The SALA Group has established a new Medium-Term Management Plan to realize its 2030 Vision. This plan indicates the direction and strategies that the Group should pursue in the face of drastic changes in society and people’s lifestyles, with the aim of uniting the Group and achieving new growth.
"SALA: Common in Your Town , Value to Your Life"
●As society undergoes significant changes, SALA Group will make thorough efforts to realize quality lifestyles, providing new and enjoyable value on top of safety, security, comfort, and convenience.
●We aim to establish the SALA brand as a symbol of trust among customers, local communities, suppliers, and shareholders and to be the company that brings employees the greatest job satisfaction.
●We also aim to continue sustainable growth with all stakeholders and establish SALA brand as trustworthy in local communities.
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Establish the SALA brand |
SALA will build strong ties to local communities as a high-quality brand that continually provides products and services to realize safety, security, and comfort for customers in all areas from individual lifestyles to urban development, social infrastructure and lifestyles across the local area. |
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Boost quality |
We will engage in dedicated efforts to boost the quality of our products and services, bolstering our connections with customers and achieving a high level of customer satisfaction. Our productivity will increase through the streamlining of business processes and the appropriate placement of personnel. As a result, we aim to realize task of doubling its operating profit by 2030 compared with FY2018. |
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Achieve dramatic growth in the housing business |
We will explore and develop new products and services to go beyond the boundaries of existing SALA Group’s business segments consisting largely of energy-related business and non-energy-related business. In non-energy-related business, especially in housing business, we will re-invent the residential renovation business to grow significantly and develop used housing activities as one of our core businesses. Additionally, we will launch an organization to enhance people’s quality of life through development of innovative products and services unique to SALA brand, and our net sales in the housing and B2B fields will significantly increase. |
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Nurture people who think and act on their own initiative |
We will operate a new human resources system that allows diverse individuals to demonstrate their abilities to the full, feel pride and satisfaction in being SALA employees, think and act on their own initiative when responding to customer needs, and create new value. All employees will have a strong desire to take on challenges. It will come naturally to them to think and act without being constrained by existing frameworks, and the company will become the most appealing in the region. |
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Enhance social value |
As a corporate group that contributes to the realization of a sustainable society, we will tackle environmental challenges through our businesses, including carbon neutrality, challenges related to declining birth rates and an aging population, and other issues. We will provide large-scale assistance to local communities beyond our business activities as well, thereby earning the trust of the regions around us. |
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Basic Policy: “X（Cross）120”
Under the banner of “One SALA,” we are stepping forward toward the realization of our 2030 Vision. In our 5th Medium-Term Management Plan, we pursued initiatives under the theme “Go Beyond Boundaries.”
In this 6th Medium-Term Management Plan, the SALA Group goes beyond those boundaries to embrace “X: CROSS” (intersect, collaborate, and cocreate), realizing transformation and creating new value.
As the SALA Group approaches its 120th anniversary in 2029, we will fully unleash our integrated strengths to 120% of their potential. By uniting management and every employee around the spirit of “120” and advancing transformation, we will realize the 2030 Vision target of 12 billion yen in consolidated operating profit.
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Key strategy 1 Establish business models for “SALA in Life” and “SALA in Business” |
We will aim to maximize synergies within the SALA Group to accelerate growth by leveraging our customer base and assets. In addition, we will build business models optimal from our customers’ perspective in each business area by reviewing our organizational structure with a view to integrated business development as a single unified SALA, among other measures. |
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Key strategy 2 Create new value to generate business |
We will take up the challenge of creating new value that contributes to resolving social and customer issues as well as enhancing well-being. In the food and agribusiness in particular, we will create high added value across the food value chain from production to distribution, processing, sales, and consumption, while also taking on the challenge of structural transformation toward sustainable agriculture. |
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Key strategy 3 Improve profitability of current businesses and transform management |
We will achieve an operating profit margin that exceeds the industry standard across all businesses by 2028 while realizing a consolidated operating profit margin of 4.0% by 2030 by striving to enhance product competitiveness and service quality across all businesses. |
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Key strategy 4 Recruit, develop, retain, and enhance engagement of human resources, the source from which value is derived in an era of population decline (labor shortages) and wage increases |
We will become an organization where diverse human resources and work styles create new value by securing and strengthening the development of both talent capable of driving the SALA Group’s transformation and experts, while strategically allocating human capital to growth fields. |
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Key strategy 5 Promote digital transformation to enhance productivity and create new customer value |
We will strive to shift toward high-value-added operations (DX1), utilize digital services that deliver customer experiences exceeding expectations (DX2), and create new value utilizing digital (DX3) by utilizing digital technologies such as generative AI to reform business processes, thereby dramatically improving productivity. |
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Net sales *1 (Billions of yen) |
Operating profit (Billions of yen) |
Profit *2 (Billions of yen) |
Ratio of operating profit to net sales |
ROE *2*3 |
ROIC |
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2025(actual) |
251.5 |
7.3 |
5.8 |
2.9% |
6.7% |
3.8% |
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2028(plan) |
280.0 |
10.0 |
7.0 |
3.6% |
7.6% |
4.4% |
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2030(plan) |
300.0 |
12.0 |
8.4 |
4.0% |
10.0% |
6.0% |
*1 Net sales plan for 2030 has been revised upward from the initial plan of ¥280 billion established at the time of formulating the 2030 Vision, taking into account the surge in energy and raw material prices.
*2 The effects of loss (gain) on valuation of derivatives are not included in the plan. The actual results for 2025 include gain on valuation of derivatives of ¥1.8billion.
*3 The equity-to-asset ratio is controlled to be around 40%.
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CO₂ emissions |
Comparison with base year 2021 |
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2025(actual) |
25,760 t |
△24.5% |
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2028(plan) |
22,000 t |
△36% |
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2030(plan) |
17,000 t |
△50% |
The "6th Medium-Term Management Plan" is available for download below.
