We are creating a shift away from
material wealth to true
abundance.
"Reuse" is one of the major initiatives to achieve a circular economy,
and we
believe that expanding our core reuse business globally will lead to the realization of a sustainable
society.
By proactively addressing ESG issues and narrowing down what is truly
necessary for all stakeholders,
we aim to realize a world where everyone can live
in a way that is true to themselves.
Valuence takes on the challenge of solving social issues through our core business of reuse,
which connects unwanted items from former owners to new owners in need.
To focus on what is most important. To pursue not only material wealth, but an abundance in living
one’s own life.
We believe designing circular business activities for a more abundant Earth and
for the happiness of humanity will lead to a future of happiness worldwide.
Valuence Holdings Inc.
Representative Director
Shinsuke Sakimoto
In order to achieve our aim to be, “Circular Design Company”, by 2030, Valuence Group has
formulated a new medium-term management plan, “To the Next Stage : For 2030 Revival
Vision” (FY25-FY27).
Along with the new plan, we redefine our
materialities and
established four new key themes and the indicator and target for
the Valuence Group to work towards.
Purpose
Realization of the purpose "Circular Design for the Earth and Us"
Mission
Achievement of our mission "To Encourage More People to
Focus on
What is Most
Important in Their Lives"
01.
Provide Value that Broadens
People's Life Perspectives
02.
Global Economic Zone where
Goods and Thoughts circulate
03.
Corporate Culture and
Human Resources as the
Source of Value Design
04.
Responsible Business
Practice for the Earth and
the Society
In order to create a future where people can “focus on what is most important in their lives”, each and every one of us needs to pursue a rich way of life for ourselves. Valuence aims to provide products and services that accompany you through the various choices and situations that occur in your life, foster richness, and expand your options in life.
We believe that if people around the world can “focus on what is most important”, both people and the planet will continue to become richer, and this will bring happiness to the world. Valuence aims to build and expand a global economic zone where the circulation of real assets and spiritual richness ripple out through coexistence and co-prosperity with the community, based on a marketplace that can be used safely by all.
The fact that each and every employee pursues their dreams and careers, and continues to seek out actions that will expand their potential, is the starting point for Value Design, which allows everyone involved with Valuence to focus on what is most important. Valuence aims to create a culture where each and every employee can feel that they have a place to belong, and to provide support and encouragement that allows all the employees to be healthy in body and mind, and to be able to demonstrate their individuality and talents.
In order for us to design a sustainable cycle over the medium to long term, it is essential that we build a robust governance system and achieve sustainable corporate growth in a rich global environment and society. Valuence aims to operate its business based on ethical and fair decisions while sincerely engaging with stakeholders, including the global environment and society.
STEP 1
We extracted ESG issues and opportunities that could be candidates for materiality, with reference to international guidelines and evaluation organizations related to ESG.
STEP 2
We conducted a questionnaire survey of customers and all employees (including overseas) to ask them to evaluate the issues and opportunities they expect us to address.
STEP 3
We held a workshop with management and employees in charge of financing to evaluate the importance of each issue and opportunity.
Based on the results of this workshop, we mapped the issues and the opportunities onto a materiality matrix and identified 17 materiality issues.
STEP 4
The 17 materiality issues were deliberated by the ESG Promotion Committee and approved by the Board of Directors.
Based on this, we organized the materiality issues into 4 key themes.
We established subcommittees for each theme and appointed ESG Promotion Committee members as the responsible persons.
STEP 5
Each subcommittee, which is made up of representatives selected from related departments, formulated indicators, targets, and action plans to measure the degree of achievement for each materiality.
We will strengthen the cooperation between the ESG Promotion Committee and related departments in order to achieve our goals.
Impact on the Earth and Society
Impact on the Business
Key Therme:
We have set evaluation indicators and some numerical targets for each materiality.
The numerical targets are set for 2027, the year in which we will implement our new
medium-term management plan
“To the Next Stage : For 2030 Revival Vision”, and
2030, the year in which we will realize our vision of
becoming a “Circular Design
Company”. The plan and promotion of the set indicators and
targets are managed by
the person in charge of the Working Group for each key theme,
and are developed
into the policies, targets and plans of each related department.
The progress and
achievement status of each target is checked by the ESG Promotion Committee
every
month and reported to the Board of Directors, ensuring that the PDCA cycle is steadily
implemented.
| Key Theme | Materialities | Indicators | mid-term Objectives （FY27） |
Objectives （FY30 ） |
FY24 Achievements | FY25 Achievements |
|---|---|---|---|---|---|---|
| 01. Provide Value that Broadens People's Life Perspectives |
1. Promotion of sustainable consumption | Resale Impact (Avoided CO₂ Emission) | - | - | 5,311,106t | Planned disclosure around spring 2026 |
| Number of repair services provided | 50,000 or more | Approx. 40,000 | Approx. 45,000 | |||
| 2. Providing products and services that expand your life choices | Purchase value ratio excluding Nanboya (including overseas) | 25% or more | 16.1% | 18.4% | ||
| 5. Turning customers into fans and building long-term relationships | Ratio of repeat purchasing customers *1 | 50% or more | 46.8% | 49.3% | ||
| 02. Global Economic Zone Where Goods and Thoughts Circulate |
3. Innovative and creative market design | Auction consignment ratio | 40% or more | 29.0% | 38.3% | |
| Ratio of retail sales | 25% or more | 16.7% | 20.6% | |||
| Growth ratio of overseas purchases | CAGR 25% or more |
- | - | |||
| 7. Data privacy and cyber security | Ratio of participation in information security training | 100% | 100% continuity | 95% | 95% | |
| Number of human errors related to personal information leaks | 0 | 0 | 5 | 5 | ||
| 10. Coexistence and co-prosperity with communities | Community engagement through business activities and social contribution activities | - | - |
|
|
|
| 13. Responsible marketing and consumer awareness | Marketing that complies with laws and regulations and providing useful information to consumers | - | - | Implemented training of green claim | Formulated the Responsible Marketing Policy covering all marketing communications across the Group | |
| 03. Corporate Culture and Human Resources as the Source of Value Design |
8. Occupational health and safety and Employees' Wellbeing | Employee engagement score | 4.0 | 4.2 | 3.6 | 3.7 |
| 9. Acquiring, retaining and developing human resources | eNPS | -50 | -40 | -63 | -62 | |
| Job turnover ratio | 14% | 12% | 16.1% | 15.4% | ||
| Training hours per person | 80h | 90h | 74h | 63h | ||
| "My Mission" setting ratio | 100% | 100% continuity | 86% | 92% | ||
| 14. DEIB | Proportion of Women in management post *2 | 25% | 30% | 13.6% | 14.6% | |
| Proportion of Women in director post | - | 30% | 16.7% | 18.2% | ||
| Proportion of Men that childcare leave taken | 80% | 100% | 76.9% | 100% | ||
| Gender pay gap *3 | 80% | 85% | 70.9% | 72.8% | ||
| 04. Responsible Business Practice for the Earth and Society |
4. Governance, Compliance, Business Ethics | Ratio of employee training attendance for the Group Code of Conduct | 100% | 100% continuity | - | 100% |
| Corporate Governance Code ※TSE Prime Market Criteria |
- | Comply all items | - | - | ||
| 6. Respect for human rights | Establishing human rights due diligence system | - | - |
|
Continued employee training on human rights | |
| 11. Measures against climate change | GHG emissions reduction ratio (Scope 1, 2) (Base year：FY23) | 50% | 90% | 13.4% increase | 22.2% increase | |
| Renewable energy ratio (electricity) | 50% | 100% | 1.3% | 12.8% | ||
| GHG emissions (Scope 1, 2, 3) | - | Carbon Neutral | 96,416 t-CO₂e | 89,420 t-CO₂e | ||
| 12. Stakeholders engagement | Establishing a system for reflecting stakeholder engagement in management | - | - | Identified eight key stakeholders based on an assessment of impact on Valuence business activities | ||
| 15. Waste management | Ratio of recycled materials used in plastic packaging materials *4 | - | 50% | - | 65% | |
| 16. Water resource management | Water use and wastewater volume *5 | - | - | - | Water use: 61,709 m³ | |
| 17. Biodiversity | Measures to biodiversity issues | - | - | - | Collected information on frameworks and methods to evaluate relationships with natural capital |
Key Theme ①
| Materialities | Indicators | FY25 Achievements | mid-term Objectives (FY27) |
Objectives (FY30) |
|---|---|---|---|---|
| 1. Promotion of sustainable consumption | Resale Impact (Avoided CO₂ Emission) | Planned disclosure around spring 2026 | - | - |
| Number of repair services provided | Approx. 45,000 | 50,000 or more | ||
| 2. Providing products and services that expand your life choices | Purchase value ratio excluding Nanboya (including overseas) | 18.4% | 25% or more | |
| 5. Turning customers into fans and building long-term relationships | Ratio of repeat purchasing customers* | 49.3% | 50% or more |
Valuence places a strong focus on enhancing our repair services, in addition to our reuse business. Our repair services extend product life cycles. We enhanced our technical capabilities and productivity by improving the Service Website UX and UI, strengthening internal training, and improving operations. As a result, the number of repair services we provided increased to approximately 45,000 in fiscal 2025. We will take further efforts in fiscal 2026 to grow our services, including by improving the site’s UX and assigning skilled craftspeople to physical stores.
For Resale Impact, we are updating our methodology to calculate avoided emissions with greater precision and plan to disclose fiscal 2025 results in the spring of 2026. We are also making active efforts to transition our stores to be more environmentally conscious. All buying and retail stores opened in fiscal 2025 use environmentally responsible materials in part of their fixtures and fittings.
We offer further circular options alongside reuse through our upcycling business. The Ministry of the Environment selected our upcycling business as a Decokatsu project. Our business transforms used uniforms and event decorations from the sports and entertainment industries into bags, apparel, and other products while preserving the distinctive qualities of the materials and designs. We harness the passion of fan culture to raise interest environmental issues and encourage the adoption of sustainable fashion in everyday life, aiming to build a circular society.
Looking ahead, Valuence will continue to expand repair, upcycling, and other new services centered around reuse. We will create environments and experiences that make sustainable choices feel natural for customers and help embed sustainable consumption into everyday life.
Pre-Owned Brand Shop ALLU Opens ALLU SHINJUKU on October 26
Ministry of the Environment Selects Valuence Upcycling Business in the Sports and Entertainment Industry as a Decokatsu Project
Value Creation
Story
Input
Business
activities
Output
Outcome
Circular Design
for the Earth
and Us
Valuence leverages management capital,
the source of our value creation,
to design circular
business
activities.
We create value to expand individual life choices,
circulate material values,
and
create societies that enjoy
the spillover effects of personal abundance.
The Valuence Group aims to generate value that expands life choices for everyone and build a society where the circulation of material value expands in tandem with broader personal fulfillment. But this vision is not something we can achieve on our own. Only by collaborating with our diverse stakeholders, not just pursuing our own interests, can we bring this vision to life. Based on this belief, we strive to establish a framework to reflect stakeholder voices in our business activities and engage with each stakeholder group with sincerity and transparency.
| Stakeholder | Value Provided | Engagement Methods |
|---|---|---|
| Customers |
|
|
| Employees |
|
|
| Shareholders, Investors, Financial Institutions |
|
|
| Business Partners |
|
|
| Government Agencies |
|
|
| Local Communities |
|
|
| Industry Associations |
|
|
| Persons Embodying Our Mission to Encourage More People to Focus on What is Most Important in Their Lives |
|
|
Solving pressing issues such as climate change and biodiversity requires companies to collaborate with industry, local governments, organizations, and other entities.
Valuence will collaborate with other companies and organizations through participation in relevant initiatives, incorporate objective evaluations and feedback from external evaluation agencies into our corporate activities, and strive to maximize social and corporate value.
The Japan Sustainable Fashion Alliance is a national organization promoting the transition to a sustainable fashion industry
The Ellen MacArthur Foundation is an international charitable organization that develops and promotes circular economies.
Global initiatives uniting companies in the fashion and textiles industry in preventing global warming, restoring biodiversity, and protecting the oceans
A consortium of Japanese industry, government, and academia to promote the disclosure of climate-related financial information
Non-profit organization encouraging international environmental disclosure
Received a B score under Climate Change in 2025
Survey that evaluates corporate sustainability progress from multiple perspectives
Received a 3-star rating in 2025
Environment
Sustainability initiatives are an important management issue for the Valuence Group. We engage in several sustainability measures under the supervision of the Board of Directors. The ESG Committee is a supporting body of the Board of Directors. The committee meets to discuss and manage ESG-related policies, activity plans, measures, and other related matters. The ESG Committee consists of members appointed by the director in charge of ESG, who serves as chair of the committee. We also established subcommittees for each of the four key areas and appointed a member of the ESG Committee to lead each subcommittee. Each responsible officer coordinates with relevant departments to implement ESG initiatives across the Valuence Group. The Risk Management Committee is responsible for risks related to sustainability. The committee collects and analyzes information about company-wide compliance and risk while also overseeing risk management comprehensively and inclusively for the group. The Risk Management Committee coordinates with the ESG Committee.
We also work to solve social issues through our philanthropic activities. In promoting these activities, we actively support the participation of our employees.
This is a donation program that started on Children’s Day, May 5, 2018, with the hope of creating a society where all children have equal opportunities. All proceeds from the sale of customers’ unworn clothes will be donated to Chance for Children, a public interest incorporated association, to contribute to activities to stop the cycle of poverty among children in Japan.
Participants take on the role of Nanboya appraisers, examine real gold and gemstones, and learn about reuse in an engaging way. The program conveys the importance of using products with care and continuing to use them over time. As of 2025, we have held the program in 12 locations nationwide and will continue to provide learning opportunities many children.
Dancers from Valuence INFINITIES lead special classes. The program develops students’ expressive ability, communication skills, and teamwork through dance-based physical expression, while supporting the growth of their individuality and potential.
Valuence INFINITIES × Meisei High School Dance Curriculum Presentation
We held a lecture to MBA students on the luxury reuse market in Japan and our supply chain strategy in the circular business. The session shared the potential of circular economy models from an international business perspective.
We conducted a class on our circular design business. Students toured Valuence facilities and experienced on-site reuse and upcycling operations. The session explored new possibilities for value creation in circular societies with participating students.
We held a lecture to merchandising students on the luxury reuse market in Japan and our circular luxury business. The session shared the potential of circular economy models from an international business perspective.
We disclose our key ESG (Environmental, Social, and Governance)
data on Valuence Group's
business
activities.
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Social
One of the most important management issues for the Valuence Group is to maximize the value of our human resources by building expertise and ensuring organizational diversity. Expertise and diversity will help us achieve the Valuence Group corporate philosophy and medium-term vision. We pursue a number of initiatives under three human capital-related materiality issues: Occupational health and safety and Employees' Wellbeing; Acquiring, retaining and developing human resources; DEIB
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