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Turn to page 4.
Let me describe our action policies in the fiscal year ending March 2021.
Our living environment has changed dramatically due to the spread of the coronavirus. We are putting voluntary restrictions on traditional behavioral patterns.
The extent of the economic slowdown due to the spread of the coronavirus is uncertain. We must pay attention to any changes in the real estate market.
A paradigm shift that changes values in society can occur after large events. We believe that this is likely.
The Group’s policies are ensuring its sustainability and promoting reforms in response to a paradigm shift.
In the short term, we prioritize the safety of customers, employees, and other stakeholders to ensure our sustainability.
We will review costs and will assess investment opportunities, taking advantage of changes in market conditions. We will provide products and services in response to new lifestyles. At the same time, we will promote unity within the Group and among employees to overcome the crisis.
We will promote reforms in response to a paradigm shift. We will evolve the business model in line with the Group’s social missions and will focus on creating new business opportunities.
We know we are facing many challenges, including a digital transformation.
Soon we will need to form the next medium- to long-term management plan. We will think carefully about a management plan that incorporates those action policies.
The Group’s missions—enhancing shareholder value and corporate value in the medium to long term—will not change in the current business environment.
Meanwhile, the pandemic risk has reminded us of the Group’s challenges.
In the fiscal year ending March 2021, we will factor in short-term risks that will affect the Group’s results and will lay a foundation for determining our challenges that will be incorporated in the next medium- to long term management plan.
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