Structural reform, growth, and organizational foundation strengthening under the Medium-Term Three-Year Management Plan

「The Group also achieved, one year ahead of schedule, the quantitative targets for the fiscal year ending March 2027, the final year of the medium-term management plan: operating revenue of ¥910 billion, operating profit of ¥27.2 billion, ordinary profit of ¥30 billion, and profit attributable to owners of the parent of ¥14 billion. Going forward, the Group will pursue its medium- to long-term quantitative targets.」

「During the six-month consolidated accounting period, the Japanese economy remained generally firm, supported by resilient employment and income conditions and the perception that the impact of US tariff policy would be limited. On the other hand, inflation continued due to the yen's depreciation and higher energy prices, while uncertainty remained over personal consumption against a backdrop of sluggish growth in real income.」

「As part of structural reform aimed at becoming a ¥1 trillion company and creating a culture of sustained growth, the Group launched a new three-year medium-term management plan in the current fiscal year with the strategic goal "Connect 2030—Connecting Products, Customers and Society." Under this new plan, the Group is advancing stronger holding company functions and expansion into the Kansai region, using four strategies as growth drivers: growth, profitability, sustainability and differentiation.」

「Under these conditions, in the final year of the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group advanced improvements in product strength by leveraging its manufacturing capabilities and the shift to destination stores with clear customer visit purposes.」

「In the final year of the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group advanced improvements in product strength by leveraging its manufacturing capabilities and the shift to destination stores with clear customer visit purposes. In the supermarket business, it proceeded with new store openings in the Kansai area and remodeling to further strengthen the fresh-food departments at small-format stores. In the drugstore business, it further strengthened its health and beauty department to meet demand from inbound visitors, which was showing signs of recovery, and for makeup and cosmetics, while actively adding pharmacies to existing stores. In the home improvement center business, it focused on developing private-label products to strengthen its earnings base, and successively opened new professional shops specializing in tools and materials, carried out full remodels of highly profitable existing stores, and remodeled individual departments.」

「Under these conditions, in the final year of the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group made further progress in improving product strength by leveraging its manufacturing capabilities and shifting to destination stores with clear customer visit purposes.」

「After completing the second year of the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group continued improving product strength by leveraging its manufacturing capabilities and shifting to destination stores with clear customer visit purposes. In October 2022, it also opened a new shopping center in Nakagawa Ward, Nagoya, Aichi Prefecture, bringing together a supermarket, home improvement center and drugstore on the same site.」

「Under these conditions, in the second year of the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group advanced improvements in product strength by leveraging its manufacturing capabilities and the shift to destination stores with clear customer visit purposes. In October 2022, it also opened a new shopping center in Nakagawa Ward, Nagoya, Aichi Prefecture, bringing together a supermarket, home improvement center and drugstore on the same site.」

「Under these conditions, in the second year of the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group advanced improvements in product strength by leveraging its manufacturing capabilities and the shift to destination stores with clear customer visit purposes.」

「Under these conditions, in line with the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group strengthened the foundations for a sustainable society, including through expanded installation of solar power generation equipment, while improving product strength by leveraging its manufacturing capabilities and shifting to destination stores with clear customer visit purposes.」

「Under these conditions, in line with the three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," the Group strengthened the foundations for a sustainable society, including through expanded installation of solar power generation equipment, while improving product strength by leveraging its manufacturing capabilities and shifting to destination stores with clear customer visit purposes.」

「Under these conditions, the Group launched a three-year medium-term management plan with the strategic goal "Connect 2030—Connecting Products, Customers and Society," and pursued the shift to stores with clear customer visit purposes, or "destination stores," while improving product strength by leveraging its manufacturing capabilities and seeking a sustainable society through initiatives addressing environmental and social issues.」

「As a result, the Group established the long-term management policies "Valor Group Vision 2030" and "Sustainability Vision 2030," looking ahead to 2030, and formulated the "Valor Group Three-Year Medium-Term Management Plan" to achieve them.」

「As the final stage of the three-year medium-term plan based on the basic policy of a "paradigm shift from the number of stores to product strength," the Group continued initiatives to improve product strength and shift to competitive formats.」

「Under these conditions, as the final stage of the three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength," the Group made further progress in improving product strength and shifting to competitive formats.」

「Under these conditions, as the final stage of the three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength," the Group made further progress in improving product strength and shifting to competitive formats.」

「Regarding progress in the second year of the three-year medium-term management plan, the Group focused, in line with the basic policy of a "paradigm shift from the number of stores to product strength," on shifting to competitive formats with a greater emphasis on merchandise.」

「Regarding progress in the second year of the three-year medium-term management plan, the Group focused, in line with the basic policy of a "paradigm shift from the number of stores to product strength," on shifting to competitive formats with a greater emphasis on merchandise. It remodeled and relocated existing supermarkets and expanded merchandise and functions in the drugstore business in line with local market characteristics. It also integrated the home improvement center business through a share exchange between 株式会社ホームセンターバロー and アレンザホールディングス株式会社, effective 1 April 2019, and stepped up initiatives to create synergies.」

「Under these conditions, in the second year of the three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength," the Group focused on shifting to competitive formats with a greater emphasis on merchandise. In the supermarket business, it remodeled and relocated existing stores to strengthen fresh foods, while in the drugstore business it expanded merchandise and functions in line with local market characteristics. In the home improvement center business, it integrated the business through a share exchange between 株式会社ホームセンターバロー and アレンザホールディングス株式会社, effective 1 April 2019, and stepped up initiatives to create synergies.」

「Under these conditions, in the second year of the three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength," the Group focused on shifting to competitive formats. In the supermarket business, it continued to strengthen fresh foods and remodel existing stores, while in the drugstore business it expanded merchandise assortments and functions in line with local market characteristics. In the home improvement center business, it integrated the business through a share exchange between 株式会社ホームセンターバロー and アレンザホールディングス株式会社, effective 1 April 2019, and began initiatives to create synergies.」

「Under these conditions, the Group executed a three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength." The three main businesses tasked with improving store profitability focused on shifting to competitive formats. The supermarket and home improvement center businesses, which proceeded with remodeling existing stores, improved their gross profit margins, particularly in the strengthened divisions, while the drugstore business maintained strong sales and reduced its expense ratio, contributing to improved consolidated results. The Group also accelerated the opening of fitness gyms in its sports club business to establish a new growth axis.」

「Under these conditions, the Group executed a three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength." The three main businesses tasked with improving store profitability focused on shifting to competitive formats. The supermarket and home improvement center businesses improved their gross profit margins, particularly in the strengthened divisions, while the drugstore business maintained strong sales and reduced its expense ratio, contributing to improved consolidated results. The Group also accelerated the opening of fitness gyms in its sports club business to establish a new growth axis.」

「Under these conditions, the Group launched a new three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength." To shift to competitive formats, the Group focused on remodeling in its supermarket business and relocations in its drugstore business, while accelerating the opening of fitness gyms in its sports club business to establish a new growth axis. Among the three main businesses tasked with improving store profitability, the supermarket and home improvement center businesses, which saw sales recover through the second quarter, improved their gross profit margins, while the drugstore business, where strong sales continued, reduced its expense ratio, contributing to an improvement in consolidated results.」

「Under these conditions, the Group launched a new three-year medium-term management plan based on the basic policy of a "paradigm shift from the number of stores to product strength." To shift to competitive formats, the Group focused on remodeling in its supermarket business and relocations in its drugstore business, while accelerating the opening of fitness gyms in its sports club business to establish a new growth axis.」

「Having determined that expanding the number of stores under the traditional store-development model would not increase corporate value, the Group's three-year medium-term management plan covering the three fiscal years from the fiscal year ending March 2019 through the fiscal year ending March 2021 sought to redesign the value stores should provide while also improving the systems that have supported them, thereby building a foundation for future growth.」

「Under these conditions, in the final year of the three-year medium-term management plan, the Group pursued structural reform by strengthening existing supermarkets and promoting efficient use of infrastructure, developed growth drivers by expanding the scale of its drugstore and home improvement center businesses, and strengthened its organizational foundation to promote the growth of operating companies and stronger governance.」

「Under these conditions, in the final year of the three-year medium-term management plan, the Group pursued structural reform by strengthening existing supermarkets and promoting efficient use of infrastructure, developed growth drivers by expanding the scale of its drugstore and home improvement center businesses, and strengthened its organizational foundation to promote the growth of operating companies and stronger governance.」

「Under these conditions, in the final year of the three-year medium-term management plan, the Group pursued structural reform by strengthening existing supermarkets and promoting efficient use of infrastructure, developed growth drivers by expanding the scale of its drugstore and home improvement center businesses, and strengthened its organizational foundation to promote the growth of operating companies and stronger governance.」

「The Group is also working to achieve the Valor Group Three-Year Medium-Term Management Plan, whose final fiscal year is the fiscal year ending March 2018. With the three gears set out in its management strategy as its pillars, the Group will improve management efficiency and establish a foundation for its next phase of growth.」

「Under these conditions, in the second year of the three-year medium-term management plan, the Group pursued structural reform by strengthening existing supermarkets and promoting efficient use of infrastructure, developed growth drivers by expanding the scale of its drugstore and home improvement center businesses, and strengthened its organizational foundation to promote the growth of operating companies and stronger governance.」

「Under these conditions, in the second year of the three-year medium-term management plan, the Group pursued structural reform by strengthening existing supermarkets and promoting efficient use of infrastructure, developed growth drivers by expanding the scale of its drugstore and home improvement center businesses, and strengthened its organizational foundation to promote the growth of operating companies and stronger governance.」

「Under these conditions, in the second year of the three-year medium-term management plan, the Group pursued structural reform centered on its supermarket business, expanded the scale of its drugstore and home improvement center businesses as growth drivers, and strengthened its organizational foundation.」

「In the first year of the three-year medium-term management plan, the Group pursued structural reform centered on its supermarket business, expanded the scale of its drugstore and home improvement center businesses as growth drivers, and strengthened its organizational foundation in connection with the transition to a holding company structure.」