Investors’ Guide 2021

Outline of U.S.M. Holdings

Message from the Management

Striving to be No.1 in the region, we develop store
formats aimed at increasing customer satisfaction.

Motohiro Fujita
President andRepresentative Director

The Maruetsu, Inc.

Maruetsu brand development

Kasumi Co., Ltd.

Kasumi brand development“Maruetsu Petit,” an urban-format
supermarket“Lincos,” a high-quality supermarket
connected by a circle of communication with customers, offering comfort and products that are delicious,
valuable, and somewhat luxurious

MaxValu Kanto

Group total:

302
187
31
520 stores* The two Maruetsu stores in China are not included.

Stores trading under the “MaxValu” format
aim to maximize value for customers shopping for daily groceries in terms of quality,
price, range, and service

Tochigi
Prefecture
8 stores

7

Gunma
Prefecture
4 stores

NetworkKasumi

MaxValu Kanto brand development

The flagship “FoodSquare” brand, whichmarkets new delights formealtimes
The “Food Market” brand,which supplies groceries
to meet local tastes andcustoms
The “Food Off Stocker”
brand, which offers everyday low prices“Maruetsu,” a supermarket for fresh
food

Maruetsu

MaxValu Kanto Co., Ltd.

4

3

Tokyo
161 stores

2

Kanagawa
Prefecture 49
51 stores

1
106

12
2

33

SaitamaPrefecture
90 stores 54

The “MaxValu Express” format offers convenience, competitive prices, and surprisingvariety that changes daily for those shopping for everyday necessities

147

IbarakiPrefecture
107 stores

1

14
Chiba 35
Prefecture
99 stores

50(As of November 30, 2021)

1

Promoting structural reform based on digitalization, we repeat collaboration andemergence to “satisfy every need for food for everyone.”
As a result of the COVID-19 pandemic since last spring,
there has been an urgent need for reforms such as leveraging a variety of digital technologies for telework andother purposes, improving the quality and speed of work
itself, and cost structural reforms.
Amid these circumstances, in order to resolve the issues that had emerged and once again shift toward a
growth trend, we promoted the reforms outlined in themedium-term business plan—namely cost reform, format
reform, work style reform, and especially digital reform—
and worked on efforts to meet changes in consumer
needs, which had become more rapid and diverse as aresult of coronavirus. This fiscal year, we are acceleratingreforms through the activities of 10 projects that havebeen newly organized by members selected from all
Group companies and incorporating outside knowledge.

We have started to see results—the number of storesthat accept “Scan & Go,” a smartphone payment system
we developed, reached 500 by August 2021, and wehave started to expand it to companies outside theGroup. In addition, we have been working to establish an
integrated production-retail model that covers everythingfrom vegetable cultivation to sales through our partnership with PLANTX and realize a unique supply chain thatis not easily impacted by climate change or natural
disasters.
Moving forward, we will continue to push forward witha variety of efforts to create new value propositions, aiming to grow company business and contribute to a sustainable society.
We request your continued patronage of the Group.

Business Philosophy of U.S.M.Holdings
Our core philosophy

Business VisionWeOffer customers healthy, valuable choices infoodCultivate deep relationships to build prosperous local communities
Constantly pursue innovation and move withthe times

In our business, we aim toOffer products and services tailored to various lifestylechoices that give customers access to a range of healthy,
valuable foods
C reate a corporate culture that supports employee
self-fulfillment by providing skills training and encouraging
people to achieve their potential
Continually develop and grow over time while seeking tomaximize enterprise value
Create new value based on fair dealings with our business
partners for customer benefit
Welcome new companies into the group to help us meetthe needs of local communities and engage in fair, transparent corporate governance while respecting the management of each member company of U.S.M. Holdings.
2Medium-term Business Plan

Ten Projects Under Progress in Order To Achieve the Second
Medium-Term Business Plan
Product
procurement
Next-generation PC

Four reforms fornext-generation

Joint DCten

projects

AgriTech

Product
development

The Second Medium-term Business Plan (Fiscal 2020 - Fiscal 2022)
Promoting structural reform based on digitalization, we repeat
collaboration and emergence to “satisfy every need for food foreveryone” that is laying the foundation for the next generation.
Structural reform
Cost reform
Format reform
Work style reform

Satisfy every need forfood for everyone
Customer
Job · Well-being
Happiness

Open relationship

Environment

Emergence

Collaboration

Sustainable

Digital reform/New digital foundation
Open organizational culture/Strategy-oriented leadership

We are promoting structural reforms based on digital reforms. At the same time as reforming our cost
structure and establish a solid foundation of revenue, we will promote a shift to a new growth model byreforming our existing format and business model structure to capture customer changes with the aim of
securing next-generation growth.

Format reform
Work style reform
Digital reform rom indirect to direct costs, allocate cash to reform and innovation areas
F
From new stores to revitalization of existing stores, shift to digital
Return from a business perspective to a customer perspective
Format transform through active investment in existing stores

Core systems (ERP, AI) for new work styles
Create new customer experiences

3745 billion yen

Operatingincome15 billion yen

Development of products
for the Group’s private-label “eatime”(See p. 8)

DX
Human
resources

Development of “eatimechef” products, home delivery meal kits for exclusive
use by online delivery
e-commerce sites(See p. 8)

procurement project
1 Product
Joint procurement, development inproduction areas

Cost structural reform project2 Promoting
cost reductions

Developing an inter net
store for carefully selected
products on online delivery
e-commerce sites

logistics fieldbusiness format project
4 New
Planning and promoting a new business format

2.0%

AgriTech project
8 Stable
operation of plant factories,changing sales floors, PR
This is an entirely new sustainable brand created by
the Company. We havecommenced sales of thefirst product, Green Growers Lettuce.
(See p. 10)

Digital project
5 Development
and implementation of
store and core DX

curriculum, system review

Operatingincome margin

unique products

New business format
development

Human resources project
6 Planningand management of trainingShift focus on customer contact point from operations

Numerical Target Plan for the Final Year of the Second MediumTerm Business Plan (Fiscal Year Ending February 28, 2023)
Operatingrevenue

Product development project
7 Development
and procurement of

Logistic Labo
3 Pursuing
new technologies in the

Four Reforms

Cost reform

Logistic
Labo

Themes of thegrowthThe U.S.M. Holdings Group is
working on the second medium-term business plan which
extends for three years until thefiscal year ending February 28,
2023. During this fiscal year,
which marks the second year of
the plan, we have established anorganizational and project structure and are implementing fourreforms in order to solve the issues that have emerged and accelerate structural reforms.

CoststructuralreformJoint DC planning project
9 Planningand realizing next-generation distribution centers

New personnel training curriculum, Retail Chef Academy(See p. 7)

PC examination project
10 Next-generation
Planning next-generation delicatessen centers4Digital reform

Create new customer

ignica_logo_CMYK

experiences through digitalreform22

45

Satisfy every needfor food
for everyone

122#162D7A

ignicaScan & Go

Online Delivery

Ignica Signage Service

Ignition for cultural life
Ignica is the new brainchild of U.S.M.H in the hope of igniting new style and belief in people and corporations.

<Pick up at home><Pick up at the store>

Simple andeasy shoppingat yourfingertips!

Key services

This is an ad distribution and marketing service that uses
AI digital signage. We propose even more enjoyable
shopping experiences than every before by creating asignage network and distributing content that provides
value to customers, such as product information, recipe
videos, and more.

Self POS

Scan & Go
Online Delivery
Ignica Signage Service

No cash register designs your smart shopping

Shop in your own style and time

Self POS

Scan & Go is a payment service that sees customers’smartphones become cash registers. With no need toline up for the cash register, this service is contactlessand has zero cash register waiting time. It is a new
checkout solution that enables customers to enjoy
stress-free, comfortable shopping at stores.

Our online delivery is a food delivery service that enables
customers to order the products sold at our stores via
smartphone, tablet, and computer, and receive them attheir homes, a designated location within delivery areas,
or at stores. Customers can also enjoy internet shopping
for carefully selected products.

Scan & Go has been introduced at almost all Maruetsu,
Kasumi, and MaxValu Kanto stores. Also introduced atcompanies outside the Group, the service can be used at
500 or more stores.

The new store pickup service, where customers use an
app to unlock the security lock for a pickup room, offers
a new contactless shopping experience that is entirelycompleted via smartphone, from ordering online to collecting items.

We have developed various products and services on ahighly-scalable platform, and are actively introducing
them in the Group’s Maruetsu, Kasumi, and MaxValu
Kanto stores. Furthermore, we also have introduced
them in companies outside the Group, and will continue
to make progress moving forward.

https://ignica.com/

5

Download the app

https://od.ignica.com/

This is a user-friendly self POS system. It is contactless,so it enables customers to make payments with peace of
mind.

6

Format reform

Private-label Merchandise

From a business perspective
Encounter with carefully
selected excellent “eatime”
products makes every-day
dining a more enjoyable
experience

to a customer perspective

The Group’s private-label merchandise “eatime” has been available at Maruetsu, Kasumi, and MaxValu Kanto stores since October 2017. Based on the concept of proposing new values to customers, “eatime” is the original productsthat the three supermarket companies in pursuit of deliciousness, with a focus
on food cultures of various regions and specialties rooted inregions.
We will enhance the product lineup and develop it further.

Retail Chef Academy, a curriculum that trains personnel who canmake food-related proposals to customers
Retail Chef Academy, our new training
curriculum, is a practical training program
where participants can learn knowledge
and techniques from professional instructors. It trains employees to provide value
from a customer perspective, such as
proposing food ideas to customers, introducing them to products, and facilitating
connections with the local community.

eal kit
Online delivery m ly via
offered exclusive site
e-commerce web

Let’s make today’s meal a masterpiece.
Cooking practice by professional instructors

Supermarkets that offer enjoyable experiences
With “Cafe & Dine,” our eat-in corner with a new concept, we are aiming to create a fun and comfortable space thatmakes customers want to come back everyday, even for purposes other than shopping, which functions not only as an
eat-in corner, but also as a community place for customers in the local area to gather.
Furthermore, we have established “experiential station Meet!” at Maruetsu, as aplace where customers can encounternew products, value, and future possibilities, exhibiting new ideas, cutting-edge
products, and more. In addition to providing customers with an enjoyable in-store
experience, we deliver new discoveries
and excitement.
Maruetsu Funabashi Miyama Store “Meet!”

MaxValu Oyumino Store “Cafe & Dine”

Unstaffed stores: Maruetsu’s “smart petit” and Kasumi’s “Office Smart Shop”

Ingredients

STEP.01 re-prepared ingredientsP
RecipeSeasonings

Maruetsu’s “smart petit”

ng
leti menu
mp
Co nced kes y!
appalaa b that mily ha
fam
r
you

The menus for “eatime chef” meal kits are devised by popular
restaurants’ chefs, culinary experts, and nutritionists. They enable all
customers to easily enjoy balanced meals of main dishes and side
dishes.

Delivery

These are unstaffed stores in offices that
use the mechanisms of Scan & Go. They
are intended for corporate use at local
companies and public facilities, and can beinstalled in a small space in an office.
In addition, products on the sales floor
are provided as emergency foods in situations such as disasters and when it is difficult to return home.

7

Recipes

Ingredients for two aredelivered in a set with aneasy-to-understand video anda recipe with a 2D code!

STEP.02

STEP.03

PrepareEat

Quick recipes thatare completed witharound 20 minutesof preparation time!

Main and side
dishes completed inno time at all!

Kasumi’s “KASUMI LABO”
8

Environmental Efforts

Basic Environmental Policy

Green Growers: U.S.M.H’s Sustainable New Brand

The United Super Markets Holdings Group recognizes that environmental problems constitute a critical global issue and makes concerted efforts to protect the global environment, helping to build a sustainable recycling society through sound business activities that
foster social and economic development and harmonious coexistence with local communities.
1. We actively work to conserve resources and energy through our business activities.
2. We work to develop and popularize environmentally friendly products and materials.
3. We promote waste reduction and The Three R’s: reuse, reduce and recycling.
4. We contribute to local environmental protection activities and strive for harmony with local communities.
5. We familiarize employees with this policy, nurture a spirit of environmental protection in each individual,
and engage in group-wide activities that involve all employees.
6. We announce this environmental policy to our employees and the public and strive to provide informationon our activities proactively.

Initiatives to Eliminate Plastics
At Maruetsu, Kasumi, and MaxValu Kanto stores, we are reducing
plastic usage by introducing environmentally friendly materials(containing plant-derived biomass) for the cutlery (spoons, forks)
provided to customers for prepared foods and boxed lunches and3L size carrier bags.

You are what you eat

Food is not all about flavor—it should also be safer, and moreenvironmentally friendly from now on. By choosing sustainableproducts, we can leave behind the beautiful planet for the children of the future. After considering such wonderful products,
we created a brand that is both delicious and kind to ourbody and our earth.
Its flagship product, Green Growers Lettuce, is grown in a hygienic closed
environment, with air temperature, water temperature, fertilizer, and otherfactors monitored in detail by machines. Pesticides are not used during cultivation, and it also requires only a small amount of water to grow. Furthermore, the lettuces are sold in stores within 24 hours of harvest, so they arevery fresh. This is a vegetable that does not pollute the soil or water, and isfriendly to both people and the earth.
 reen Growers official brandG
websitehttps://mygreengrowers.com/

Promoting Storefront Recycling Activities
At all Maruetsu, Kasumi, and MaxValu Kanto stores, we run storefront recycling activities together with our customers. At Kasumi, collected resources are sorted, compressed, and packaged at Kasumi Recycling Center, and are recycled into a variety
of products in cooperation with specialist recycling plants.

Community-Contained Recycling Model “Food Recycling Loop” Certification
In October 2021, Kasumi obtained “Recycling Business Plan” certification from the Minister of Agriculture, Forestry and
Fisheries and Minister of the Environment based on the Food Waste Recycling Law.

Waste Visualization and Reduction Efforts
At Maruetsu, Kasumi, and MaxValu Kanto, we are working to introduce a waste
weighing and management system to reduce the amount of waste produced.
The first step in waste reduction is understanding the types and amount of waste.
By visualizing waste, we are boosting the waste-reduction mindset of employees.

Sorting food recycling
resources, such as foodleftovers, at Kasumi
stores

Produce and sell
boxed luncheswith boiled eggs
at Kasumi stores

KasumistoresWholesaler

Promoting “ISO 14001” Acquisition
At Maruetsu and MaxValu Kanto, we continually work on environmental efforts by acquiring and renewing the ISO 14001
international standard for an Environmental Management System (EMS) at our offices and stores.

Efforts to Reduce CO2 Through Solar PowerAt Maruetsu and Kasumi, we have installed solar power generation equipment on store roofs. We are aiming to reduce
CO2 by using it to supplement the power used to operatesome stores.
Additionally, at Maruetsu, we are working to enhance ourservices and reduce our environmental impact by introducing
quick charging stations for electric vehicles (EVs) in stores.
9

Approximately 25 t offood recycling resources
are produced per year atfood recycling stores

Boiled egg
production
plantCollecting eggs fromchickens fed with feed
mixed with ecofeed

Collection
and transportcompany

Establish Food Recycling
Loop by producing andselling boxed luncheswith boiled eggs

Poultry
farm

Transported in arefrigerator truck

Recyclingbusiness
operator

Feedproducer
Processing food leftovers, feed (ecofeed)
production

Collection and transportcompanies pick up food recycling resources sorted at
Kasumi stores in Gunma
Prefecture, transport them ina refrigerator truck and deliver them to recycling businesses operators forconversion into animal feed.
Eggs are collected fromchickens fed with this feed
mix at poultry farms, which
are then processed into
boiled eggs, and made andsold into boxed lunches
containing boiled eggs andother products at Kasumi
stores. By doing so, ourFood Recycling Loop has
been certified.
In the future, we will expand
the number of participating
stores to promote food recycling throughout the Group,with the aim of achieving
sustainable management.

10Activities to Contribute to Society

Basic Policy on Corporate GovernanceIn partnership with the local(1) Respect the autonomy and independence of the operating companies and ground corporate governance in the basic principles, vision, andmission formulated at the time the Company was established based on the common principles “Customer-first” and “Contribution to local
communities.”(2) Maintain transparency and fairness in decision-making to ensure appropriate cooperation with shareholders and other stakeholders.
(3) Regard shareholders with whom appropriate cooperation can be achieved from a medium- and long-term perspective, particularly customer
shareholders who provide opinions through their daily shopping, and other stakeholders as important partners. Create an environment thatenables constructive dialogue with these stakeholders and develop a framework to reflect their feedback in management.
(4) On the basis of (1) to (3) above, demonstrate a healthy entrepreneurial spirit by ensuring rationality in the management decision-making
process and strive for the Company’s sustained growth and enhancement of medium- and long-term corporate value by realizing promptand decisive decision-making.

community, together withcustomers

Donations to Support Children’s Cafeterias

Food Bank/Food Drive

Board of Directors

Audit & Supervisory Board

Since 2020, Maruetsu has beenmatching the donations received
from customers in donation boxes at stores, and sending these
donations to children’s cafeterias
in store areas every month via anauthorized NPO.
Kasumi has been supportingchildren’s cafeterias since 2016
through food bank activities.

Kasumi started food bank activities
in 2016, and food drive activities in
2021. Participating stores are currently being expanded at Maruetsu
and Kasumi. In addition to donating
food to vulnerable members of thelocal community and children’s cafeterias through social welfare councils and NPOs, we are working to
reduce food waste.

Happy Yellow Receipt Campaign

Mobile Supermarkets for Areas where
it is Difficult to Shop

The Board of Directors consists of nine directors (including three outside directors). The Board meets once amonth, in principle, and holds extraordinary meetings asnecessary. The five Audit & Supervisory Board members
attend Board of Directors meetings. At Board meetings,
the directors deliberate and resolve matters prescribedby law and matters set forth in the Board of Directors
Regulations and oversee the execution of business by
the directors on the basis of regulatory compliance andappropriate risk management. As a pure holding company, the Company requires the operating companies to report to the Company important resolutions and governs
the appropriate execution of business operations by theoperating companies.

The Audit & Supervisory Board consists of five corporate auditors (including three outside corporate auditors). The Board meets once amonth, in principle, and holds extraordinary meetings as necessary. At
Board meetings, the corporate auditors receive reports on, discuss, andresolve important audit-related matters. The corporate auditors audit
the legality of the execution of duties by the directors, the status of assets, and other matters in accordance with the audit policy and divisionof duties established by the Audit & Supervisory Board. The Audit & Supervisory Board convenes meetings of the Group Auditory & Supervisory Board Liaison Committee for the purpose of cooperating with thecorporate auditors and internal audit departments of the operatingcompanies, strives to ensure highly effective auditing, and works to reinforce the governance function and internal audit function.

We have been running guide dog
training donation activities since
1993 at Maruetsu and since 1998
at Kasumi, supporting the trainingof guide dogs with the cooperation of our customers.
In addition, all Maruetsu, Kasumi, and Maxvalu Kanto stores allow customers to enjoy shoppingwith assistance dogs (guide dogs,
service dogs, and hearing dogs).

Directors and Corporate Auditors

Corporate Governance Structure

Oversight
Collaboration(As of May 21, 2021)

General Meeting of Shareholders

President and Representative
Motohiro Fujita
Director

Election/DismissalVice President andRepresentative Director

Daisuke Tezuka

Vice President andRepresentative Director

Ryota Furuse

Director

Shinichiro Yamamoto

Director

Masaharu Homma

Director and Advisor(part-time)

Motoya Okada

Outside Director (part-time)

Akira Terakawa

Audit &
Auditing
Supervisory Board(Corporate auditors)

Board of Directors(Directors)

ReportingAccounting auditing

Collaboration

Group Auditory &Supervisory
Board Liaison Committee

ReportingOversight

President andRepresentative
Director

Collaboration

Oversight/
Policyreinforcement

Election/
Dismissal

Management
CouncilReportingInternal Audit
Department• Internal control• Auditing

Resolution/ Resolution/
Approval ApprovalInternal
auditing

Evaluation Advisory
Committee

Establishing the special subsidiary Marno of Maruetsu in 1992, we havecontinually employed persons with disabilities for tasks such as administrative cover and product display at stores for around 30 years.
At Kasumi, we have surpassed the legally stipulated employment
quota, establishing the special subsidiary Kasumi Mirai
in 2018 and expanding thescope of activities to include
tasks such as vegetableprocessing and packaging.

Support for Guide Dog Training(As of May 21, 2021)

Human Resources andCompensation Advisory Committee

Promotion of Employment of Persons
with Disabilities

At Kasumi, we have been carrying out mobile sales to deliver products
to areas where it is inconvenient to shop since 2013. Partnering withmunicipalities and the local community, we are operating a total of 28
vehicles as of the end of
November 2021, in 11 cities and two towns in Ibaraki Prefecture, six cities andone town in Chiba Prefecture, one town in Saitama
Prefecture, and two cities
in Tochigi Prefecture.

Accounting auditor/Audit corporation

We have been continually running the AEON Happy Yellow Receipt Campaign at MaxValu Kanto stores since2001. We will continue
this program in the future, as we deliver thesentiments of our customers expressed
through shopping tolocal volunteer groups
near our stores.

11

For details of the Corporate Governance Report,
please see:https://www.usmh.co.jp/company/governanceCorporate GovernanceIndependent Outside Director
Shigekazu Torikai(part-time)
Independent Outside Director
Naoko Makino(part-time)
Corporate Auditor (Standing)

Tadayoshi Yoyogi

Corporate Auditor (Standing)Masami Sakamoto

Outside Corporate Auditor(part-time)

Koichi Ihara

Outside Corporate Auditor(part-time)

Hirofumi Ishimoto

Independent Outside
Corporate Auditor (part-time)

Shinobu Okamoto

Corporate departments
Reporting

Auditing

Corporate auditors/
Audit departments

Management guidanceApproval of important matters

Subsidiaries

Reporting12Business Efforts

Consolidated Financial Statements (As of February 28, 2021)

Consolidated Balance Sheet
Account

Consolidated Statement of Income(Millions of yen)
2020/2

Account

2021/286,384

Operating revenue

395,457 million yen(105.2% year-on-year)

288,016 million yen(107.4% year-on-year)

46,700 million yen(106.5% year-on-year)

9,924 million yen(186.5% year-on-year)
Ordinary income

9,937 million yen(156.2% year-on-year)
Net income

Operating income

8,175 million yen(209.4% year-on-year)
Ordinary income

8,424 million yen(200.5% year-on-year)
Net income

4,546 million yen

Operating income

1,038 million yen(316.5% year-on-year)
Ordinary income

1,029 million yen(330.6% year-on-year)
Net income

3,914 million yen

778 million yen(192.2% year-on-year)(429.0% year-on-year)(377.0% year-on-year)

As a food supermarket chain withupward of 300 stores in six prefectures in the Tokyo metropolitan area,
we are working to evolve into storesthat are close to our customers, shift
to a sustainable management structure, and promote strategic investments to address climate change,
with a basic theme of creating customer contact points through digital
integration.

Driven by a mission to create dining experiences of shared joy, we run around 190
stores across six prefectures in the Tokyo
metropolitan area, striving to improve ourbusiness format, products, sales floors, andservices, and create stores rooted in the local community that each have their own distinct sense of individuality. As we celebrate
the 60th anniversary of our founding, we areproactively taking up the challenge of using
new technologies and establishing new customer contact points out of a desire to be acompany that continually adapts to the times
along with its customers.

We are working to promote the horizontal expansion of shopping-experiential supermarkets, strengthen
product development and procurement capabilities, and promote digitization. At our shopping-experiential
supermarkets, we are conducting
store revitalization with an eye to providing four value propositions: 1. enjoyable time spent in store; 2.
stimulating the five senses; 3. matching personal preferences; 4. incentives to come to store for purposes
other than shopping.

The Maruetsu, Inc.

Kasumi Co., Ltd.

MaxValu Kanto Co., Ltd.

Head office: 5-51-12 HigashiIkebukuro, Toshima-ku, Tokyo
Business
Supermarket business for retail sales offoods, household goods, apparel, etc.

Head office: 599-1, Nishiohashi,
Tsukuba-shi, Ibaraki Prefecture
Business
Supermarket business for retail sales offoods, household goods, apparel, etc.

Head office: 5-30-3 Kameido,
Koto-ku, Tokyo
Business
Supermarket business for retail sales offoods, household goods, apparel, etc.

Kasumi

MaxValu Kanto

13

https://www.kasumi.co.jp/

https://www.mv-kanto.co.jp/

6,472
5,994
8,909

1,636

8,845

Consolidated Statement of Cash Flows(Millions of yen)

Intangible assets

16,147

16,856

Operating income

Investments and other assets

48,47048,378

Total non-current assets

194,819

198,705

261,478

285,090

Non-operating income
Non-operating expenses
Ordinary income
Extraordinary income
Extraordinary losses
Income before income taxes andminority interests

83,581

Total current liabilities

Income taxes – current

91,353

Total income taxes

Non-current liabilities

Net income

Total non-current liabilities

36,202

44,939119,783

136,292

Profit attributable to owners ofparentNet assets
Shareholders’ equity

Account

141,012

147,867

123

295

Share acquisition rights

161

182

Non-controlling interests

398

451

Total net assets

141,695

148,797

Total liabilities and net assets

261,478

285,090

Total shareholders’ equity

Total accumulated othercomprehensive income

2020/22021/2

16,290(18,476)(4,007)

29,919(15,935)
4,137

Effect of exchange rate change on cash
and cash equivalents

(26)

(22)

Net increase (decrease) in cash and cash
equivalents(6,220)18,099Cash and cash equivalents at beginning of
period26,23820,018Cash and cash equivalents at end of
period20,018

38,118Cash flows from operating activities
Cash flows from investing activities
Cash flows from financing activities

Accumulated other comprehensive
incomeCorporate Data and Stock Information (As of February 28, 2021)
Corporate Profile

Stock Information

EstablishedMarch 2015

Number of shares authorized

500,000,000 shares

Capital10 billion yen

Number of shares issued

131,681,356 sharesBusiness

Management of supermarket business

Number of shareholders

88,218Head office

1 Kanda Aioi-cho, Chiyoda-ku, Tokyo

Share Ownership by Shareholder Type

Major Shareholders
Shareholder name
Aeon Market Investment Co., Ltd.
U.S.M.H. Group Business Partners Shareholding Association
The Kambayashi Scholarship Foundation
The Master Trust Bank of Japan, Ltd. (Trust Account)
Aeon Co., Ltd.
Nippon Access Inc.
KOKUBU GROUP CORP.
Kowa Company, Ltd.
The Joyo Bank, Ltd.

https://www.maruetsu.co.jp/

3,193
2,392
1,660

Selling, general and administrative
expenses

Mitsubishi Shokuhin Co., Ltd.

Maruetsu

14,904133,470

Total liabilities

Operating income

4,052

130,201

Liabilities

Operating revenue

19,124509
200
19,43317
4,547

Property, plant and equipment

Current liabilities

Operating revenue

9,357
556
286
9,627
475
6,049

Operating gross profit

Total assets(Fiscal year ended February 28, 2021)

202,913

Operating revenue

Non-current assets

Overview of financial closing by operating company on a non-consolidated basis

199,717Gross profit

66,659Total current assets

2021/2

718,904
511,811207,093
14,945222,038

Cost of sales

Current assets

2020/2

676,336482,585
193,750
15,324
209,075

Net sales

Assets(Millions of yen)

Number ofshares held
(thousand shares)

Percentage ofshares held(%)

67,159
2,754
2,300
1,945
1,629
1,511
1,099
1,084
1,010
1,000

52.36
2.14
1.79
1.51
1.27
1.17
0.85
0.84
0.78
0.77

Foreigncorporations
etc.

Securities firms

Financial
institutions

Treasury stock

Individuals
and other

Other Japanese
corporations

0.19%

4.44%
7.34%

21.72%

2.60%

63.71%

Note: Percentages of shares held are calculated excluding 3,422,088 shares of treasury stock.
14

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United Super Markets Holdings Inc.

united super markets holdings inc.

https://www.usmh.co.jp/

eatime Website

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Stock Exchange Code: 3222

1 Kanda Aioi-cho, Chiyoda-ku, Tokyo 101-0029, Japan
TEL: +81-3-3526-4761 URL: https://www.usmh.co.jp/