing the foundation of the medium-term management plan, on initiatives including strengthening product capabilities through product development, reliably revitalizing existing stores, and advancing company-wide SDGs initiatives.」
The company has reconfirmed its management vision of being a company that supports health and wellness in Hokkaido, along with its five-year medium-term management plan beginning in fiscal 2021. - FY2022-Q1RestatedAnnual report
「We also formulated a five-year medium-term management plan beginning in fiscal 2021 to achieve our management vision of “a company supporting the health and wellness of Hokkaido.” We are working in fiscal 2021, the year for establishing the foundation of the medium-term management plan, on initiatives including strengthening product capabilities through product development, reliably revitalizing existing stores, and advancing company-wide SDGs initiatives.」
The company has reconfirmed its management vision of being a company that supports health and wellness in Hokkaido, along with the priority measures of its five-year medium-term management plan beginning in fiscal 2021. - FY2021ReframedAnnual report
「As our medium- to long-term management strategy, we aim to become a company that supports the health and wellness of Hokkaido by helping people enjoy convenient, fulfilling and healthy daily lives centered on food, and will advance a medium-term management plan to achieve this objective.」
The post-integration objectives have been reorganized from the previous wording, including becoming No. 1 in the food market, into a medium- to long-term strategy to become a company that supports convenient, enjoyable and healthy lifestyles centered on food. - FY2021-Q1RestatedAnnual report
「On 1 March 2020, through the business integration with マックスバリュ北海道株式会社, we assumed responsibility for 84 food supermarkets and began anew with the management vision of becoming a company that supports the health and wellness of Hokkaido.」
Under the new structure following the business integration, the company continues to uphold the management vision of becoming a company that supports the health and wellness of Hokkaido. - FY2020First statedAnnual report
「As our medium- to long-term management strategy, we will maximize the economies of scale and synergies generated by the business integration and aim to become No. 1 in the food market. At the same time, by leveraging our comprehensive strengths, we aim to become a company that supports the health and wellness of Hokkaido by helping customers enjoy healthy and fulfilling daily lives through our stores, products and services, and will advance a medium-term management plan to achieve these objectives.」
As new medium- to long-term targets following the business integration, the company stated that it aims to become No. 1 in the food market and a company that supports the health and wellness of Hokkaido through its stores, products and services.