Mid-to Long-term Management Vision, ONWARD VISION 2030

The Onward Group's Raison D'etre

Enriching and adding color to people's lives while caring for the planet

Onward Group's Raison D'etre

Desired Image of the Onward Group

Evolving into a Customer-Centric Company, Making the Best Use of Employees' Diverse Strengths

Achieve direct and two-way communication between customers and employees to co-create value provided to customers

Desired Image Stylists/ Designers/Pattern makers/Staff/Partners/Planning, Production, Distribution Organization/HR Management/Financial management Apparel B2B Lifestyle Online stores OMO Stores Members Customers

Five Strategies toward FY02/31

1. Transform the Apparel Segment Business Model

①Transform communication with customers Build a community that grows autonomously and co-create value with customers ②Transform product planning, production, and distribution Digitalize the production process to improve speed, price optimization, and traceability ③Transform sales Develop OMO* stores that combine the advantages of physical and online stores. ※ OMO=Online merges with offline
Apparel Business (Japan)

2. Accelerate Growth of the Lifestyle Segment

The five businesses of the Group's Lifestyle Segment show steady results even amid the COVID-19 pandemic. We will vigorously push forward with our growth strategy for the post-COVID world with the Lifestyle Segment as our core segment.

Create Synergy Within the Group Improve brand value Promote M&A Prioritized allocation of management resources Expand community and sales channels
Lifestyle Business

3. Strengthen B2B Businesses

These businesses have been robust even amid the COVID-19 pandemic.
We position them as stable growth businesses in the post-COVID era, and target sales of 60 billion yen (20% of total sales) in FY02/31.

Product Services business(for general corporate clients)
Product Services business
(for general corporate clients)

Provides uniforms, promotional products, and services to general corporate clients. Assets shared within the Group to maximize synergies.

Platform Services business(for retailers and the apparel industry)
Platform Services business
(for retailers and the apparel industry)

OEM/ODM business for retailers and the apparel industry. Utilizes product planning, production, and distribution platforms that are visualized and streamlined through information sharing and data-linking.

Apparel Business (Japan)

4. Evolve into a Company Where Diverse and Unique Personnel Can Exhibit Their Strengths

By training in-house personnel who will spearhead change, or recruiting personnel externally, and promoting organizational and HR platform reform, we will evolve into a company where diverse and unique personnel can play an active role.

Organizational and HR platform reform Promote the activities of diverse personnel Diversify workstyles Offer multiple career paths and personnel development Fair, multi-faceted evaluations and performance-based compensation Transfer authority to the job site Achieve a flat organization
Materiality 3
Workstyles that enhance and add color to employees' lifestyle as well
Materiality 4
Workplace where diverse individuals are engaged

5. Promote Sustainable Management that Pursues Coexistence with the Environment

We will establish an organization dedicated to the promotion of sustainable management in FY02/22 and advance efforts in this direction based on the recognition that sustainable management is an important ideal that underpins our corporate activities.

Main initiatives toward sustainable management Eliminate wasteful production (Expand made-to-order production) Example: Expand the made-to-order business centered on Kashiyama Dalian Improve traceability Example: Increase awareness of factory audits at the Japan Apparel Quality Center Recover and reuse products Example: Find more ways to use recovered products (blanket donations in cooperation with the Japanese Red Cross Society, stepping up the Reuse Park initiative)
Onward's Sustainability

Growth Roadmap

Aim to achieve sales and operating profit growth by expanding the Lifestyle Segment while transforming the business model of the Apparel Segment with a view to the post-COVID era.

Transforming the business model(amid COVID-19) Moving forward with the full-blown growth strategy(post-COVID-19)

Related Links

Management Policy