Worth reading
39Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
Direction inferred from the company’s description.Scale
—
Displayed only when the document provides numerical figures.Wording
Definitive
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales0.0%
基準 500Target500Hundreds of millions of yen
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Investment amount by sectorField New store openings and renovations of existing stores / Amount Not disclosed, Field Large-scale investment to build logistics and the supply chain / Amount Not disclosed, Field DX and systems investment / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyDividend payout ratio target: 20% or more. Target period: Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01[1. Building an unparalleled supply chain]
02[2. Pushing beyond limits through the use of AI and digital technologies]
03[3. Health and productivity management and human resources development supporting sustainable growth]
04Proactive investment in digital technologies
05Fundamental transformation of store operations
06Activating human resources
07Obtaining and maintaining certification as a Health and Productivity Management Outstanding Organization
08Proactive measures to prevent illness and mental health care
09Expanding autonomous human resources development and career support
10Creating an internal environment where everyone can thrive
11Roadmap to 100% male parental leave uptake
12Expanding operations across the entire Kanto region
13Selecting store locations with profitability as the top priority
14Reaching a network of 180 stores in 2030
Plan assumptionsMutual prosperity with all stakeholders, Various challenges, including the advancing birthrate decline and population aging, population decline, worsening labor shortages, and logistics and environmental issues
Non-financial targetsIndicator name Store count / Target value 180 stores or more / Timing End of the fiscal year ending February 2030, Indicator name Percentage of men taking parental leave / Target value 100.0％ / Timing End of the fiscal year ending February 2030, Indicator name Percentage of Female Managers / Target value 10.0％ / Timing End of the fiscal year ending February 2030
Risks identified by the company
The advancing birthrate decline and population aging
Worsening labor shortages
Logistics and environmental issues
Reason for revision or withdrawal
We have added materials concerning the medium-term management plan. Please refer to the following pages for further details.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan: Belc Moves into a New Stage in 2030 |
| Plan period | From the fiscal year ending February 2025 to the fiscal year ending February 2030 |
| Progress against the plan | Partially revised |
| Sales Target | ¥500 billion or more → ¥500 billion or more |
| Payout ratio / DOE policy | Dividend payout ratio target: 20% or more. Target period: Not disclosed. |
| Investment amount by sector | Field New store openings and renovations of existing stores / Amount Not disclosed, Field Large-scale investment to build logistics and the supply chain / Amount Not disclosed, Field DX and systems investment / Amount Not disclosed |
| Non-financial targets | Indicator name Store count / Target value 180 stores or more / Timing End of the fiscal year ending February 2030, Indicator name Percentage of men taking parental leave / Target value 100.0％ / Timing End of the fiscal year ending February 2030, Indicator name Percentage of Female Managers / Target value 10.0％ / Timing End of the fiscal year ending February 2030 |
| Plan assumptions | Mutual prosperity with all stakeholders, Various challenges, including the advancing birthrate decline and population aging, population decline, worsening labor shortages, and logistics and environmental issues |
| Key initiatives | [1. Building an unparalleled supply chain], [2. Pushing beyond limits through the use of AI and digital technologies], [3. Health and productivity management and human resources development supporting sustainable growth], Proactive investment in digital technologies, Fundamental transformation of store operations, Activating human resources, Obtaining and maintaining certification as a Health and Productivity Management Outstanding Organization, Proactive measures to prevent illness and mental health care, Expanding autonomous human resources development and career support, Creating an internal environment where everyone can thrive, Roadmap to 100% male parental leave uptake, Expanding operations across the entire Kanto region, Selecting store locations with profitability as the top priority, Reaching a network of 180 stores in 2030 |
| Reason for revision or withdrawal | We have added materials concerning the medium-term management plan. Please refer to the following pages for further details. |
| Risks identified | The advancing birthrate decline and population aging, Worsening labor shortages, Logistics and environmental issues |
| Date of board resolution | 10 April 2026 |
| Publication date | 10 April 2026 |
Items this document does not state (12)
Operating profit targetOperating profit margin targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetResults under the previous planSize of the Target Market
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.To add materials concerning the medium-term management plan and provide further details.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.