HIMARAYA Corporation
Climate Impact & Sustainability Data (2024-08 to 2026-08)
Reporting Period: 2024-08 to 2026-08
Environmental Metrics
ESG Focus Areas
- Human Capital Management
- Sustainability
- Corporate Governance
Social Achievements
- Recruit/develop 11 qualified trainers to provide health promotion proposals, training services, etc. in stores, focusing on customers' physical balance.
- Aim for certification as a “corporation with excellent health management”
- Develop unique health promotion methods utilizing qualified trainers
- Establish health and hygiene organization for employees’ mental health
Governance Achievements
- Establish Succession Plan for Next Generation of Management Personnel based on Skills Matrix
- Maintain efforts to evaluate effectiveness of Board of Directors for sustainable enhancement of corporate value
Climate Goals & Targets
Long-term Goals:
- Increase corporate value (target market capitalization of 25 billion)
- Achieve ROIC and ROE targets and ensure growth
- Achieve PBR of over 1x
- Achieve capital structure that optimizes cost of capital
- Stable dividend policy balanced with growth investments
Medium-term Goals:
- Achieve ordinary income of 3 billion yen by the fiscal year ending August 31, 2026
- Achieve EC sales of 30 billion yen
- Open 10-15 new stores
Short-term Goals:
- Achieve ordinary income of 1.4 billion yen by the fiscal year ending August 31, 2024
Environmental Challenges
- Decline in gross profit margin resulting from inventory liquidation and the recording of an impairment loss on stores in extraordinary losses.
- Higher utility costs and the need to promptly adapt to shifting trends in outdoor camping merchandise led to increased expenses.
- Some store renovations and digital investments have not yet been made.
- Training of store personnel to be digitally enabled
Mitigation Strategies
- Thoroughly strengthen inventory control
- Unified commerce improves store operations efficiencies
- Expansion into asset light business areas
- Develop and secure highly specialized staff based on Tokyo office structure
- Train from both mindset and skill perspectives by classifying employees into three levels: core personnel, managers, and skill-developing employees
- Establish programs and educational support for management development and professional human resource development