MESSAGE FROM THE PRESIDENT

Positive Impact Targeted by theMedium-Term Management Planadds the element of impact to the framework com-We also aim to evolve MARUI GROUP into an intellec-

prising business strategy and capital policy used fortual creation company through investment in intangible

prior plans. The idea of impact was something thatassets. MARUI GROUP’s corporate philosophy calls on

was originally put forth by NPOs as a concept for

us to “equate the development of our people with theexpressing the social changes brought about by andevelopment of our company.” Taking this philosophy

organization’s activities. At MARUI GROUP, we use

to heart, we will pursue new heights of corporate value

this idea of impact to illustrate the course we shouldby evolving our corporate culture while stimulating thechart toward creating corporate value. In doing this,growth of our people. Our initiatives thus far had

however, we do not limit ourselves to our own per-sought to update the outdated corporate culture thatspective; the impact we seek to have lies at the inter-served as the foundation for our management. Today,

section between what stakeholders want and whathowever, we are embracing a new approach toward

we can do to respond to the needs and wants ofmanagement that targets a balance between earnings

stakeholders. This stakeholder-centric approach is

growth and the creation of a positive impact. Humanat the heart of our idea of impact.

capital investments have also been a focus.

In this regard, MARUI GROUP has defined three

MARUI GROUP will be ramping up such investments

impact targets together with six priority measures.

going forward in order to cultivate people who canThe three impact targets are creating a future for futurecontribute to future earnings and thereby drive ongoing

generations together, creating happiness for individu-improvements in corporate value.

als, and creating platforms for co-creation (see page

We are committed to achieving our desired impact09). Moreover, we did not seek to limit and focus theby faithfully implementing our new medium-term

scope of our initiatives in the new medium-term man-management plan throughout the duration of its

MARUI GROUP’s prior five-year medium-term man-double our business scale. We also launched a newagement plan. Rather, we sought to define a framework

five-year period. I am confident that the course we haveagement plan concluded in March 2021. Looking

initiative: co-creative investments. These investmentsthat can evolve in an organic manner as we movecharted will lead us to the accomplishment of ourback at the past five years, I feel confident in saying

allowed us to forge ahead with the co-creation offorward. The more specific initiatives and targets totargets for financial key performance indicators (KPIs).

that we successfully accomplished most of the goals

innovation together with start-up companies.

be emphasized in this framework will be formulated

I would therefore like to ask for your ongoing support.

we laid out at the beginning of the plan. We com-Continuing on with the momentum gained throughby the relevant Group companies and divisions.

pleted the transition to fixed-term rental contracts forthis great degree of success, we chose to target

Our quest for achieving our desired impact will bestores in the Retailing segment, thereby stabilizing ourhigher pinnacles in the new medium-term manage-advanced through a business model that incorporates

earnings. We spread our network of EPOS card appli-ment plan unveiled in May 2021. Set to conclude with

the new element of forward-looking investments

cation desks across Japan, allowing us to effectively

the fiscal year ending March 31, 2026, this new plan

alongside the prior pillars of retailing and fintech.

02

June 2022

Hiroshi Aoi
President and Representative Director
Representative Executive Officer, CEO