Results for this period
Interim period (second quarter)1 March 2026 to 31 August 2026ConsolidatedJapanese GAAPThe width of the band at each stage is based on revenue. The narrower it becomes toward the bottom, the smaller the proportion of revenue that remains as profit.
The shaded area represents net assets as a proportion of total assets. It is calculated from the two amounts reported by the company.
The company attributes this to initiatives under its “Shikoku Strategy,” including improving the competitiveness of individual stores, enhancing the taste, quality, freshness, and appeal of products, managing merchandise displays and developing sales floors by time of day, strengthening customer service and hygiene management, reviewing subsidiaries’ production lines and updating manufacturing equipment, and improving labor productivity.
Not applicable.
| Item | Details |
|---|---|
| Fiscal Period Classification | Interim period (second quarter) |
| Accounting standards | Japanese GAAP |
| Consolidated / non-consolidated | Consolidated |
| Period Covered | 1 March 2026 to 31 August 2026 |
| Net Sales | ¥21,167,986 thousand (YoY +4.0%) |
| Operating profit | ¥243,467 thousand (YoY +108.3%) |
| Ordinary income | ¥228,565 thousand (YoY +114.1%) |
| Profit attributable to owners of the parent | ¥114,929 thousand (YoY +165.9%) |
| Total assets | ¥17,307,702 thousand |
| Net assets | ¥3,659,216 thousand |
| Depreciation and amortization | ¥265,600 thousand |
| Impairment loss | ¥4.951 million (stores, land, buildings and structures, etc. in Kagawa Prefecture) |
| Breakdown of extraordinary income (loss) | Extraordinary income Item Gain on sale of non-current assets / Amount ¥83 thousand / Extraordinary loss Item Loss on Disposal of Fixed Assets / Amount ¥106 thousand, Item Impairment Losses / Amount ¥4,951 thousand, Item Losses from natural disasters / Amount ¥1,639 thousand |
| Disclosure regarding the going concern assumption | Not applicable. |
| Changes in the scope of consolidation | Acquired additional shares in ㈱レックス, making it a wholly owned subsidiary. The number of companies newly included or excluded was Not disclosed. |
| Factors Behind Changes in Business Performance | The company attributes this to initiatives under its “Shikoku Strategy,” including improving the competitiveness of individual stores, enhancing the taste, quality, freshness, and appeal of products, managing merchandise displays and developing sales floors by time of day, strengthening customer service and hygiene management, reviewing subsidiaries’ production lines and updating manufacturing equipment, and improving labor productivity. |
Items this document does not state (22)
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The company attributes this to initiatives under its “Shikoku Strategy,” including strengthening store quality, merchandising, customer service, and hygiene management, improving the manufacturing efficiency of original products, and enhancing labor productivity. It also explained that costs, including personnel expenses, utility costs, and freight charges, continue to rise.