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Strategies by segment

The Seventh Medium-term Business Plan marks the turning point for a shift in growth. Whilst strategies will be considered on a value chain basis, for the meantime management will be implemented on the existing segment basis.

Segment Targets (FY2023)

Billion yen Net sales Operating profit ROS EBITDA margin
Target Comparison with FY2020 Target Comparison with FY2020 Target Comparison with FY2020 Target Comparison with FY2020
Consolidated 305.0 +54.9 26.0 +6.6 8.5% +0.8pt 13.2% +0.8pt
Spice / Seasoning / Processed Food Business 133.0 +12.7 15.1 -0.5 11.4% -1.6pt 15.6% -0.7pt
Health Food Business 22.8 +7.5 1.5 +1.9 6.6% +9.2pt 10.5% +8.6pt
International Food Business 57.5 +23.4 6.6 +2.0 11.5% -2.0pt 16.9% -0.7pt
Restaurant Business 57.0 +12.3 4.7 +5.4 8.2% +9.7pt 13.0% +4.4pt
Other Food Related Business 44.4 +0.5 1.6 -0.2 3.6% -0.4pt 4.7% -0.4pt
Adjustment (elimination) -9.7 -1.4 -3.5 -2.0 - - - -

* Comparison with results for final fiscal year (FY2020) of Sixth Medium-term Business Plan restated to reflect new revenue recognition standard for reference.

Spice / Seasoning / Processed Food Business

(1)Growth based on the creation of new value
Achievement of topline growth by working to expand domains through free thinking and challenging ourselves

(2)Improvement of earning capacity as core business
Continuation of initiatives for reform of earning structure and pursuit of effective marketing measures to ensure competitiveness

(3)Commitment to solve social issues through core business
Promotion of a shift to microwaveable retort pouched products to reduce CO2 emissions in the entire supply chain (Scope 3), in addition to the reduction of CO2 emissions (Scope 1 and 2) and the curtailment of waste at our facilities

Health Food Business

(1)Shift to a more sustainable business model by capturing business opportunities globally from a VC perspective
Focus on the global expansion of vitamin drinks and lactic acid bacterium business for the establishment of Functional Ingredients VC

(2)Rebuilding of existing domestic business
Implementation of profit structure reforms and establishment of new customer contact points

International Food Business

Acceleration of growth. Shift towards greater local autonomy aiming to achieve growth on a “local production for local consumption” basis

  • United States: Strengthening of base (expansion of production and supply systems, strengthening of R&D) for advancement to a new growth stage, and expansion of areas of operation
  • China: Sustainable growth in the core business and expansion of business domains to meet local needs
  • ASEAN: Start-up of BtoC curry business and pursuit of possibilities of BtoB spice business in conjunction with GOT
  • Strengthening of governance with a view to greater local autonomy

Restaurant Business

(1)Proactive generation of domestic demand in the COVID and post-COVID era
Strengthening of non-eat-in services and contact points (home delivery and drive-thru, development of business styles, etc.)

(2)Promotion of Group synergy themes
Creation of benefits for the Company, Ichibanya Co., Ltd. and franchise owners through the development of new curry sauces

Other Food Related Business

(1)Delica Chef : Collaborative creation with companies inside and outside the Group in Value-added Vegetable VC
(2)Vox Trading: Utilization of upstream strengths and demonstration of capabilities linking activities in the VC together