Izumi Group's Vision

Guided by its Long-Term Vision 2035, the Izumi Group aims to become a "community-oriented comprehensive life industry" that stays close to local communities and is trusted by customers in each region. Under its Third Medium-Term Management Plan, the Group is working toward achieving its long-term vision, targeting operating revenue of 700 billion yen and an operating margin of 5.0% or higher.

Long-Term Vision for 2035

Positioning of the 2030 Medium-Term Plan based on the 2035 Long-Term Vision

Medium-Term Management Plan

Under its management philosophy of "filling our employees with pride and joy as we continue contributing to communities and our customers' lives," the Group is pursuing its Long-Term Vision 2035. To realize this vision, the Group has formulated the Third Medium-Term Management Plan, which commenced in the fiscal year ending March 2026.

Leveraging Our Strengths for Business Expansion and Growth

Building on the strengths the Izumi Group has cultivated to date―including a network of well-located stores in major cities across Western Japan, a customer base of 11 million Youme Card members, strong product development capabilities for our private brands ("Youme-Ichi," "zehi," and "SHUCA"), store-level excellence rooted in deep local engagement, and operational flexibility supported by diverse store formats and talent capable of responding to changing market needs―we will pursue business development and growth in line with our core strategies.

・Retail Business Strategy

Through store formats tailored to regional characteristics, we aim to become the "most preferred shopping destination" for our customers. By leveraging our unique strengths in local engagement and product capabilities, we will drive sales growth by enhancing customer attraction, particularly through fresh food categories such as produce and seafood, as well as prepared foods.

・Area and M&A Strategy

Focusing on Hiroshima, Fukuoka, Kumamoto, Yamaguchi, and Hyogo (Harima) as priority areas, we will address regional needs through GMS/NSC + SM formats while deepening our dominant positioning, including through M&A. We plan a total M&A investment of approximately 55 billion yen over the next five years.

Clarify Area Strategy in Western Japan region

・Product Strategy

The Izumi Group's private brand, "Youme-Ichi," is positioned as a key driver of growth for the creation of a new SM (supermarket) business, delivering safety and reliability to customers through consistent management under the Group's own quality standards. Through this initiative, we aim to strengthen the overall competitiveness of the Group.
We will continue to advance product development with assortments and pricing strategies aligned to customer needs, regional characteristics, and evolving market trends.

Action to Implement Management that is Conscious of Cost of Capital and Stock Price

We will prioritize growth investments that enhance the Izumi Group's competitiveness, strategically allocating operating cash flow to stores, digital transformation (DX), logistics, and M&A to drive future corporate value. At the same time, we will maintain financial soundness while continuing stable shareholder returns.

Positioning of ROE and ROIC in 2030 KPIs

Based on investments to strengthen competitiveness and ongoing structural reforms, we have set ROE and ROIC as key performance indicators to drive sustainable earnings growth over the medium to long term.

Measures to Improve PBR

Based on initiatives and actions related to ROE and PER, we will work to enhance PBR.

Shareholder Return Policy

Approach to Shareholder Returns

Current Assessment	We take seriously the current situation in which our PBR remains below 1x and strongly recognize shareholders' expectations for enhanced returns.
Current Priorities	The period of the Third Medium-Term Management Plan is positioned as a preparation phase for future growth, during which we will maintain earnings while building the foundation for sustainable growth.
Outlook	We will advance structural reforms through the evolution of GMS operations and the development of a new SM business. Once a clear path toward improved profitability is in sight, we will review our policies and further enhance shareholder returns.

Sustainability Strategy

In response to changes in the external environment, we will revise our materiality priorities and advance related initiatives with the aim of achieving our Long-Term Vision for 2035.

Materiality and Key Initiatives

Basic Sustainability Policy

1. We will formulate a forward-looking long-term vision and work to solve social issues through our business.
2. We will build strong relationships of trust with all of stakeholders and fulfill our social responsibilities together through dialogue.
3. We will engage in community-based activities and provide long-term value through activities for the improvement and maintenance of better environments in order to develop alongside our local communities.