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When formulating our medium-term management plan, we evaluated our main businesses along both a quantitative and a qualitative axis, and organized directions for each business in terms of “advance,” “revise and advance,” and “fundamentally restructure.”
In the Tokyu Hands business, which we have positioned as a business for fundamentally restructuring, we have transferred all shares to a new business partner. In the Resort business, we are promoting steps to go asset light, including golf courses and ski resorts, based on the TCFD scenarios, etc.
In the Healthcare business, which is positioned on the border with “revise and advance,” we will restructure the fitness business with a focus on store operations.
In the Commercial facilities business, our policy will be to shift to facilities that meet customer needs for experience-based/empathy-based consumption, and promote asset portfolio replacement.
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