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