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A year ago, I explained to you that in the long-term management policy, our business portfolio management was the most important challenge that we faced.
At this time as we proceed in formulating our medium-term business plan, we evaluated our key businesses based on two axes: quantitative and qualitative evaluation and sorted their respective directions as follows: “implement,” “revise and implement,” and “fundamentally restructuring.”
All shares in the Tokyu Hands business, which we position as requiring fundamentally restructuring, were transferred to a new partner, while based on the TCFD scenario and other factors, we will promote an asset-light strategy for golf courses, ski resorts, and other such items in the resort business
For our healthcare business, which borders along “revise and implement,” we will restructure with a focus on facilities in our fitness segment. As for our commercial facility business, we intend to convert to facilities that meet needs for experiential and emphatic consumption and replace the content of our asset portfolio.
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