Fujicco Co., Ltd. · TSE:2908
Fujicco — FY3/2026 Earnings Presentation
45 slides from Fujicco's earnings presentation, May 25, 2026
Slide 1: Financial Results Presentation
This document has been translated from the Japanese original for reference purposes only. In the event of any discrepancy between this translated document and the Japanese original, the original shall prevail. Consolidated Financial Results for the Fiscal Year Ended March 31, 2026 Financial Results
Slide 2: Topics for FY3/2026
Topics for FY3/2026
Slide 3: Topics for FY3/2026
Topics for FY3/2026 Strived to restructure business and solidify the foundation for growth Management May • Decided to close the Hamasaka Plant (to be closed in March 2027) streamlining Aug. • Transferred Foods Palette Co., Ltd. Oct. • Merged FUJICCO NEW DELICA CO., LTD. through an absorption type m
Slide 4: Sales Performance of Caspian Sea Yogurt Richmo Plain 900g
Sales Performance of Caspian Sea Yogurt Richmo Plain 900g Rapidly growing to become the third best-selling product in the Caspian Sea Yogurt series! ◆Changes in sales Released on Sept. 24 Released nationwide on Oct. 15 Sept. Oct. Nov. Dec. Jan. Feb. Mar. © FUJICCO Co., Ltd. 4
Slide 5: Sales Performance of Fujicconi Series
Sales Performance of Fujicconi Series Performing well and exceeding the previous year’s level since autumn due to the airing of TV commercials ◆Net sales YoY change 120% 110% Released a new product from Fujicconi MIRAI in September 100% Aired TV commercials nationwide from September to October 90% C
Slide 6: Omamesan Shinaji Katamedaki Tambaguro Kuromame
Omamesan Shinaji Katamedaki Tambaguro Kuromame (firmly cooked Omamesan Tambaguro Kuromame with a new flavor) Firm texture represents “homemade” quality Launched new products that meticulously address customers’ voices Carrying on and developing “Osechi” (traditional Japanese New Year’s cuisine) cult
Slide 7: Progress of the 2025–2027 Medium-term Management Plan
Progress of the 2025–2027 Medium- term Management Plan
Slide 8: First Year of the Medium-term Management Plan
First Year of the Medium-term Management Plan The biggest challenge identified in a business environment of soaring prices: “The decrease in our customer base” １．Improving management efficiency through structural transformation Promoted business restructuring, plant consolidation, and cost reduction
Slide 9: Basic Policy of the 2025–2027 Medium-term Management Plan
Basic Policy of the 2025–2027 Medium-term Management Plan Revising the strategy based on the challenges of the first year, and newly establishing “customer-first principle” in the basic policy Basic Policy Enhance customer satisfaction in kombu and beans by gathering the full force of employees, and
Slide 10: Progress on the Four Basic Strategies
Progress on the Four Basic Strategies １ While kombu products struggled in H1 due to the impact of price hikes, they turned to a recovery trend in H2 through reinforced marketing activities and new products. Strengthen core In bean products, we expanded the business areas in the year-end sales ca
Slide 11: Target Business Portfolio
Target Business Portfolio Improve capital efficiency by optimizing business portfolio © FUJICCO Co., Ltd. 11
Slide 12: Progress of Management Conscious of Cost of Capital and Stock Price
Progress of Management Conscious of Cost of Capital and Stock Price Maintain and strengthen high profitability for kombu and beans, and accelerate growth for yogurt Work to improve total asset turnover (plant consolidation) Medium-term Management Plan period PBR (x) ROE (%) 1.00 6.0 Cost of capital
Slide 13: Policies for FY3/2027
Policies for FY3/2027
Slide 14: Management Policies for FY3/2027
Management Policies for FY3/2027 Aim to restore earning power by turning customers’ voices into value Three major policies Six priority items 1. Develop and improve products tailored to each Completely restore customer’s needs earning power 2. Build a stable profit system through aggressive profit m
Slide 15: Launch “VOICE to VALUE” Activities
Launch “VOICE to VALUE” Activities Place the “customer-first principle” at the center once again, and turn customers’ voices into value Customer-first principle Generative AI selects highly important complaints and needs Management decides and executes improve- ments immediately Build Fujicco’s “CRM
Slide 16: Relaunch “FCR” as a Company-wide Initiative
Relaunch “FCR” as a Company-wide Initiative Relaunch “FCR” as a company-wide initiative FCR is the name of Fujicco’s company-wide initiative, which has two meanings: Fujicco Cost Reduction (cost reduction activities) and Fujicco Creative Revolution (creative business innovation activities). Creation
Slide 17: Executing the Growth Strategy
Executing the Growth Strategy Position two businesses as growth drivers Yogurt Overseas Initiatives Initiatives Expand product recognition Accelerate Enhance product appeal expansion in Southeast Asia ▼Boiled beans ▼Kombu Tsukudani Develop new channels with Thailand as a Establish new heal
Slide 18: Strengthen Business Foundation
Strengthen Business Foundation Optimize business portfolio and improve employee job satisfaction Achieve job satisfaction reform Thorough safety measures Support stable on-site operations Job satisfaction scores Importance especially during a (FY3/2025 ⇒ FY3/2026) period of change ・Employee enga
Slide 19: Capital Policy
Capital Policy
Slide 20: Our Approach to Capital Allocation
Our Approach to Capital Allocation Maximize operating cash flow and, within that scope, perform growth investment and shareholder returns while further accumulating cash Aim for stable dividend Enhance (a minimum annual dividend of ¥46) shareholder returns Maximize operating cash flow Optimal
Slide 21: Changes in Cash Flows
Changes in Cash Flows Restore earning power as soon as possible and reallocate generated cash to growth investment Stocking of raw Overseas M&A Operating CF Investing CF materials (Millions of yen) Financing CF Capital 9,000 investment in 6,105 yogurt 6,000 5,101 4,485 3,331 Transfer of a 2,800 3,00
Slide 22: Enhance Shareholder Returns
Enhance Shareholder Returns Aim for stable dividend (a minimum annual dividend of ¥46) Dividend policy Shareholder benefits As a stable dividend, we aim for a Equivalent to continuous dividend of a minimum ¥4,500 annual dividend of ¥46. ◆Annual dividend per share (yen) 45 46 46 46 46 40 41 Equivalen
Slide 23: Sustainability Initiatives
Sustainability Initiatives
Slide 24: Countermeasures for Depleting Kombu (Kelp) Raw Materials
Countermeasures for Depleting Kombu (Kelp) Raw Materials Production volume has decreased to 60% compared to 10 years ago... Rising sea temperatures due to global warming and a lack of successors ◆Production volume and price of Hokkaido kombu Countermeasure (1) 18,000 4,000 Develop Namakombu products
Slide 25: Free Distribution of “Itadakimasu Dokuhon,” an Original Educational Booklet
Free Distribution of “Itadakimasu Dokuhon,” an Original Educational Booklet Awareness campaign to carry on and develop Japanese food culture: Creating Fujicco fans for the future After the class, 88% of children answered that they “want to eat/learn about Washoku (Japanese food) more than before,” a
Slide 26: Other Food Education Activities
Other Food Education Activities Awareness campaign to carry on and develop Japanese food culture: Creating Fujicco fans for the future “Kuromame” hands-on learning Food education event at Expo 2025 (held annually) Osaka, Kansai, Japan “Mamekko-kun” for learning Washoku Factory tours (Japanese dining
Slide 27: New Japanese-style Eating Habits Aimed by Fujicco
New Japanese-style Eating Habits Aimed by Fujicco thereby aiming to create a health and longevity society. Cultivate longevity-associated gut microbiota A wide variety of improve their nutrient balance and gut microbiota, Help people eat a wide variety of food materials to prebiotics obtained from b
Slide 28: Outline of FY3/2026 Financial Results
Outline of FY3/2026 Financial Results
Slide 29: Consolidated Statements of Income (YoY Change)
Consolidated Statements of Income (YoY Change) FY3/2025 FY3/2026 YoY change YoY % change Millions of yen ％ Millions of yen ％ Net sales 57,077 100.0 55,534 100.0 (1,542) -2.7％ Cost of sales 40,591 71.1 39,749 71.6 (841) Gross profit 16,486 28.9 15,785 28.4 (701) SG&A expenses 15,355 26.9 14,318 25.8
Slide 30: Analysis of Changes in Operating Profit (YoY Change)
Analysis of Changes in Operating Profit (YoY Change) The curb on fixed SG&A expenses through structural transformation and ROI- focused advertising proved successful, absorbing the impact of lower sales and resulting in an increase in operating profit. (Millions of yen) 121 710 304 620 1,466 1,131 O
Slide 31: Analysis of Changes in Profit: Comparison of Extraordinary Income/Loss
Analysis of Changes in Profit: Comparison of Extraordinary Income/Loss (Millions of yen) FY3/2025 FY3/2026 YoY Extraordinary income 492 141 -351 Extraordinary loss 788 339 -449 (Millions of yen) Balance (295) (197) 97 112 363 140 264 110 485 51 1,428 951 Operating Operating profit profit margin marg
Slide 32: Consolidated Net Sales by Product Category (YoY Change)
Consolidated Net Sales by Product Category (YoY Change) FY3/2025 % of FY3/2026 % of YoY % (Millions of yen) YoY change results total results total Change Delicatessen 19,064 33.4 17,655 31.8 (1,408) 92.6 Kombu products 15,917 27.9 16,348 29.4 431 102.7 Bean products 10,483 18.4 10,146 18.3 (337) 96.
Slide 33: Consolidated Statement of Income (vs. Forecast Revised on Oct. 24)
Consolidated Statement of Income (vs. Forecast Revised on Oct. 24) Revised forecast FY3/2026 results Difference % change Millions of yen % Millions of yen % from forecast Net sales 56,600 100.0 55,534 100.0 (1,065) -1.9% Cost of sales 39,700 70.1 39,749 71.6 49 Gross profit 16,900 29.9 15,785 28.4 (
Slide 34: Analysis of Changes in Operating Profit (vs. Forecast Revised on Oct. 24)
Analysis of Changes in Operating Profit (vs. Forecast Revised on Oct. 24) While we steadily reduced various costs through structural transformation and management streamlining, the decrease in contribution margin due to lower sales significantly impacted operating profit, which fell short of the rev
Slide 35: Consolidated Net Sales by Product Category (vs. Forecast Revised on Oct. 24)
Consolidated Net Sales by Product Category (vs. Forecast Revised on Oct. 24) Difference % difference Revised FY3/2026 (Millions of yen) % of total % of total from from forecast results forecast forecast Delicatessen 17,885 31.6 17,655 31.8 (229) 98.7 Kombu products 15,929 28.1 16,348 29.4 420 102.6
Slide 36: Changes in Quarterly Net Sales and Operating Profit (YoY Change)
Changes in Quarterly Net Sales and Operating Profit (YoY Change) Operating (Millions of yen) Net sales Operating profit profit margin FY3/2025 results 13,931 6 0.0％ Q1 FY3/2026 results 13,836 242 1.8％ (Apr. –Jun.) YoY change (94) 235 － YoY % change 99.3％ －％ － FY3/2025 results 14,124 251 1.8％ Q2 FY3/
Slide 37: Consolidated Balance Sheets (vs. Mar. 31, 2025)
Consolidated Balance Sheets (vs. Mar. 31, 2025) [Changes] As of Mar. 31, 2025 As of Mar. 31, 2026 ■ Cash and deposits decreased 1,443 million yen. Main factors for the decrease are as (Millions of yen) below: (Millions of yen) Profit before income taxes 1,702 Cash and Current Current liabilities Dep
Slide 38: FY3/2027 Full-Year Forecast
FY3/2027 Full-Year Forecast
Slide 39: Unified Promotion of Caspian Sea Yogurt Series Products
Unified Promotion of Caspian Sea Yogurt Series Products Motto! Toro~ Mocchi (Even More Creamy & Chewy) Campaign (Vol. 2) Aug. Jul. Fat-free Kinako (roasted soybean flour) Aired TV and Web commercials bundling promotion in major cities nationwide Jun. (TV: May 10 to May 31) In-store display con
Slide 40: Three-Brand Joint Anniversary Campaign
Three-Brand Joint Anniversary Campaign Launch large-scale promotions to commemorate each brand’s anniversary (Scheduled for around autumn; details to be released later) 60th anniversary of release 55th 50th anniversary of release anniversary of release © FUJICCO Co., Ltd. 40
Slide 41: Consolidated Earnings Forecast (YoY Change)
Consolidated Earnings Forecast (YoY Change) FY3/2026 results FY3/2027 forecast YoY % YoY change Millions of % Millions of % change yen yen Net sales 55,534 100.0 57,000 100.0 1,465 2.6％ Cost of sales 39,749 ７１．6 40,900 71.8 1,150 Gross profit 15,785 28.4 16,100 28.2 314 SG&A expenses 14,318 25.8 14,
Slide 42: Analysis of Changes in Operating Profit (YoY Change)
Analysis of Changes in Operating Profit (YoY Change) We aim to increase both sales and profit for the full fiscal year by increasing the contribution margin including product price increases, absorbing the increase in material costs, and curbing labor costs through productivity improvements via DX i
Slide 43: Consolidated Net Sales by Product Category (YoY Change)
Consolidated Net Sales by Product Category (YoY Change) FY3/2026 FY3/2027 YoY % (Millions of yen) % of total % of total YoY change results forecast change Delicatessen 17,655 31.8 19,521 34.2 1,866 110.6 Kombu products 16,348 29.4 15,929 28.0 (419) 97.4 Bean products 10,146 18.3 9,952 17.5 (193) 98.
Slide 44: Changes in Consolidated Capital Investment and Depreciation
Changes in Consolidated Capital Investment and Depreciation In FY3/2026, we made an investment in establishing a production line for Richmo. In FY3/2027, we plan to make investments of 3.3 billion yen, such as for facility renewals and labor-saving aimed at streamlining each plant. Depreciation is p
Slide 45: Forward-looking statements and Contact
This document contains forward-looking statements about the Company’s current performance and other forward-looking information currently available to the Company. Actual results may differ from these forecasts due to various conditions and factors in the future, and this document does not guarantee