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2762
SANKO MARKETING FOODS CO.,LTD.
2026-10-22
Ensuring Adequate Working Capital
2026-10-22
Risk of share dilution from a large-scale third-party allotment
2026-09-25
Strengthening Governance Through the Executive Officer System and Outside Officers
2026-09-24
Enhancing Brand Value and Individual Store Performance
2026-09-24
Development of New Core Business Formats
2026-09-24
Adapting business formats, stores, products and services to market and competitive conditions
2026-09-24
Redefining Existing Business Formats and Adapting to Local Markets
2026-09-24
Store Portfolio Restructuring Through Openings, Format Changes, and Closures
2026-09-24
Recovery in Operating Profit, Ordinary Profit and Net Income
2026-09-24
The Challenging Business Environment Driven by Labor Costs, the Burden of Higher Prices and Intensifying Competition
2026-09-24
Risk of impairment losses on store assets
2026-09-24
Risk of Contraction in the Food-Service Market
2026-09-24
Long-Term, Stable Dividends and Return of Profits
2026-09-24
Enhancing shareholder value, transparency, and timely disclosure and investor relations
2026-09-24
Risk Management Committee and Crisis Management Headquarters
2026-09-24
13 new store openings from July 2016 through June 2017
2026-09-24
Stable Profit Generation at Existing Stores
2026-09-24
Medium-Term Operating Margin on Sales of 5% or More
2026-09-24
Transforming the business structure, systems and organizational culture for a leap forward three years from now
2026-09-24
Conversion to Support Centers and Review of Business Processes, Operating Structures and Systems
2026-09-24
Concentration of Resources on Core Brands and Restructuring of Business Formats and Stores
2026-09-24
Addressing take-home meal demand through takeout
2026-09-24
Low-investment store expansion through contracted operations
2026-09-24
Significant Events and Uncertainties Concerning the Going Concern Assumption
2026-09-24
Risk to restaurant visits, operations and business performance from COVID-19
2026-09-24
Review of the Procurement and Logistics Structure through Direct Partnerships with Production Regions
2026-09-24
Company-wide Cost Reduction and Personnel Expense Cuts
2026-09-24
Building Revenue Pillars Outside the Food-Service Business
2026-09-24
Vertical integration through the acquisition of a seafood intermediate wholesaling and processing company as a subsidiary
2026-09-24
Sustainable Growth and Enhancement of Corporate Value as a Comprehensive Food Producer
2026-09-24
Risks to the fisheries business from changes in fisheries resources, demand and the distribution structure
2026-09-24
Reducing Environmental Impact by Maximizing the Use of Marine Resources
2026-09-24
Human Capital Targets for Women’s Representation and Average Monthly Overtime Hours
2026-09-24
Strengthening Sales Channels and Logistics Through a Capital and Business Alliance with a Chiba Market Wholesaler
2026-09-24
Diversifying the revenue portfolio through expansion into everyday-food formats
2026-09-24
Financing through the 3rd Series Bonds with Stock Acquisition Rights and the 8th Series Stock Acquisition Rights
2026-09-03
Execution of the business transfer for “うどん 038”
2026-08-14
Expansion of Akamaruya
2026-08-14
Risks Related to Lease Agreements and Deposits for Leased Properties
2026-06-11
Changes to the Shareholder Benefit Program
2026-06-04
Ensuring Flexibility in Capital Policy Through a Reduction of Capital Stock and Capital Reserve
2026-05-15
Experimentation and Validation of New Business Formats
2026-05-15
IT-Related System and Information Security Risks
2026-05-15
Capital Raising through a Private Placement
2026-05-15
Export of Fishery Resources to Overseas Growth Markets and Establishment of SANKO INTERNATIONAL
2026-02-13
Covering Accumulated Deficits Through a Reduction in Capital Reserve
2026-02-13
Transition to Consolidated Financial Statements Following SANKO海商 Becoming a Subsidiary
2026-02-13
Expansion of Japanese restaurants by a Vietnamese joint venture
2026-02-13
Financing through the 1st Unsecured Corporate Bonds and 7th Stock Acquisition Rights
2026-02-13
SNS marketing partnership with Carry On Co., Ltd. and expansion of restaurants attached to fresh fish shops
2026-02-13
Fresh Produce and Seafood Network Partnership with 株式会社大治
2025-02-13
Recruitment and training of talent and dissemination of corporate philosophy
2025-02-13
Succession and operation of 10 stores in large-scale commercial facilities in the Tokai area
2025-02-13
Financing through the 2nd Series of Bonds with Stock Acquisition Rights and the 6th Series of Stock Acquisition Rights
2024-09-27
Food Procurement Risk Arising from Epidemics, Extreme Weather, and Natural Disasters
2024-09-27
Abrupt Changes in Economic Conditions
2024-09-27
Strong performance across the overall food-service market, while izakaya sales fell below the previous year
2024-09-27
Flexible Funding Through Stronger Relationships with Financial Institutions
2024-09-27
Political, Economic and Foreign Exchange Risks Associated with the Expansion of Overseas Operations
2024-02-13
Capital Raising through the 5th Stock Acquisition Rights
2023-09-29
Development of Candidates for Senior Management Positions
2023-09-29
Strengthening and Maintaining Hygiene Management Systems
2023-09-29
Food safety risks, including ingredient labeling and traceability
2023-09-29
Food Safety Incident Risk at Operating Stores
2023-09-29
Risk of tighter regulation of the food-service industry
2023-09-29
Use of Retained Earnings for Business Expansion and Capital Investment
2023-09-29
Compliance Framework Based on Internal Regulations, Hotline and Internal Audit
2023-09-29
Ensuring Food Safety through the Quality Control Committee
2023-09-29
Linkage between the Medium-Term Management Plan and Annual Action Plans
2023-09-29
Shift away from a high-fixed-cost profit-and-loss structure
2023-09-29
Risk of Expanded Social Insurance Coverage for Part-Time Employees
2023-09-29
Trademark Infringement and Business Format Name Management Risk
2023-09-29
Risk of reputational damage on social media and the internet
2023-09-29
Licensing Expansion of Tokyo Chikara Meshi in Hong Kong and Other Asian Markets
2023-09-29
Application of the Accounting Standards for Revenue Recognition and Fair Value Measurement, etc.
2023-09-29
Risks of Contingent Liabilities and Failure to Meet Business Plans After M&A
2023-09-29
Executive Compensation Structure Focused on Enhancing Corporate Value over the Medium to Long Term
2023-09-29
Change in independent auditor
2023-09-29
Capital Raising Through the First Series Bonds with Stock Acquisition Rights
2023-09-29
Oversight of Sustainability Issues by the Board of Directors and Management Committee
2023-09-29
Total support services through the group-wide integration of cleaning operations
2022-11-14
Change to the Straight-Line Method for Depreciating Property, Plant and Equipment
2022-02-14
Infection-Preventive Store Operations Aligned with the “New Lifestyle”
2022-02-14
Capital injection through the 4th Series of Stock Acquisition Rights
2021-02-12
Strengthening customer acquisition through the Kin no Kura restaurant app
2021-02-12
Switching to Logistics Centers That Use Shared Delivery
2020-11-13
Improving the Cash Position through the Sale of Owned Real Estate
2020-11-13
Use of Government Emergency COVID-19 Response Loans
2020-09-30
Introducing Restricted Stock Compensation
2020-09-30
Environmental measures for food packaging, straws and other items
2020-06-11
Transformation to Store-Led Management
2020-06-11
Introduction of a Decentralized Organizational Structure by Business Format
2019-11-14
Organizational Culture Transformation Through Headquarters Relocation and Free-Address Seating
2019-11-14
New Brand Expansion Through Business Alliances with External Companies
2019-11-14
Independent Employee Operation Through a Low-Investment, Small-Format Model
2019-05-14
Reducing Employee Burden and Improving Productivity by Shortening Store Hours
2019-05-14
Development of Store Infrastructure to Accommodate Inbound Visitors and the Shift to Cashless Payments
2018-09-25
Natural disaster risk associated with the concentration of station-front stores in the Tokyo metropolitan area
2016-09-23
Management Integration Through Merger with a Wholly Owned Subsidiary
2764
Hiramatsu Inc.
2026-10-30
Business strengthening based on the Medium-Term Management Plan "Hiramatsu's New Challenge"
2026-10-30
Pursuing Higher Value Added (Brand Strength) Across All Business Segments
2026-09-11
Enhancing Competitiveness through the Renovation and Rebranding of Existing Stores
2026-09-01
Growth through Food-Service M&A via HRMI
2026-09-01
Adding a Western confectionery business and expanding the retail business
2767
TSUBURAYA FIELDS HOLDINGS INC.
2026-09-02
Strengthening Gaming-Machine Product Appeal through IP
2026-09-02
Balanced Product Lineup of Smart Pachinko, Smart Pachislot and Non-Smart Machines
2026-07-27
Medium- to Long-Term Growth Strategy Centered on IP
2026-07-27
Circular Cross-Media Expansion of IP
2026-07-27
Acquisition, Ownership and Creation of IP and Maximization of Its Value
2768
Sojitz Corporation
2026-10-30
Transition to a Growth Trajectory Under Medium-Term Management Plan 2017
2026-10-30
Approximately ¥300 Billion in Investments and Financing Over the Three Years of the Medium-Term Management Plan
2026-10-30
Expanding and creating earnings streams by strengthening non-resource businesses
2026-10-30
Improving Financial Soundness and Asset Efficiency Through Ongoing Asset Rotation
2026-10-30
Execution of Specific Investments in Automotive, Aviation, Infrastructure, Retail and Other Sectors
2769
Village Vanguard CO.,LTD.
2026-10-13
Delivering the Joy of Shopping Through Original Store Spaces
2026-10-13
Material Doubt Regarding the Going Concern Assumption
2026-10-13
Risk of Excess and Slow-Moving Inventory from Store Staff Ordering
2026-10-13
Impairment Risk from an Increase in Unprofitable Stores
2026-10-13
Risk of Losses Associated with Store Relocations and Closures
First page
Next
2026-08-13
First-quarter revenue and profit declines and lower profit margins
2026-08-13
Soaring Raw Material Costs
2026-08-13
Upfront burden of new-opening costs
2026-08-13
Increase in Interest-Bearing Debt
2026-08-13
Improving the Equity Ratio and Strengthening the Financial Position
2026-08-13
Restrictions on Restaurant Operations Due to Labor Shortages and Work-Style Reforms
2026-08-13
Upward Revision to the Full-Year Earnings Forecast
2026-08-13
Recovery trend in wedding bookings and existing restaurants
2026-08-13
Improving Bridal Venue Visits, Conversion Rates and Average Spend per Wedding
2026-08-13
Diversifying Revenue Through Brand and Know-How Licensing
2026-08-13
Transition to an operating management contract (MC) model following the transfer of hotel assets
2026-06-30
Strengthening the Financial and Business Foundations through a Capital and Business Alliance with Maruhan Taiheiyo Club
2026-06-26
Enhancing staffing and talent for new hotel and restaurant openings
2026-06-26
Shareholder returns through dividends
2026-06-26
Recognition of impairment losses
2026-06-26
Attracting Affluent Foreign Customers and Globalization
2026-06-26
Emphasis on Compliance and Establishment of Corporate Governance
2026-06-26
Decrease in Cash and Cash Equivalents Due to Investing and Financing Outflows
2026-06-26
Increase in Outside Directors and Use of Their Expertise
2026-06-26
Rebuilding Internal Controls through an Emergency Response Headquarters
2026-06-26
Recovery in Hotel Demand Driven by Go To Travel and the Shift to Domestic Travel
2026-06-26
Capturing New Wedding Demand and Shifting to a Lifetime Value Business
2026-06-26
New 3-Year Medium-Term Management Plan to Turn Operating Cash Flow Positive and Achieve ¥1 Billion in Operating Profit
2026-06-26
Establishment of a Sustainability Committee and Identification of Materiality
2026-06-26
Calculation of CO2 Emissions and Development of an Energy-Saving and Emissions-Reduction Roadmap
2026-06-26
Diversity & Inclusion and Promotion of Women’s Advancement
2026-06-26
Opening of the New Ebisu Store (tentative name)
2026-06-26
FY2030 Financial Targets under the Medium-Term Management Plan 2030
2026-05-14
Ensuring flexibility and agility in capital policy through a reduction in capital
2025-11-14
Demand Decline Due to the Kumamoto Earthquake, Yen Appreciation and Other Factors
2025-11-14
Disclosure of a Single Segment for the Restaurant Business and Other Operations
2025-11-14
Strengthening proactive investment for medium- to long-term growth as temporary costs
2025-11-14
Optimizing Management Resources through Selection and Concentration and Personnel Reallocation
2025-11-14
Fundraising through bonds and bonds with stock acquisition rights
2024-11-14
Expansion of the Hotel Business and Opening of New Hotels
2024-11-14
Improving Asset Efficiency Through the Sale of Fixed Assets
2024-11-14
Creating the “Restaurants Where Guests Stay” Market
2024-11-14
Steady growth in corporate demand for parties and business entertainment
2024-11-14
Closure of 2 stores amid worsening external conditions
2024-11-14
Strengthening Sales and Marketing Operations to Respond to Changing Customer Needs
2023-11-14
Natural disaster risk at stores and the head office location
2023-11-14
Financial Covenant Breach and Going-Concern Risk Due to Deterioration in Financial Condition
2023-11-14
Risk of temporary suspension of operations and declining demand due to COVID-19
2023-11-14
Maximizing peak-time customer traffic through a review of seating capacity and table layouts
2023-11-14
Departure of Director and COO and Change in Position of Director and CFO
2023-08-14
Cancellation of Store Equipment Plan and Change in Scheduled Completion Date
2023-08-14
Exclusive business partnership with the "Philippe Mill" brand
2023-08-14
Discussions on Renewing Agreements with Financial Institutions and Continuing Transactions
2023-08-14
Redefining Restaurant Concepts and Fostering Teamwork
2023-08-14
Financial Stabilization Through a Capital Subordinated Loan
2023-06-23
Establishment of a Governance Committee Centered on Independent Outside Directors
2023-06-23
Granting Stock Options to Directors and Employees
2023-06-23
Advertising and promotional investment to strengthen the brand
2023-06-23
Policy of making corporate social responsibility the highest management priority
2023-06-23
Discounts and Other Benefits under the Shareholder Benefit Program
2023-06-23
Underestimation of the Investment Recovery Plan and Overinvestment
2023-06-23
Recognition of a Loss Due to the Reversal of Deferred Tax Assets
2023-06-23
Preventing the Spread of Infection and Responding to Reopening Under the “Hiramatsu Standard”
2023-06-23
Company-wide CRM and loyalty initiatives leveraging a membership base of approximately 200,000
2023-06-23
Application of the accounting standard for revenue recognition
2023-06-23
Business Risks from Climate Change and Environmental Impact
2023-06-23
Expansion into Training and Consulting Services
2022-06-24
Risks Related to Continuing Partnership Agreements with Overseas Chefs and Brand Damage
2022-06-24
Risk of Personal Information Leaks Involving Customers and Others
2022-06-24
Risk of Changes in Legal Regulations, Including Food Safety, Labor and Fire Safety
2022-02-14
Application of accounting standards for fair value measurement
2021-11-12
Transformation Support and Development Funding through a Business Alliance with Advantage Advisors
2021-08-13
Change in independent auditor
2021-06-29
First Expansion into Kyoto and Opening of a Japanese and French Restaurant at Kodaiji
2021-06-29
Material Deficiencies in Internal Controls Relating to Related-Party Transactions and Inter-Store Profit and Loss Transfers
2021-06-29
Correction of Prior-Period Financial Results and Annual Securities Reports, etc.
2021-03-05
Litigation and Related Contract Disputes Involving ひらまつ総合研究所
2020-08-14
Securing Working Capital Funding Capacity through Overdraft Agreements
2020-08-14
Recording Fixed Costs During Temporary Closure as COVID-19-Related Extraordinary Losses
2020-02-14
Reviewing Investment Recovery Plans and Preventing a Recurrence of Excessive Investment
2020-02-14
Sales Recovery at Low-Priced Restaurants
2019-11-14
Introduction of Regular Closing Days in Response to Work-Style Reform
2019-06-25
Shareholder Returns and Capital Policy through Share Repurchases
2019-06-25
Achieving net sales of ¥15 billion and an ordinary profit margin of 18% in five years
2018-06-22
Sale of fixed assets in connection with the capital and business alliance with NTT Urban Development
2017-06-23
Special Service Payment upon Founder’s Departure
2017-06-23
Strategic Placement of Regional Flagship Stores and Securing Trading Areas in Untapped Regions
2026-07-27
Transforming the Profit Structure through an Integrated Planning, Development, Manufacturing and Sales System
2026-07-27
Shareholder Focus, Increased Corporate Value and Optimal Allocation of Management Resources
2026-07-27
First-Quarter Revenue Decline and Wider Losses
2026-07-27
Three-Year Medium-Term Management Plan from the Fiscal Year Ending March 2018
2026-07-27
Strengthening the Gaming-Machine Distribution Platform and Expanding the Product Range
2026-07-27
Expansion of the name and business scope from the PS Business to the Amusement Equipment Business
2026-07-27
Projects commemorating the 60th anniversary of the launch of the Ultraman series
2026-07-27
Developing Japan’s Content Market and Building New Business Models
2026-07-27
Strengthening the business foundation in the Chinese market and maintaining and expanding earnings
2026-06-30
Strengthening the corporate governance framework
2026-06-16
Corporate Philosophy: “The Best Leisure for Everyone”
2026-06-16
Transformation from a Pachinko and Pachislot Distributor into an IP Company
2026-06-16
Concentrating Investment in Leading IP and Accelerating Global Expansion
2026-06-16
Earnings Volatility Resulting from the Media Suitability and Trends of Individual IP
2026-06-16
Rights-Clearance and Revenue-Securing Risks in the Multi-Platform Deployment of IP
2026-06-16
IP Infringement, Infringement of Third-Party Rights and Litigation Risk
2026-06-16
Recruiting and Developing Human Capital as a Growth Asset
2026-06-16
Reputational and Earnings Risk from Compliance Violations
2026-06-16
Risk of Leaks of Confidential and Personal Information
2026-06-16
Strengthening Information Security and Ensuring Rigorous Information Management
2026-06-16
Impairment Risk for Property, Plant and Equipment, Goodwill and Investment Securities
2026-06-16
Group-Wide Internal Controls and Audit Coordination
2026-06-16
Company-Wide Risk Management Framework
2026-06-16
Guarantee Risk Related to Gaming-Machine Sales Proceeds and Third-Party Borrowings
2026-06-16
Transition to IP portfolio management
2026-06-16
Expansion into New Technology Areas Including VR, AI, MR and 5G
2026-06-16
Maintaining Cash and Cash Equivalents of at Least ¥20 Billion
2026-06-16
Risk from the Introduction or Amendment of Accounting Standards, Tax Rules and Other Requirements
2026-06-16
Holding Cross-Shareholdings Only to the Necessary Minimum and Reviewing Them Based on the Cost of Capital
2026-06-16
Director Compensation Reflecting Annual Performance, Sustainable Growth and Medium- to Long-Term Corporate Value
2026-06-16
DX Transformation of the Gaming-Machine Business Process
2026-06-16
Basic Policy Treating Sustainability as a Key Management Issue
2026-06-16
Identifying Climate-Change Risks and Opportunities and Preparing for Disclosure
2026-06-16
Visualizing and Preparing to Disclose Human-Capital Targets and Results
2026-06-16
Promoting Women’s Advancement and Diversity and Disclosing the Gender Pay Gap
2026-06-16
Disaster Response Manuals, BCP and Employee Safety-Confirmation Systems
2026-06-16
The Ultraman Card Game Business with a Global Rollout in Mind
2026-06-16
Inventory Adjustments and Revenue-Decline Risk for Existing Card Games
2026-06-16
Transition to a company with an Audit and Supervisory Committee and separation of oversight from execution
2026-06-16
Establishing the Company as an IP Growth Platform Provider
2026-06-16
Risk of Integrating Multiple Growth Initiatives and Allocating Management Resources
2026-06-16
Risk of Lower Profitability from Falling Short of Product Development and Sales Plans
2026-06-16
Supply-Chain Disruption, Quality and Supply Risks from In-House Planning, Manufacturing and Overseas Expansion
2026-06-16
Risk of Delayed AI and DX Investment and Inadequate Use Controls
2026-06-16
Risk of Excessive Dependence on Specific Officers or Personnel
2026-06-16
Business-Continuity Risk from Major Disasters, Conflicts and Infectious Diseases
2026-06-16
Building an AI-Use Framework through Training and Internal Rules
2026-05-21
Decline in demand due to changes in consumer preferences, the economic environment and regulations
2026-05-21
Underperformance and Impairment Risk Related to Partnerships, Investments and Acquisitions
2025-11-07
Company-Wide Cost Awareness and Constructive Business Review
2025-11-07
Progress in Line with the Original Consolidated Earnings Forecast
2025-11-07
Strategic Investment, Business Partnerships and Maximization of Group Corporate Value by the Holding Company
2025-11-07
Expanding Sales Channels through Overseas E-Commerce
2025-06-17
Creating and Nurturing New Services and Businesses
2025-06-17
Legal and Voluntary Industry Regulations and Market-Environment Risks in the Gaming-Machine Industry
2025-06-17
Compliance Framework, Training and Internal Audit
2025-06-17
Risk of Sales Delays Due to Insufficient Product Appeal or Failure to Agree on Sales Timing
2025-06-17
Recovery in Total PS-Market Sales and Outlook for 2 Million Units
2025-06-17
Medium- to Long-Term Incentives for Officers and Employees through Stock Options
2024-11-14
Animation and IP Activation Using Cutting-Edge Technology
2024-11-14
Increasing IP Awareness and Maximizing Value through Film and Television
2024-11-14
Global Film Production in Collaboration with SVOD Providers
2024-11-14
Domestic and Southeast Asian expansion of live entertainment
2024-11-14
Long-Term Vision of Bringing Joy and Happiness to People Worldwide through Hero IP
2024-02-13
Monetization through Multi-Platform Expansion into Games and Mobile Services
2024-02-13
Permanent Ultraman Areas at Shanghai Ocean Park
2024-02-13
Growing demand for high-quality, attractive leisure activities in the post-COVID-19 era
2024-02-13
Recovery in Visitor Arrivals and Inbound Consumption
2024-02-13
Risk of a Global Economic Downturn and Logistics Disruptions from Geopolitical Shocks
2023-11-14
Healthy Development of the Gaming-Machine Industry and Provision of Highly Entertaining Products
2023-11-14
Risk of Business Closures, Lower Demand and Sales Delays Due to COVID-19
2023-08-10
Mainstreaming of anime films in Japan’s domestic film market
2023-06-21
Market Consolidation through Larger, Consolidated Parlors and M&A
2023-06-21
Decline in Group Headcount Following Business Restructuring
2023-06-21
Supply and Procurement Risk from the Global Semiconductor Shortage
2023-02-14
Financial-Covenant Risk under Syndicated Loan Agreements
2023-02-14
A Business Structure Less Dependent on Gaming Machines and Resilient to Market Changes
2023-02-14
Liquidity Risk Leading to Payment Default
2023-02-14
Risk of Valuation Losses on Gaming-Machine Inventories and Advances for Merchandising Rights
2022-11-09
Transition to a holding company structure (incorporation-type company split scheduled for 3 October 2022)
2022-08-08
Application of the revenue recognition standard from the fiscal year ending March 2022
2022-06-22
Concentrating Major Titles in the Year-End and New-Year Sales Season
2022-06-22
Earnings Targets for the Fiscal Years Ending March 2018 through March 2020
2022-06-22
Promoting the New-Era Information Platform Pachinko and Pachislot Information Station
2022-06-22
Launch of the used pachinko machine marketplace website "ぱちんこ.com"
2022-02-10
Development of the Online Immersive Live Attraction “INTO THE STORY”
2022-02-10
Development and Commercialization of the “KSIN” 3D Avatar-Based Remote Customer Service
2021-08-06
Gaming Machine Distribution through Agency and Intermediary Sales
2021-06-16
Risks Inherent in New Businesses and the Risk of Falling Short of Plans
2021-06-16
Risk Related to Recruiting, Developing and Retaining Capable Personnel
2021-06-16
Risk of Exhaustion of High-Quality IP
2021-06-16
Plan to Return to Profitability for the Fiscal Year Ending March 2021
2021-06-16
Changes in the Demographics of Amusement Machine Users
2021-02-12
Outlook for Consolidated Operating Profit of at Least ¥2 Billion in the Following First Quarter
2020-11-13
Infection-Prevention and Business-Continuity Measures for COVID-19
2020-08-07
Expanding Distribution Channels for Web-Marketing Tools for Parlors
2020-08-07
CG-Video Solutions through the Establishment of Virtual Line Studio
2020-06-17
Risk of Losing Competitive Advantage across Diverse Business Areas
2020-06-17
Faster Decision-Making through the Executive Officer System and Delegation of Authority
2020-06-17
Severing ties with antisocial forces
2020-06-17
Centralized Management of Excess Funds and Improved Cash Efficiency through CMS
2020-06-17
Addressing Unexpected Funding Needs through a Commitment Line Agreement
2020-02-14
Total Workout's Tokyo Expansion and Subscription-Based Health Services
2020-02-14
Expansion of VOD Services for Asian TV Dramas
2019-02-13
Incorporating Gaming-Machine Development and Manufacturing Capabilities through the Acquisition of Cross Alpha
2019-02-13
Removal of Heroes Co., Ltd. from the Equity-Method Scope Following the Sale of Its Shares
2018-11-13
Business Restructuring through the Termination of the Mizuho Joint Venture and Sale of Equity Interests
2018-08-10
Expansion of the business domain from the amusement machine sales market to the comprehensive market
2018-06-20
Consolidated Dividend Payout Ratio of at Least 20%
2018-06-20
Insufficient Marketing and Internal Infrastructure to Overcome Tighter Regulations
2017-11-13
Expanding the Domestic E-Book Platform and Accelerating Distribution in China
2017-11-13
Rebuilding Internal Systems through Cloud Migration and Other Measures
2017-08-08
Creating IP Originating from Monthly Heroes
2017-08-08
IP Planning Combining Reboots with Cross-Media Expansion
2017-06-21
Using Retained Earnings to Strengthen the Financial Base and Fund Growth Investments
2017-06-21
Prospects for Expansion of the SVOD and Other Video-Streaming Markets
2017-06-21
Accelerating New-Market Development in Licensing
2017-06-21
Steady Performance of the Social-Gaming Market
2017-06-21
Launching New Game Titles during the Fiscal Year
2017-06-21
Higher Production Costs and Lower Profitability on Major Film Projects
2017-06-21
IP Marketing Office and an IP-Specific ROI Management Framework
2016-11-09
Decline of the Print-Media Market and Expansion of the E-Book Market
2016-11-09
Expansion of the Live-Entertainment Market
2016-11-09
Creating a New Live-Entertainment Genre through AKB48 Shows at Theme Parks
2016-08-08
Developing New Licensing Businesses such as “A MAN of ULTRA”
2026-10-30
Stable, Consistent Dividends and the Effective Use of Retained Earnings
2026-10-30
Changes in Investment Value and Risk That Investments Cannot Be Recovered
2026-10-30
Emergence of Impairment Risk for Property, Plant and Equipment
2026-10-30
Funding Constraints Caused by Financial Market Turmoil and Credit Rating Declines
2026-10-30
Selective business transactions through withdrawal from low-margin transactions
2026-07-31
Reorganization from a structure comprising 4 divisions and 9 headquarters to a 9-headquarters structure
2026-07-31
Maintaining a Stable Funding Structure and Sufficient Liquidity on Hand
2026-07-31
Equity attributable to owners of the parent: ¥579.1 billion; equity ratio: 24.9%; net interest-bearing debt multiple: 1.15x
2026-06-30
Integrated Risk Management and Risk Asset-Based Management
2026-06-30
Faster Decision-Making and Oversight Through the Separation of Management and Execution
2026-06-30
Incorporating External Perspectives Through Multiple Outside Directors and Outside Audit & Supervisory Board Members
2026-06-30
Annual Analysis and Evaluation of Board Effectiveness
2026-06-30
CSR Focused on Supply Chains, Climate Change and Emerging-Market Development
2026-06-30
Promoting Women’s Advancement and Increasing the Number of Women in Management
2026-06-30
Global Talent Development through Foreign-National Recruitment and Overseas Assignments
2026-06-30
Constructive Dialogue with Shareholders and Reflection of Their Views in Management
2026-06-30
Review of Strategic Shareholdings Held to Maintain and Strengthen Business Relationships
2026-06-30
社長後継者育成計画による経営陣のサクセッション管理
2026-06-09
Targets for ROA, ROE, net debt-to-equity ratio and dividend payout ratio
2026-06-09
Sustaining Profit Attributable to Owners of the Parent at ¥50 Billion or More and Reaching ¥60 Billion or More in the Final Year
2026-06-09
Growth driven by both trading and investment and lending
2026-06-09
Early Promotion and a Personnel System Linked to Roles and Performance
2026-06-09
Earnings Deterioration Due to Slower Growth in Emerging Markets and Falling Commodity Prices
2026-06-09
Risks associated with fluctuations in foreign exchange rates, interest rates, commodity prices and securities prices
2026-06-09
Credit Risk Associated with Extending Credit to Numerous Counterparties
2026-06-09
Risks arising from political, economic, and legal and regulatory changes in countries and regions
2026-06-09
Risk of Environmental, Occupational Health and Safety, and Human Rights Issues
2026-06-09
Risks Related to a Broad Range of Laws, Regulations and Litigation
2026-06-09
Business Interruption Risks Caused by Information Security Incidents and Natural Disasters
2026-06-09
Global and diversified general trading company business
2026-06-09
Share Repurchase to Address Share Supply and Demand as Strategic Shareholdings Are Reduced
2026-06-09
Creating Innovation Through Startup Investment
2026-06-09
Risk of an Economic Slowdown Due to Semiconductor Shortages, Supply Chain Disruptions and Inflation
2026-06-09
Segment-Level Capital Efficiency Management Using CROIC and the Value Creation Line
2026-06-09
Scope 1 and Scope 2 reductions and net zero by 2050
2026-06-09
Transforming Business Models, Talent and Business Processes through DX
2026-06-09
Talent strategy centered on diversity, challenge and growth, and dynamic talent KPIs
2026-06-09
Risk of quality issues arising from the expansion of business areas
2026-06-09
Flood and Water Risks and Asset Impacts at Southeast Asian Sites
2026-06-09
Risk Assessment and On-Site Due Diligence in the Seafood Supply Chain
2026-06-09
Risks of Delayed Responses to AI and Technological Innovation and Inadequate AI Governance
2026-06-02
Halving of thermal coal interests and suspension of new coal-fired power generation
2026-05-01
Establishing a Stable Earnings Base Less Susceptible to Market Fluctuations
2026-05-01
A philosophy of connecting the world with integrity and creating new value and a prosperous future
2025-11-11
Preparation of Consolidated Financial Statements in Accordance with IFRS
2025-06-16
Risk of delays to business plans due to insufficient recruitment and development of human resources
2024-06-18
Performance-Linked Share-Based Compensation and BIP Trust
2024-06-18
Risks of Disseminating Corporate Information via Websites and Social Media
2024-02-13
Impact of the Spread of the Novel Coronavirus Disease on the Global Economy
2022-06-17
Cross-Group Response to COVID-19
2022-06-17
Flexible Working Arrangements Through Super-Flextime and Telework
2021-11-10
Consolidation of 5 common shares into 1
2018-02-09
Forecast profit from operating activities of ¥56 billion and profit before tax of ¥70 billion for the fiscal year ending March 2018
2016-06-16
Building a Global Cash Management Framework
2026-10-13
Disaster Risks Affecting Stores and Logistics
2026-10-13
Lower Spending per Visitor to Japan and More Selective Consumer Spending
2026-10-13
Strengthening Equity Capital Using a 50% Equity Ratio as a Benchmark
2026-10-13
Risk of Recovering Lease Deposits and Guarantee Deposits Following the Failure of Shopping Facilities
2026-10-13
Managing liquidity risk through cash-flow planning
2026-10-13
Rising Labor and Logistics Costs Amid Labor Shortages
2026-09-29
Creating New Revenue Opportunities Through Brand Transformation, Events and Collaborations
2026-09-15
Creating New Business Domains
2026-09-15
Concentration of management resources on core businesses and online sales
2026-08-27
Promoting IT Utilization Centered on POS and Core Systems
2026-08-27
Managing Procurement and Clearing Inventory Through Outlet Stores and Events
2026-08-27
Reduction in selling, general and administrative expenses
2026-08-27
Focusing New Stores on In-Store Locations and Selecting Unprofitable Stores
2026-08-27
Reliance on Borrowings and Breach of Financial Covenants
2026-08-27
Oversight Structure Involving Outside Officers, Internal Audit and Audit & Supervisory Board Members
2026-08-27
Risk Management through the Board of Directors and Crisis Management Company
2026-08-27
Stock Options Subject to Performance Metrics
2026-08-27
Fundraising through a Third-Party Allotment of Stock Acquisition Rights
2026-08-27
Allocating Funds to Existing Businesses, Growth Formats, IT and Interest-Bearing Debt
2026-08-27
ROA, ROE and ordinary profit margin targets
2026-08-27
Share-Dilution Risk from the Exercise of Third-Party Allotment Stock Acquisition Rights
2026-08-27
Return to Positive Operating Cash Flow and Increase in Cash Balances
2026-08-27
Developing Human Resources to Foster Commitment to the Corporate Philosophy
2026-08-27
Counterparty credit risk associated with accounts receivable and security deposits
2026-08-27
Change in independent auditor
2026-08-27
Accounting Estimates for Inventory Valuation and Calculation of Inventory Write-Downs
2026-08-27
Impairment Losses on Investments in and Loans to Affiliates Due to Deterioration in a Consolidated Subsidiary's Financial Condition
2026-08-27
Change in Estimates for Asset Retirement Obligations
2026-08-27
Creating a Diverse, Supportive Workplace and Disclosing Human Capital Metrics
2026-08-27
Securing Management Support and Growth Investment Funding Through a Business and Capital Alliance with Growth Partners
2026-08-27
Right to Consent to Share Issuances and Preemptive Right to Subscribe under an Agreement with Growth Partners
2026-08-27
Resignation of Director Kato Yuki (加藤祐貴)
2026-07-10
Balancing Retained Earnings with Stable Returns to Shareholders
2026-05-18
Maximizing Existing-Store Sales
2026-05-18
Strengthening the business foundation by improving the productivity of product costs, inventory, staffing, and store operations
2026-04-17
Separating oversight from execution and enabling agile organizational management through the transition to a holding company structure
2026-01-09
Supply and Foreign-Exchange Risks Associated with Imports from Asia
2026-01-09
Consolidation of reportable segments following the sale of TITICACA and the downsizing of overseas operations
2026-01-09
The Threat to Brick-and-Mortar Retail from the Growth of Online Business
2026-01-09
Building a Retail Business That Can Compete with Online Merchandising
2026-01-09
Strengthening Capital and Investing in the Business Through a Third-Party Allotment of Class A Preferred Shares
2026-01-09
Dilution Risk from the Conversion of Class A Preferred Shares into Common Shares
2026-01-09
Restrictions on Capital Policy and Corporate Reorganization Under the Class A Preferred Share Investment Agreement
2026-01-09
The Other Segment, Comprising Online and Overseas Subsidiaries, Turning Profitable on an Operating Basis
2026-01-09
Disaggregated Revenue Disclosure by Product and Business Category
2026-01-09
Surging Raw Material and Energy Prices and Rising Inflation
2025-08-29
Seasonal fluctuations in performance weighted toward the second half of the fiscal year
2025-08-29
Risk of Changes to the Resale Price Maintenance and Consignment Sales Systems
2025-08-29
Shareholder Benefits Program Encouraging Long-Term Ownership
2025-08-29
Hedging Borrowing Rate Risk with Interest Rate Swaps
2025-08-29
Providing Incentives to Officers and Employees Through Restricted Stock Compensation
2025-08-29
Tax Effect Accounting in Connection with the Transition from the Consolidated Taxation System to the Group Tax Sharing System
2025-08-29
Application of the Accounting Standard for Disclosure of Accounting Estimates
2025-08-29
Applying the accounting standard for fair value measurement
2025-08-29
Introduction of Directors and Officers Liability Insurance
2025-08-29
Determining executive compensation through the compensation advisory committee
2025-08-29
ESG Governance and Risk Management Treating Sustainability as a Material Issue
2025-08-29
Executive Compensation Structure Without Performance-Linked Cash Compensation
2025-08-29
Adoption of the accounting standard for corporate income taxes, inhabitant taxes and enterprise taxes
2025-08-29
Application of Lease Accounting Standards from the Fiscal Year Ending May 2028
2025-08-29
Resignation of Senior Managing Director
2024-08-26
Increasing Uncertainty in the Business Environment Due to Concerns About the Spread of COVID-19
2024-08-26
Accounting Estimates Based on the Assumption that the Impact of COVID-19 Will Persist
2024-08-26
Change in statutory auditors
2024-04-12
Withdrawal from the Overseas Store Business
2023-08-28
Corporate Governance Focused on Transparency, Soundness and Shareholder Interests
2023-08-28
Application of the Revenue Recognition Accounting Standard from the Fiscal Year Ending May 2022
2023-08-28
Abolition of the defined-benefit retirement lump-sum plan
2023-08-28
Application of the Consolidated Taxation System from the Following Fiscal Year
2023-08-28
Integrating Management Resources and Improving Operating Efficiency Through the Absorption-Type Merger of Village Vanguard Webbed
2023-08-28
Losses Arising from Product Defects
2022-08-25
Store Operations Prioritizing Customer and Employee Safety
2019-08-28
Strengthening the Food Business as a Growth Business
2019-08-28
Restructuring the TITICACA Business and Transferring Its Shares
2019-08-28
Decrease in sales due to fewer store visitors
2019-08-28
Loss on Sale of Subsidiary Shares Associated with the Sale of TITICACA
2019-08-28
Shrinking Core Customer Base Due to Population Decline Among Younger People
2018-08-30
Developing Tax-Free Stores to Capture Demand from Visitors to Japan
2018-08-30
Declining Brand Strength and Deteriorating Performance at TITICACA
2016-10-14
Coexistence with Producers Through TITICACA's “HAPPY TRADE”