Becoming Hokkaido's No. 1 company in profitability and stability

「By reliably implementing the various measures in the medium-term management plan, we are setting targets for fiscal 2030 of sales of at least ¥440 billion, operating profit of at least ¥11 billion and ROE of at least 6.0%.」

「Among the management metrics targeted by the company, we place particular emphasis on the operating margin. In addition to improving margins through economies of scale, we will improve sales-floor efficiency and product inventory efficiency by strengthening our proprietary products and reviewing our products and sales floors to suit each region of Hokkaido. We will also pursue low-cost operations through the automation of sales-floor and back-office activities and operational reform using digital technology, with the aim of securing stable operating profits. We will promote new store openings, mainly in food, and revitalise existing stores to advance our growth strategy. At the same time, we aim to improve ROE, enhance management efficiency and increase corporate value.」

「Among the management metrics targeted by the company, we place particular emphasis on the operating margin. In addition to improving margins through economies of scale, we will improve sales-floor efficiency and product inventory efficiency by strengthening our proprietary products and reviewing our products and sales floors to suit each region of Hokkaido. We will also pursue low-cost operations by promoting the automation of sales-floor and back-office activities and operational reform using digital technology, with the aim of securing stable operating profits. We will promote new store openings, mainly in food, and revitalise existing stores to advance our growth strategy. At the same time, we aim to improve ROE, enhance management efficiency and increase corporate value.」

「Among the management metrics targeted by the company, we place particular emphasis on the operating margin. In addition to improving margins through economies of scale, we will improve sales-floor efficiency and product inventory efficiency by strengthening our proprietary products and reviewing our products and sales floors to suit each region of Hokkaido. We will also pursue low-cost operations by promoting the automation of sales-floor and back-office activities and operational reform using digital technology, with the aim of securing stable operating profits. We will promote new store openings, mainly in food, and revitalise existing stores to advance our growth strategy. At the same time, we aim to improve ROE, enhance management efficiency and increase corporate value.」

「In addition, we will pursue low-cost operations by promoting the automation of sales-floor and back-office activities and operational reform using digital technology, with the goal of achieving an operating margin of at least 4% and securing stable operating profits. We will also promote new store openings, mainly in food, and revitalise existing stores to advance our growth strategy. At the same time, we aim to maintain ROE (return on equity) of at least 10%, improve management efficiency and enhance corporate value.」

「We will also pursue low-cost operations by advancing the automation of sales-floor and back-office work using digital technology and reforming operations, with a target of achieving an operating margin of at least 4% and securing stable operating profit. We will also advance new store openings and revitalization, centered on food, and promote our growth strategy. At the same time, we will seek to maintain ROE (return on equity) of at least 10%, improve management efficiency and enhance corporate value.」

「We will also pursue low-cost operations by advancing the automation of sales-floor and back-office work using digital technology and reforming operations, with a target of achieving an operating margin of at least 4% and securing stable operating profit. In addition, we will seek to maintain ROE (return on equity) of at least 10%, improve management efficiency and enhance corporate value.」

「Our key management metric is the operating margin. In the GMS business, we will seek to secure operating profit stably by improving the gross margin through expansion of private-label products, reviewing products and sales floors in line with changing times to improve sales-floor and inventory efficiency, and pursuing low-cost operations through operational reform, with a target of achieving an operating margin of at least 5%. Against the operating profit generated by the GMS business, we will actively pursue new businesses, including the small-format supermarket business, and advance our growth strategy. At the same time, we will maintain ROE (return on equity) of at least 10%, improve management efficiency and enhance corporate value.」

「Our key management metric is the operating margin. In the GMS business, we will seek to secure operating profit stably by improving the gross margin through expansion of private-label products, reviewing products and sales floors in line with changing times to improve sales-floor and inventory efficiency, and pursuing low-cost operations through operational reform, with a target of achieving an operating margin of at least 5%. Against the operating profit generated by the GMS business, we will actively pursue new businesses, including the small-format supermarket business, and advance our growth strategy. At the same time, we will maintain ROE (return on equity) of at least 10%, improve management efficiency and enhance corporate value.」

「To improve earnings power, we worked to improve low-profitability businesses. In the My Basket small-format supermarket business, we opened 3 new stores and, after reviewing the product assortment, achieved sales of 112.0% of the prior-year level. In the online supermarket business, we promoted the centralization of shipping operations at distribution centers, increased the maximum number of orders accepted, and expanded the areas in which pharmaceuticals are handled. As a result, sales increased to 121.1% of the prior-year level, and both businesses contributed to higher operating profit.」

「To improve earnings power, we worked to reduce labor and automate operations while seeking further improvements in operational efficiency. In the online supermarket business, we pursued system upgrades and improvements to in-center warehouse operations. In the GMS business, we promoted the introduction of in-store communication equipment capable of sending messages simultaneously to multiple employees, food preparation and cleaning equipment that reduces labor requirements, and self-checkout registers, thereby improving sales per labor hour.」

「② “Becoming Hokkaido's No. 1 company in profitability and stability” To improve earnings power, we worked to reduce labor and automate operations while seeking further improvements in operational efficiency.」

「Through sustainable growth and continuous enhancement of corporate value, we will maintain ROE of at least 10%. We will advance reforms to our business and earnings structures and establish a management platform that generates stable profits, while pursuing cash flow-based management and achieving both profitability and financial soundness through investment controls.」