Presentation of Results for Fiscal Year Ended February 28，2021 and
FY2021‐2023 Medium‐term Business Plan

from the beginning

Presentation of Results for Fiscal Year Ended February 28，2021 and FY2021‐2023 Medium‐term Business Plan

• Today’s Agenda

FY2020 Results (IFRS)

• Consolidated PL (IFRS)

• Segment Information (IFRS)

• Segment Information <Business Profit> (IFRS)

• Segment Information <Operating Profit> (IFRS)

• Segment Performance (1) Department Store Business (IFRS)

• Daimaru Matsuzakaya Department Stores PL (IFRS)

• Daimaru Matsuzakaya Department Stores SGA Analysis (IFRS)

• Segment Performance (2) Parco Business (IFRS)

• Segment Performance (2) Parco Business (IFRS)

• Segment Performance (3) Real Estate Business (4) Credit and Finance Business (5) Other (IFRS)

• Consolidated BS (IFRS)

• Consolidated CF (IFRS)

FY2021 Forecast (IFRS)

• Consolidated Forecast PL (IFRS)

• Changes in Reportable Segments

• Segment Performance (IFRS)

• Segment Performance (1) Department Store Business

• Daimaru Matsuzakaya Department Store Major Store Sales

• Daimaru Matsuzakaya Department Stores SGA Analysis (IFRS)

• Segment Performance (2) SC Business (Parco) (IFRS)

• Segment Performance (3) Developer Business (4) Payment and Finance Business (5) Other (IFRS)

• Consolidated BS Forecast (IFRS)

• Consolidated CF Forecast (IFRS)

FY2021‐ 2023 Medium‐term Business Plan

• Review of Previous Medium-term Plan

• Business Risk Identification

• Awareness Gained from COVID-19

• Revision of Materiality Issues

• System of High Level Concept and Strategy

• 3 Key Strategies

• Overall Structure of Medium‐term Business Plan

• 3 Years for Increasing Resilience for Regrowth

• Image of Portfolio Changes

• Management Numerical Targets

• Path to “Full Recovery”(Contribution of Each Measure)

• Path to “Full Recovery”(PL, BS)

• Redefinition of Commercial Model

• Merger of Real and Digital (Department Store)

• Merger of Real and Digital (Parco)

• “Media Commerce”Focused on People

• Enhance Appeal of Real Stores and Content (Department Store)

• Enhance Appeal of Real Stores and Content (Parco)

• Creation of New Content

• Prime Life Strategy(1)

• Prime Life Strategy(2)

• Prime Life Strategy(3)

• Developer Strategy(1)

• Developer Strategy(2)

• Strengthening of Project Promotion System

• Management Structure Reform

• Strengthening of Management Base

• Finance Strategy

• Cash Flow Allocation

• Capital Investment / Growth Investment

• Return to Shareholders

• Sustainable Growth and Enhancement of Corporate Value

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