About MUJIThree Principles in ManufacturingAbout the Advisory BoardProduct ArchivesArchivesNewsOur BusinessesMUJI BusinessesProduct Development and RetailAccommodationsFood ServicesCommunity EngagementArchitecture and Spatial DesignOther BusinessesIDÉE BusinessesCorporate InformationMessage from the PresidentOur Corporate PurposeThe Journey of Ryohin KeikakuCorporate ProfileLocationManagementGroup CompaniesThe Ryohin Keikaku Group by the NumbersOur HistoryStore Opening DataAwardsArchivesInvestor RelationsIR NewsLatest MaterialsIR CalendarMessage to Individual InvestorsIf you Become a Shareholder...EventsShareholders Special Benefit ProgramsCompany InformationManagement PolicyCorporate GovernanceIR PolicyFinancial InformationSummary of Financial ResultsFinancial HighlightsMonthly Sales FlashCredit Ratings and BondsStock InformationBasic Stock InformationStock Price InformationShareholder StatusGeneral Meeting of ShareholdersDividends / Shareholder ReturnsAnalyst CoverageArticles of Incorporation電子公告Tax PolicyIR LibraryLatest IR MaterialsConsolidated Financial ResultsData BookFinancial Results BriefingSecurities ReportConvocation Notice and Reports of Shareholders MeetingIntegrated ReportIR Briefing SessionDisclaimerIR registrationIR FAQContact us regarding IRSustainabilityIntegrated ReportESG DataMessage from the PresidentRyohin Keikaku and SustainabilityBasic Policy and ESG Management StructureMaterial Issues and IndicatorsOur PoliciesOur Approach to Product DevelopmentTopicsSustainability NewsRespect for the EnvironmentEnvironmental ManagementResponse to Climate ChangeResource CirculationWaste ManagementWater Resource ManagementChemical ManagementBiodiversityRaw Material ProcurementEngagement with SocietyRespect for Human RightsHuman Rights Policy and Internal FrameworkHuman Rights Due DiligenceGrievance MechanismRespect for ColleaguesHuman Capital StrategyWorkplace Safety and Employee HealthMaintaining a Positive Work EnvironmentRespect for DiversityHuman Resource Development and Career DevelopmentCo-Owned Management and EngagementBasic Policy on Harassment from CustomersSupply Chain ManagementCode of Conduct for Production PartnersMonitoring Production PartnersList of Production PartnersSupplier HotlineCustomer Safety and Peace of MindCustomer FeedbackQuality and SafetyFood-Related Responsibilities to CustomersAs a Community Center Activities at StoresRegions and CommunitiesSocial Impact AssessmentGovernancePublic Interest and People-Centered ManagementStakeholder EngagementCorporate Governance Policy and SystemAssessment of Effectiveness of the Board of DirectorsInternal ControlComplianceRisk ManagementInformation Security and Protection of Personal InformationParticipating in InitiativesExternal EvaluationsDonations and AssistanceTopRecruitOnline StoreContactメインナビゲーションメニューを閉じるメニューを開くAbout MUJIThree Principles in ManufacturingAbout the Advisory BoardProduct ArchivesArchivesNewsOur BusinessesMUJI BusinessesProduct Development and RetailAccommodationsFood ServicesCommunity EngagementArchitecture and Spatial DesignOther BusinessesIDÉE BusinessesCorporate InformationMessage from the PresidentOur Corporate PurposeThe Journey of Ryohin KeikakuCorporate ProfileLocationManagementGroup CompaniesThe Ryohin Keikaku Group by the NumbersOur HistoryStore Opening DataAwardsArchivesInvestor RelationsIR NewsLatest MaterialsIR CalendarMessage to Individual InvestorsIf you Become a Shareholder...EventsShareholders Special Benefit ProgramsCompany InformationManagement PolicyCorporate GovernanceIR PolicyFinancial InformationSummary of Financial ResultsFinancial HighlightsMonthly Sales FlashCredit Ratings and BondsStock InformationBasic Stock InformationStock Price InformationShareholder StatusGeneral Meeting of ShareholdersDividends / Shareholder ReturnsAnalyst CoverageArticles of Incorporation電子公告Tax PolicyIR LibraryLatest IR MaterialsConsolidated Financial ResultsData BookFinancial Results BriefingSecurities ReportConvocation Notice and Reports of Shareholders MeetingIntegrated ReportIR Briefing SessionDisclaimerIR registrationIR FAQContact us regarding IRSustainabilityIntegrated ReportESG DataMessage from the PresidentRyohin Keikaku and SustainabilityBasic Policy and ESG Management StructureMaterial Issues and IndicatorsOur PoliciesOur Approach to Product DevelopmentTopicsSustainability NewsRespect for the EnvironmentEnvironmental ManagementResponse to Climate ChangeResource CirculationWaste ManagementWater Resource ManagementChemical ManagementBiodiversityRaw Material ProcurementEngagement with SocietyRespect for Human RightsHuman Rights Policy and Internal FrameworkHuman Rights Due DiligenceGrievance MechanismRespect for ColleaguesHuman Capital StrategyWorkplace Safety and Employee HealthMaintaining a Positive Work EnvironmentRespect for DiversityHuman Resource Development and Career DevelopmentCo-Owned Management and EngagementBasic Policy on Harassment from CustomersSupply Chain ManagementCode of Conduct for Production PartnersMonitoring Production PartnersList of Production PartnersSupplier HotlineCustomer Safety and Peace of MindCustomer FeedbackQuality and SafetyFood-Related Responsibilities to CustomersAs a Community Center Activities at StoresRegions and CommunitiesSocial Impact AssessmentGovernancePublic Interest and People-Centered ManagementStakeholder EngagementCorporate Governance Policy and SystemAssessment of Effectiveness of the Board of DirectorsInternal ControlComplianceRisk ManagementInformation Security and Protection of Personal InformationParticipating in InitiativesExternal EvaluationsDonations and AssistanceTopRecruitOnline StoreContactメインナビゲーションメニューを閉じるメニューを開く
Ryohin Keikaku Group, at this "Second Founding", defined our corporate purpose as "to contribute to the creation of 'Truthful and Sustainable Life for All' through our products, services, stores and business activities; believing 'human society rich in heart, with balanced relationship between human, nature and artifacts'". We will expand our business through the commitment to our mission.
Mission 1: To provide daily necessities and services with genuine quality and ethical value, at appropriate and affordable prices.
Mission 2: To have a positive impact on each region by operating stores that serve as community centers, sharing concerns and values with local residents and collaborating with them to tackle local issues.
Under this core corporate purpose, we will continue to contribute to the creation of ecological and sustainable society with resource-recycling. With the core value "To contribute to society and people", all of our employees and associates will proactively respond to issues surrounding in our society and Earth. And also make effort on reducing environmental burdens through the whole cycle of our products, services and activities, while respecting individuals. We have announced our vision until 2030 to create better future society in 100 years. Through each store, we will continue to contribute and work together with locals to improve their communities and to encounter their local issues while supporting the basics of everyday life.
2030 Vision
To be a part of people's daily necessitiesStores serve as community centers
To realiaze the above,Practice independent store management and co-owned management Provide comfortable online services To be a front runner of ESG management
And now, based on our foundations in Japan, we will evolve our "Second Founding" and pursue further growth around the world.
3 Year Rolling Plan（FY26/8-28/8）
[billion yen]
FY25/8
FY26/8
FY27/8
FY28/8
Result
YoY
Plan
YoY
Plan
YoY
Plan
YoY
Operating revenue
7,846
118.6%
8,600
109.6%
9,500
110.5%
10,800
113.7%
Operating profit
738
131.5%
790
107.0%
890
112.7%
1,080
121.3%
OP margin
9.4%
+0.9%
9.2%
-0.2%
9.4%
+0.2%
10%
+0.6%
ROA (ratio of ordinary profit to total assets)
13.5%
-
13.1%
-
13.6%
-
14.8%
-
ROE (ratio of net income to equity)
16.3%
-
15.1%
-
14.8%
-
15.9%
-
Number of stores
1412
-
We plan an annual net increase of 45 stores in Japan and 70 in overseas.
3 Year Rolling Plan Summary
We aim to achieve 1 trillion yen in operating revenue and 100 billion yen in operating profit.
Category
Direction
1. Gain
In FY28/8, we plan to achieve 1 trillion yen in operating revenue, driven by global expansion beyond limited regions. Overseas sales are expected to reach 500 billion yen, accounting for 46% of total revenue. The expected revenue CAGR for LFL stores + EC is 104%. On average, 45 stores are added annually in Japan and 70 overseas.
Japan: Continue opening new stores while improving profitability. Store sizes will be flexibly adjusted tailored to local market.
Mainland China: Improve profitability per store, with visible impact from small-scale renovations.
East Asia: Revenue per store continues to improve, and South Korea is shifting into a growth phase driven by an increase in store count.
Southeast Asia: Strengthen brand recognition through flagship stores, while improving profitability of existing stores.
Europe and North America: Flagship stores to be opened in Europe in FY27/8. Re-growth accelerates.
2. Reduce
We aim to achieve operating profit margin of 10% in FY28/8, with further improvement toward 12%.
Despite the impact of exchange rates for procurement, we will steadily improve gross profit margin through the reductions of production costs and controlled discounting.
While maintaining the current business structure, we will enhance procurement capabilities and strengthen cost efficiency across the business.
3. Leverage
We are expanding the functions and locations of MUJI GLOBAL SOURCING (production management), while also enhancing our product development capabilities.
We are building both offensive and defensive infrastructure, including logistics and IT.
We are investing in talent by improving recruitment, global assignments, training, and compensation to create a supportive working environment.
8 Growth Drivers for Global Growth
As Ryohin Keikaku Group takes on the challenge of global growth, we have identified the following eight growth drivers and are steadily advancing initiatives based on them.
1Store Expansion
Globally rollout of the 600-tsubo store format developed in Japan
Opening flagship stores in capital-class cities
Diversifying store formats with small and medium-sized stores
2Deployment of Operations Developed in Japan
Adoption of product planning methods developed in Japan globally
Individual store sales and inventory planning （merchandising plan)
3Enhancement of Product Development Capabilities
Create new global core categories following H&B and Apparel
Increase overseas Food sales ratio from 4% to over 7%
Achieve 80% coverage in Household goods globally
4Strengthen OMO*
Centralized inventory management across multiple channels, including online and offline
Strengthening membership programs through apps
Rebuilding the e-commerce driving global growth
5Marketing Strategy
Refine product marketing
Increase LTV through CRM
Expand potential customer base through branding initiatives
