Rebuilding the Management Foundation Through the Medium-Term Management Plan for Fiscal 2016–2018

「また当社グループは、2026年度を初年度とする中期経営計画「受け継ぐ力、未来へ～創業220年に向けた基盤づくり～」を策定いたしました。本計画では、創業220年に向けた成長基盤の構築を目指し、事業構造やビジネスモデルの見直しを進める改革期間と位置付けております。」

「The Group has formulated a medium-term management plan covering fiscal 2026–2028. To build a foundation for growth ahead of its 220th anniversary, it has positioned the 3-year period as a reform period focused on reviewing its unprofitable structure and traditional business model while leveraging the business foundation and trust it has built over the years.」

「Although the operating environment remains challenging, the Group is thoroughly reviewing the portfolio of each business and focusing on building the foundation for business structure reform by strengthening its organizational structure, with the aim of concentrating resources on highly profitable businesses. Going forward, it will establish a stable business foundation at an early stage and link this to sustainable growth in the future.」

「The Company had been preparing to formulate and announce a medium-term management plan beginning in fiscal 2025. However, in addition to the impact of U.S. tariff policy and unstable foreign exchange markets, the planned opening of directly operated stores in the home furnishings business fell below initial expectations, making it necessary to review the business strategy. A fire also occurred in April 2025 at a major outsourced processor for the Uniform Business Division, affecting production schedules and creating continued uncertainty. After comprehensively considering these circumstances, the Company determined that it would be difficult to formulate a reasonable medium-term management plan. The medium-term management plan is scheduled to be formulated with the fiscal year ending March 2027 as its first year, based on a comprehensive assessment of the future business environment and the Group’s future structure.」

「Although the operating environment remains challenging, under the medium-term management plan covering fiscal 2022–2024 the Group will continue to strengthen its core businesses and promote the development of new businesses, while focusing on practicing efficient management through direct proposals to consumers and cost reductions and improving productivity through the effective use of management resources.」

「The numerical targets in the medium-term management plan announced on 13 May 2022, covering the fiscal years ending March 2023 through March 2025, are expected to be missed. In the uniform business, this reflects the prolonged impact of the COVID-19 pandemic and the continued reluctance of many companies to place orders. In the health and lifestyle business, sales of television sets and other core products sold through mail-order channels fell sharply as demand for stay-at-home products declined rapidly. The next medium-term management plan, covering the fiscal years ending March 2026 through March 2028, is scheduled to be formulated after considering social conditions and the targets and progress of each Group division. Target management indicators for fiscal 2024 (the fiscal year ending March 2025): consolidated net sales of ¥10.0 billion and consolidated ordinary income of ¥100 million.」

「Although the operating environment remains challenging, under the medium-term management plan covering fiscal 2022–2024 the Group will continue to strengthen its core businesses and promote the development of new businesses, while focusing on practicing efficient management through direct proposals to consumers and cost reductions and improving productivity through the effective use of management resources.」

「Although the operating environment remains challenging, under the medium-term management plan covering fiscal 2022–2024 the Group will continue to strengthen its core businesses and promote the development of new businesses. It will also focus on practicing efficient management through direct proposals to consumers and cost reductions, improving productivity through the effective use of management resources, and achieving profitability across all operating divisions.」

「Although the operating environment remains challenging, under the medium-term management plan covering fiscal 2022–2024 the Group will continue to strengthen its core businesses and promote the development of new businesses. It will also focus on practicing efficient management through direct proposals to consumers and cost reductions, improving productivity through the effective use of management resources, and achieving profitability across all operating divisions.」

「The Group has formulated the medium-term management plan “Group 3-Year Plan” covering fiscal 2022–2024. Target management indicators for fiscal 2024 (the fiscal year ending March 2025): consolidated net sales of ¥15.5 billion and consolidated ordinary income of ¥400 million.」

「Although the operating environment remains challenging, the Group launched its new medium-term management plan covering fiscal 2022–2024, “A New Challenge for Growth and Transformation.” It began the plan period in April of this year after shifting existing businesses into profitability, launching new businesses, and changing the organizational structure supporting these businesses.」

「Although the operating environment remains challenging, the Group launched its new medium-term management plan covering fiscal 2022–2024, “A New Challenge for Growth and Transformation.” It began the plan period in April of this year after shifting existing businesses into profitability, launching new businesses, and changing the organizational structure supporting these businesses.」

「Although the operating environment remains challenging, the Group launched its new medium-term management plan covering fiscal 2022–2024, “A New Challenge for Growth and Transformation.” It began the plan period in April of this year after shifting existing businesses into profitability, launching new businesses, and changing the organizational structure supporting these businesses.」

「The Group has formulated the medium-term management plan “Group 3-Year Plan” covering fiscal 2022–2024. Target management indicators for fiscal 2024 (the fiscal year ending March 2025): consolidated net sales of ¥15.5 billion and consolidated ordinary income of ¥400 million.」

「Despite the challenging operating environment, fiscal 2021 is the final year of the Group’s medium-term management plan covering fiscal 2019–2021, “START UP! NEW TSUKAMOTO —The New Tsukamoto of the Future—.” In the operating divisions, the basic policies of the Operating Headquarters are to “develop new business areas,” “improve operational efficiency,” and “improve inventory efficiency.” While taking thorough measures to protect employees’ health, we aim to enhance corporate value by fostering unity and resolving issues one by one as a team.」

「Despite the challenging operating environment, fiscal 2021 is the final year of the Group’s medium-term management plan covering fiscal 2019–2021, “START UP! NEW TSUKAMOTO —The New Tsukamoto of the Future—.” In the operating divisions, the basic policies of the Operating Headquarters are to “develop new business areas,” “improve operational efficiency,” and “improve inventory efficiency.” While taking thorough measures to protect employees’ health, we aim to enhance corporate value by fostering unity and resolving issues one by one as a team.」

「Although the operating environment remains challenging, fiscal 2021 is the final year of the Group’s medium-term management plan covering fiscal 2019–2021, “START UP! NEW TSUKAMOTO —The New Tsukamoto of the Future—.” In the operating divisions, the basic policies of the Operating Headquarters are to “develop new business areas,” “improve operational efficiency,” and “improve inventory efficiency.” While taking thorough measures to protect employees’ health, we aim to enhance corporate value by fostering unity and resolving issues one by one as a team.」

「Although the operating environment remains challenging as described above, the Group will work to strengthen its management foundation under the medium-term management plan covering fiscal 2019–2021 by promoting efficient management, making effective use of management resources, and improving productivity.」

「Although the operating environment remains challenging as described above, the Group will work to strengthen its management foundation under the medium-term management plan covering fiscal 2019–2021 by promoting efficient management, making effective use of management resources, and improving productivity.」

「Although the operating environment remains challenging, the Group will work to strengthen its management foundation under the medium-term management plan covering fiscal 2019–2021 by promoting efficient management, making effective use of management resources, and improving productivity.」

「Under the medium-term management plan covering fiscal 2019–2021, the Group set target management indicators for the final year of consolidated net sales of ¥19.0 billion and consolidated ordinary income of ¥400 million. In April 2019, it merged 7 consolidated subsidiaries to promote efficient management and improve productivity through the effective use of management resources, foster greater unity across the Group under the new structure, and enhance corporate value. As a result, although performance progressed smoothly through the third quarter of fiscal 2019, the spread of the novel coronavirus from the fourth quarter onward had a greater-than-expected impact on the Group, and consolidated net sales fell slightly short of the target. Consolidated operating income, ordinary income, and net income attributable to owners of the parent also fell short of their targets.」

「During the third quarter of the current consolidated cumulative period, there were no significant changes to, or newly arising issues among, the business and financial matters that our group needs to address.」

「During the second quarter of the current consolidated cumulative period, there were no significant changes to, or newly arising issues among, the business and financial matters that our group needs to address.」

「Against this backdrop, in April of this year the Group absorbed 7 of its consolidated subsidiaries through mergers to promote efficient management and improve productivity through the effective use of management resources. To foster unity under the new structure and enhance corporate value by resolving issues one by one as a team, the Group formulated the medium-term management plan “Group 3-Year Plan” covering fiscal 2019–2021 and made a new start.」

「The Group formulated the medium-term management plan “Group 3-Year Plan” covering fiscal 2019–2021. In April 2019, it absorbed 7 of its consolidated subsidiaries through mergers to promote efficient management and improve productivity through the effective use of management resources. To foster unity under the new structure and enhance corporate value by resolving issues one by one as a team, the Group formulated the medium-term management plan “Group 3-Year Plan” covering fiscal 2019–2021 and made a new start. Target management indicators for fiscal 2021 (the fiscal year ending March 2022): consolidated net sales of ¥19.0 billion and consolidated ordinary income of ¥400 million.」

「During the third quarter of the current consolidated cumulative period, there were no significant changes to, or newly arising issues among, the business and financial matters that our group needs to address.」

「During the second quarter of the current consolidated cumulative period, there were no significant changes to, or newly arising issues among, the business and financial matters that our group needs to address.」

「Against this backdrop, the Group continues working to rebuild its management foundation by pursuing the evolution and enhancement of business value through establishing core businesses, rebuilding unprofitable businesses, and establishing new business areas, while enhancing Group management capabilities, reforming the workplace culture, and strengthening its financial strategy.」

「The Group formulated the medium-term management plan “Group 3-Year Plan” and set its target management indicators for fiscal 2018 (the fiscal year ending March 2019): consolidated net sales of ¥24.0 billion and consolidated ordinary income of ¥300 million.」

「Against this backdrop, the Group is in the second year of the current medium-term management plan covering 2016–2018. We have positioned 2016–2018 as a 3-year period for laying the foundation for greater revitalization and transformation, and will continue working to rebuild our management foundation.」

「Against this backdrop, the Group is in the second year of the current medium-term management plan covering 2016–2018. We have positioned 2016–2018 as a 3-year period for laying the foundation for greater revitalization and transformation, and will continue working to rebuild our management foundation.」

「This is the second year of the current medium-term management plan covering 2016–2018. We have positioned 2016–2018 as a 3-year period for laying the foundation for greater revitalization and transformation, and will continue working to rebuild our management foundation.」

「The basic strategies for the operating divisions were to “establish core businesses,” “rebuild unprofitable businesses,” and “establish new business areas.” We promoted the evolution and enhancement of business value and, to further strengthen our management foundation, implemented measures to “enhance Group management capabilities,” “reform the workplace culture,” and “strengthen our financial strategy.” As a result, operating income also improved and the plan is progressing smoothly.」

「Against this backdrop, the Group formulated a new medium-term management plan covering 2016–2018, with “Pursuing Tsukamoto Quality” as its basic policy. We have positioned 2016–2018 as a 3-year period for laying the foundation for greater revitalization and transformation, and are working to rebuild our management foundation.」

「Against this backdrop, the Group formulated a new medium-term management plan covering 2016–2018, with “Pursuing Tsukamoto Quality” as its basic policy. We have positioned 2016–2018 as a 3-year period for laying the foundation for greater revitalization and transformation, and will work to rebuild our management foundation.」

「Against this backdrop, the Group formulated a new medium-term management plan covering 2016–2018, with “Pursuing Tsukamoto Quality” as its basic policy. We have positioned 2016–2018 as a 3-year period for laying the foundation for greater revitalization and transformation, and will work to rebuild our management foundation.」

「The Group has formulated a new medium-term management plan covering the 2016–2018 fiscal years. We have positioned the 3-year period of this plan as a period for laying the foundation for greater revitalization and transformation, enabling the Group to continue operating into the future. Under the basic policy of “Pursuing Tsukamoto Quality,” we will work to rebuild our management foundation.」