Nissin Foods Holdings Co., Ltd. · TSE:2897
Nissin Foods — FY2021 Earnings Presentation
89 slides from Nissin Foods's earnings presentation, May 12, 2021
Slide 1: Financial Results for FY 3/2021
Financial Results for FY 3/2021 Announced on May 11, 2021 NISSIN FOODS HOLDINGS CO., LTD. (Stock Code: 2897) Financial Results Presentation: May 12, 2021
Slide 2: FY 3/2021 Financial Results and Mid-Term Business Plan 2021 Review
FY 3/2021 Financial Results and Mid-Term Business Plan 2021 Review 1
Slide 3: FY 3/2021 Financial Results Highlights
FY 3/2021 Financial Results Highlights The results of steady implementation of strategy, combined with the impact of COVID-19 and M&A (making KOIKE-YA a consolidated subsidiary) led to performance that outpaced the initial forecast significantly bil. Yen FY 3/2021 FY 3/2020 FY 3/2021 Results YoY Cha
Slide 4: Revenue Results by Segment
Revenue Results by Segment Sales increased in almost all segments, led by high double-digit growth overseas. Consolidated sales reached the 500 billion yen level for the first time since the adoption of IFRS FY 3/2021 FY 3/2020 FY 3/2021 bil. Yen For Ex Business For Ex Business Initial Results YoY C
Slide 5: Operating Profit Results by Segment
Operating Profit Results by Segment Except for the Americas, which was significantly affected by foreign exchange rates, all regions achieved significant increases in operating profit, exceeding the initial forecast. Consolidated operating profit exceeded the initial forecast by 12 billion yen, part
Slide 6: Impact of Non-Recurring Income and Expenses on Operating Profit, Year on Year
Impact of Non-Recurring Income and Expenses on Operating Profit, Year on Year The impact of the KOIKE-YA business combination is +4.3 billion yen. We recorded no other major property / goodwill impairment loss, and overall non-recurring income / expenses resulted in an impact of +6 billion yen FY 3/
Slide 7: Impact of COVID-19 on Performance
Impact of COVID-19 on Performance Despite the extensive and complex impacts, we have used certain logic to quantify these impacts. As a result, we estimate the impact on revenue and operating profit to be +16.5 billion yen and +10.5 billion yen, respectively Approach (Logic) to Calculating the Impac
Slide 8: Mid-Term Business Plan 2021 Results vs. Target
Mid-Term Business Plan 2021 Results vs. Target Profit resulted in significant excess of the target. Despite ups and downs due to market conditions, market cap surpassed 1 trillion yen, which we redefined as a transitional target for the fiscal year Profit Target Market Cap Target = Earning Power Cen
Slide 9: Environmental Changes and Future Business Assumptions
Environmental Changes and Future Business Assumptions In an era of dramatic change in the business environment, we must pursue a unique CSV management, backed by corporate resilience and disruptive innovation • The high frequency of pandemics • Emergence of other environmental • Dramatic, rapid chan
Slide 10: NISSIN FOODS Group Mid- to Long-Term Growth Strategy
NISSIN FOODS Group Mid- to Long-Term Growth Strategy Making a leap ahead in corporate resilience and pursuing CSV management by creating new food cultures May 11, 2021 NISSIN FOODS HOLDINGS CO., LTD. Stock Code: 2897
Slide 11: Fundamental Change in the Perception of Corporate Value
Fundamental Change in the Perception of Corporate Value From Shareholder Capitalism to Stakeholder Capitalism 10
Slide 12: EARTH FOOD CREATOR, NISSIN FOODS Group CSV Management
NISSIN FOODS Group CSV Management To achieve sustainable growth while solving environmental and social issues as an “EARTH FOOD CREATOR”, constantly creating new food cultures through innovation. Mission Enduring Values Vision Value Peace will come to the world Create foods to when there is enough f
Slide 13: Growth Story for the Mid- to Long-Term
Growth Story for the Mid- to Long-Term Three Mid- to long-term growth strategies for achieving our vision and sustainable growth Roadmap to Achieving Our Vision 3 Growth Strategy Pillars Good for Good for and Good for People Society the Earth Economic Value Targets ⚫ Sustainable profit growth ⚫ Effi
Slide 14: Mid- to Long-Term Growth Strategy 2030
Mid- to Long-Term Growth Strategy 2030 Pursue sustainable growth while shifting our profit portfolio in a major way toward aggressive growth of Overseas Business + Non-Instant Noodles Business Long-Term Targets, Profit Growth Levels, and Strategic Direction Profit growth Another Leap Forward and por
Slide 15: Overseas Business Growth Driver: Deeper Global Branding
Growth Strategy 1 Strengthen the Cash-Generating Capacity of Existing Businesses Overseas Business Growth Driver: Deeper Global Branding Further clarify and establish the competitive advantages of CUP NOODLES by core value and by area; CUP NOODLES has reached a stage to be regarded as a global brand
Slide 16: Overseas Business Profit Growth
Growth Strategy 1 Strengthen the Cash-Generating Capacity of Existing Businesses Overseas Business Profit Growth Levels. High-single to Double Digit The Leading Company in the High-Value-Added Market Develop brand strategies into operational strategies in line with the stage of each market and busin
Slide 17: Domestic Non-Instant Noodles Business Profit Growth
Growth Strategy 1 Strengthen the Cash-Generating Capacity of Existing Businesses Domestic Non-Instant Noodles Business Profit Growth Levels. High-single Digit Second Profit Pillar Leverage growth and profitability improvement in each business, focusing on added value by pursuing group synergies on b
Slide 18: Domestic Instant Noodles Business
Growth Strategy 1 Strengthen the Cash-Generating Capacity of Existing Businesses Domestic Instant Noodles Business Profit Growth Levels. ≧ Market Growth A Century Brand Company Deepen efforts to develop demand, penetrate brands, develop markets, and strengthen supply capabilities to continue to grow
Slide 19: EARTH FOOD CHALLENGE 2030
Growth Strategy 2 EARTH FOOD CHALLENGE 2030 Maximize our ability to coexist in harmony with the Earth to extend the life cycle of our existing businesses significantly, while raising the stage of our Food Technology, one of our sources of competitiveness, to a new level Environmental Targets Toward
Slide 20: Pursue New Businesses
Growth Strategy 3 Pursue New Businesses 19
Slide 21: From a Time of Hunger to a Time of Satiety
From a Time of Hunger to a Time of Satiety Founding (1958) Current Transformation in food value and health effects Now, our immense waste Food scarcity in early post-war Japan led to of food leads to deteriorating health deteriorating health It is time for us to evolve by returning to our founding s
Slide 22: Problems With the Modern Diet
Problems With the Modern Diet While the modern diet is richer and more abundant than ever, we see many food-related problems, including obesity among men due to excessive calories and hidden malnutrition among women due to inappropriate dieting Excessive Calories Hidden Malnutrition Increased mortal
Slide 23: To create a world where anyone can eat whatever they want
“To create a world where anyone can eat whatever they want, as much as they want, whenever they want” 22
Slide 24: Sustainability and Well-being
1 Sustainability （e.g., plant-based meats, insects as food） Future Food 2 Well-being （e.g., meal replacements, complete nutrition meals, personalized meals） 23
Slide 25: Traditional Idea of Balanced Nutrition Meals
Traditional Idea of Balanced Nutrition Meals Illustrative Purposes Only 24
Slide 26: Challenges in Developing a Delicious, Complete Nutrition Meal
The Challenges in Developing a Delicious, Complete Nutrition Meal ❶ Technologies to reduce salt while maintaining delicious taste ❷ Technologies to reduce oil while maintaining delicious taste ❸ Technologies to reduce calories while maintaining delicious taste ❹ Technologies to mask harsh or bitter
Slide 27: Technologies to Achieve Delicious Complete Nutrition Meals
Technologies to Achieve Delicious Complete Nutrition Meals (1) Technologies to reduce salt while (2) Technologies to reduce oil while maintaining delicious taste maintaining delicious taste Salt Reduction Manufacturing Method Mist/Air-Drying Production Method Reduce oil without Analysis of Nearly 17
Slide 28: NISSIN Delicious Complete Nutrition Meals Ver1.0
NISSIN Delicious Complete Nutrition Meals Ver1.0 Men Women Nutrient Intake Standards (Energy) *1 1,650 - 3,050 kcal 1,650 - 2,350 kcal Nutrient Intake Standards (Nutrients) *2 33 Nutrients 450kcal - 650kcal 3.0g/meal Salt intake standards (per meal) *3 650kcal - 850kcal 3.5g/meal The NISSIN Deliciou
Slide 29: Nutritional Comparison of NISSIN Delicious Complete Nutrition Meals
Nutritional Comparison of NISSIN Delicious Complete Nutrition Meals NISSIN Delicious Complete Nutrition Meals provide all 33 nutrients prescribed by the Dietary Reference Intakes for Japanese in a balanced manner. Generally Consumed Curry and Rice Complete Curry and Rice PFC Balance 47% OFF PFC Bala
Slide 30: Impact of Consuming Complete Nutrition Meals (clinical trial data)
The Impact of Consuming NISSIN Delicious Complete Nutrition Meals (data from clinical trials) Percentage of subjects whose health data improved after eating complete nutrition meals offering balance between deliciousness and nutrition Weight *1 74% Body fat percentage *2 62% BMI *3 72% Blood pressur
Slide 31: Metabolic Domino
Metabolic Domino Hiroshi Itoh Professor, Dyslipidemia Department of Internal Medicine (Division of Endocrinology, Metabolism and Nephrology) , Keio University School of Medicine Source: Nihon Rinsho. 2003 Oct;61(10):1837-43 30
Slide 32: Complete Nutrition Meals Ver 2.0 and Joint Research on Molecular Nutrition
Development of NISSIN Delicious Complete Nutrition Meals Ver 2.0 and Joint Research on Molecular Nutrition 1986 Graduated from Keio University School of Medicine 1988 Graduated, Keio University, and Assistant, Keio University Resident (Surgery), Keio University Hospital School of Medicine 1989 Assis
Slide 33: Complete Nutrition Meals Roll Out: Creating a Variety of Touch Points
NISSIN Delicious Complete Nutrition Meals Roll Out: Creating a Variety of Touch Points 1 2 Subscription Home Delivery D2C) Employee Cafeterias Intensive Illness Cafeteria Meals/Restaurants Prevention Program NISSIN Delicious Complete Nutrition Meals Complete Balance Between Delicious Taste and Nutri
Slide 34: Overview of Subscription Home Delivery (D2C) Business
Overview of Subscription Home Delivery (D2C) Business Hassle-Free Maintenance of Delicious Meals and Health Through Mobile Application Sample in-development page 1 2 Users can easily get Visualization of health delicious, nutritionally- state management/ balanced meals improvement Easy Data analysis
Slide 35: Employee Cafeteria Overview
Employee Cafeteria Overview Supporting Employee Health and Health Management 1 2 3 Illustrative Purposes Only Illustrative Purposes Only Cafeteria Meal Delivery Cafeteria Management Provide Ingredients Health Management Solutions Through Connections With Health Data ▼ ▼ ▼ Decrease in Improved Work I
Slide 36: Senior Business Overview
Senior Business Overview Support for Longer Healthy Life Spans Through Delicious Healthy Meals Provide Delicious, Smaller-Volume Meals With Sufficient Nutrition to Help Reduce Malnutrition ▼ Illustrative Purposes Only Cycle of Frailty (*1) Targeted Areas to Make Contributions Decreased Basal Decreas
Slide 37: Retail Sales Business Overview
Retail Sales Business Overview Deliver Delicious, Healthy Meals in the Usual Locations 1 2 3 Packaged Foods Lunch Boxes Meal Kits Illustrative Purposes Only Extensive menu ranging from lunch boxes to rice bowls, noodles, prepared foods, and meal kits 36
Slide 38: New Urban Development Through Integration of Food, Medical Care, and Exercise
New Urban Development Through a Trinity Integration of Food, Medical Care, and Exercise Offer Complete Health Management Through a Variety of Food Touch Points and Vital Data • Cafeterias Food • Food Courts, Restaurants • Supermarkets, Delis, Etc. Linked App Medical Exercise Care Clinics in Faciliti
Slide 39: Food Desert Issues
Take on the Challenge to Solve Social Issues Through the Integration of New and Existing Businesses Examples of social issues to which complete nutrition food can contribute Food Desert Issues (Food Access/Economic Disparities, Etc.) U.S. version of CUP NOODLES U.S. version of Top Ramen ▶ Insufficie
Slide 40: Technology Search and Partnerships to Create Future Foods
Technology Search and Partnerships to Create Future Foods Future Foods = Delicious Food Technology x Technology (Seven Principles of Development) (Food Tech/Digital) Key Areas for Technology Search 1 2 3 Health Measurement Health Data Advanced Material Research, Collaborate, and Make Impacts x x 39
Slide 41: CRAIF - Collaboration Cases with Partners
CRAIF - Collaboration Cases with Partners Accumulating health data from miRNA collected from urine and creating an algorithm. Utilizing algorithms for making preventive improvements to enhance services such as individually-tailored food Device Algorithm • High capture rate for exosome- • AI analysis
Slide 42: Prove the concept and provide a personalized experience
STEP 1 Prove the concept: Delicious and complete nutrition meal STEP 2 Provide a personalized experience: A complete nutrition meal that meets the individual's health needs 41
Slide 43: Japan is within reach of regaining its health
Japan is within reach of regaining its health. Raising an awareness of health among patients with metabolic syndrome is a good start toward preventive medicine, which has yet to be achieved on this planet. Advocate Against Metabolic Syndrome Authority on Adiponectin: Professor Emeritus, Osaka Univer
Slide 44: Japan as a nation on the cutting edge of preventive medicine
#Japan as a nation on the cutting edge of preventive medicine 43
Slide 45: Growth Roadmap and Investment Policy for Future Foods
Growth Roadmap and Investment Policy for Future Foods Solve social issues through Future Foods via co-creation with food science. Consistently invest 5%-10% of existing business core operating profit. Social Value Become a company that provides and Impact food and health solutions through technology
Slide 46: Leading World Food Culture Through Creativity and Food Technology
Leading World Food Culture Through Creativity and Food Technology 45
Slide 47: Target for Sustainable Profit Growth
Target for Sustainable Profit Growth Core Operating Profit Growth Rate for Existing Businesses Mid-single Digit 46
Slide 48: Approach to Sustainable Profit Growth
Approach to Sustainable Profit Growth We have defined core operating profit of existing businesses as an indicator showing the real growth of our existing businesses, which serve as the foundation for growth investment. Here, we have set growth in the mid-single digits as our core economic value tar
Slide 49: Overall Picture of Mid- to Long-Term Economic Value Targets
Overall Picture of Mid- to Long-Term Economic Value Targets We are committed to four Mid- to long-term economic value targets through CSV management: (1) Sustainable profit growth, (2) Efficient use of capital, (3) Safe use of debt, and (4) Stable shareholder returns 1 Growth Potential Core Operatin
Slide 50: FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast 49
Slide 51: Make A Fresh Start
Make A Fresh Start 50
Slide 52: Profit Levels: Launchpad for a Fresh Start
Profit Levels: Launchpad for a Fresh Start We have set 47 billion yen as the Fresh Start starting line after the reset of our core operating profit of existing businesses base • This is the equivalent of double-digit growth versus core operating profit of existing businesses for FY3/2021, when exclu
Slide 53: Major Earnings Forecast Assumptions
Major Earnings Forecast Assumptions Beginning FY 3/2022, we will begin conducting management, making adjusting earnings forecasts, and explaining earnings results based on the following three assumptions 1 2 3 Adoption of Organizational changes Changes to non-GAAP profit indicators for pursuing new
Slide 54: FY 3/2022 Full-Year Earnings Forecast
FY 3/2022 Full-Year Earnings Forecast Aiming for core operating profit of existing business of 47 billion yen. We expect IFRS operating profit to be between 42.5 billion yen and 44.5 billion yen, driven by aggressive investment in new businesses within the range of 5% to 10% Revenue 540.0 bil. yen •
Slide 55: FY 3/2022 Forecasts by Segment
FY 3/2022 Forecasts by Segment Aiming for significant growth beyond FY3/2021 performance (when excluding COVID-19 impact) across many segments Revenue (IFRS) Core Operating Profit (Non-GAAP) PY (FY 3/2021 Results) PY (FY 3/2021 Results) bil. Yen FY3/2022 FY3/2022 C-19 Less Other Income Core C-19 Les
Slide 56: FY 3/2022 Financial and Capital Policies
FY 3/2022 Financial and Capital Policies Based on the principle of progressive dividend payments, we will implement shareholder return policies in combination with opportunistic share buybacks in consideration of market and environmental conditions, while continuing to reduce strategic shareholdings
Slide 57: Appendix
Appendix I. FY 3/2021 Full-Year Financial Results …………………………………………… P57~59 II. Mid-Term Business Plan 2021 Summary …………………………………………… P61~64 III. Mid- to Long-Term Growth Strategy ………………………………………………… P66~78 IV. FY 3/2022 Management Policy ……………………….………………………………… P80~87 and Full-Year Consolidated Earn
Slide 58: Revenue Contribution by Segment (YoY)
FY 3/2021 Full-Year Financial Results Revenue Contribution by Segment (YoY) FY 3/2020 Revenue 468.9 bil. yen (For Ex Differences) Major Factors Cup type (-1%):CUP NOODLE and DONBEI performed steadily, RAOH performed well Bag type (+9%):NISSIN KORE ZETTAI NISSIN FOOD PRODUCTS + 4.3 UMAIYATSU and othe
Slide 59: Operating Profit Contribution by Segment (YoY)
FY 3/2021 Full-Year Financial Results Operating Profit Contribution by Segment (YoY) FY 3/2020 Operating profit 41.3 bil. yen (For Ex Differences) Major Factors +) Increased sales due to price revisions, decreased selling expenses and general and administrative expenses NISSIN FOOD PRODUCTS + 4.6 -
Slide 60: Analysis of Operating Profit (YoY)
FY 3/2021 Full-Year Financial Results Analysis of Operating Profit (YoY) bil. yen Decrease Increase Major Factors : Domestic Major Factors : Overseas A： Revenue Increase/decrease of (Domestic) +9.1 (including the impact of change + Impact of price revisions, increase in + Increase in sales across al
Slide 61: Appendix
Appendix I. FY 3/2021 Full-Year Financial Results …………………………………………… P57~59 II. Mid-Term Business Plan 2021 Summary ………………………………………… P61~64 III. Mid- to Long-Term Growth Strategy ………………………………………………… P66~78 IV. FY 3/2022 Management Policy ……………………….………………………………… P80~87 and Full-Year Consolidated Earni
Slide 62: Implications of Achieving Capital Market Value Targets: TSR Approach
Mid-Term Business Plan 2021 Summary Implications of Achieving Capital Market Value Targets: TSR Approach We implemented a special dividend in accordance with the achievement of the two quantitative targets. The average dividend payout ratio for the period was approximately 40%, as well as a five-yea
Slide 63: Execution Status of Strategic Themes
Mid-Term Business Plan 2021 Summary Execution Status of Strategic Themes We achieved great progress across all five strategic themes toward the achievement of our targets. However, some obstacles to future progress remain Five Strategic Themes KPI and FY3/2021 Target FY3/2021 Results Obstacles to Fu
Slide 64: Achievements by Business and Region: Overseas Business
Mid-Term Business Plan 2021 Summary Achievements by Business and Region: Overseas Business We have completed the period of up-front investment during the period of rapid regional expansion and have shifted to a mode of growth with profit. We expect Overseas to continue to enjoy high growth potential
Slide 65: Achievements by Business and Region: Domestic Business
Mid-Term Business Plan 2021 Summary Achievements by Business and Region: Domestic Business The Instant Noodles Business has achieved significant profit growth despite entering a stage of maturity. The Chilled and Frozen Foods as well as Confectionery and Beverages Businesses also grew in both revenu
Slide 66: Appendix
Appendix I. FY 3/2021 Full-Year Financial Results …………………………………………… P57~59 II. Mid-Term Business Plan 2021 Summary …………………………………………… P61~64 III. Mid- to Long-Term Growth Strategy ………………………………………………… P66~78 IV. FY 3/2022 Management Policy ……………………….………………………………… P80~87 and Full-Year Consolidated Earn
Slide 67: The Core Value and Growth Potential of CUP NOODLES
Mid- to Long-Term Growth Strategy The Core Value and Growth Potential of CUP NOODLES A unique processed food that perfectly matches the insights of young consumers (Generation Z and later). Pursue further growth, passing through the multi-billion-dollar brand stage, driven by global demographics Cha
Slide 68: The CUP NOODLES Growth Story by Region
Mid- to Long-Term Growth Strategy The CUP NOODLES Growth Story by Region Formulate appropriate strategies designed for the cup-type instant noodle market, competition, and stage of NISSIN business in each region to solidify our brand presence globally and achieve sustained, high-paced profit growth
Slide 69: Growth Strategy in the Americas
Mid- to Long-Term Growth Strategy Growth Strategy in the Americas • North and Central America: Pursue a Premium Shift focusing on $1+/unit products through strong marketing and operational strategies; create a game-changing, stable foundation for profits • South America: Leverage our overwhelming le
Slide 70: Growth Strategy in China (incl. H.K.)
Mid- to Long-Term Growth Strategy Growth Strategy in China (incl. H.K.) • Leverage high quality and “made in/from Hong Kong” to pursue sales growth in the mainland • Leverage alliances and pursue profit opportunities through multi-category in regions where we already have a strong presence Major Bra
Slide 71: Growth Strategy in Asia
Mid- to Long-Term Growth Strategy Growth Strategy in Asia • East Asia: Pursue cross-regional products, share expertise, and shared business foundations; drive growth while improving profitability as a unified region • India: Aim for market exclusivity in the cup-type instant noodles market through a
Slide 72: Growth Strategy in Europe
Mid- to Long-Term Growth Strategy Growth Strategy in Europe Engage in a brand strategy around high-quality, high-value-added Asian concepts and an area strategy conscious of the mosaic market (different market characteristics between countries). In this way, we will pursue larger shares and develop
Slide 73: Social Issues Surrounding Food
Social Issues Surrounding Food Human health problems arising between vastly contradicting factors Satiety Hunger Close relationship between food and environment/resources Well-being Health of Food Crisis the planet Obesity and unbalanced diets due to (Environment and resources) Food crises due to en
Slide 74: Sustainability and Well-being
1 Sustainability （e.g., plant-based meats, insects as food） Future Food 2 Well-being （e.g., meal replacements, complete nutrition meals, personalized meals） 73
Slide 75: Technology in the Food Tech Area, and NISSIN FOODS's Priority Areas
Technology in the Food Tech Area, and NISSIN FOODS's Priority Areas Evolution of purchasing experience Consumer purchasing experience Delivery services Future value chain Food at home Food away from home Joy/fun Health Lunch, etc. Community Food robots/vending Alternative proteins machines Company-
Slide 76: Transformation of Our Business Model Itself
Mid- to Long-Term Growth Strategy Pursuing Business Structure Reform in the Digital Era NISSIN Business Transformation (NBX): Groupwide activities aimed at transforming our business model itself, beyond simple digitalization Improve labor productivity through better efficiencies Transformation of Ou
Slide 77: Human Resources to Support Our Strategies/Organizational Foundation Reform
Mid- to Long-Term Growth Strategy Human Resources to Support Our Strategies/Organizational Foundation Reform To create an innovative organization capable of executing strategies and creating new food cultures, we will define and implement a transformation roadmap as the first step toward establishin
Slide 78: Financial and Capital Policies
Mid- to Long-Term Growth Strategy Financial and Capital Policies Leverage operating cash flow generated by existing business growth as basic source of funds; allocate (reinvest) funds appropriately in accordance with investment priorities under our growth strategy Funds Procurement Policy Investment
Slide 79: Bring Visibility to Invisible Value: Toward Quantification of ESG
Mid- to Long-Term Growth Strategy Bring Visibility to Invisible Value: Toward Quantification of ESG Approach to ROESG (Non-Financial Capital) Bring data-driven visibility and clarity to ROESG (Return on Environment, Social, and Governance), which represents the relationship between ESG actions and e
Slide 80: Appendix
Appendix I. FY 3/2021 Full-Year Financial Results …………………………………………… P57~59 II. Mid-Term Business Plan 2021 Summary …………………………………………… P61~64 III. Mid- to Long-Term Growth Strategy ………………………………………………… P66~78 IV. FY 3/2022 Management Policy ……………………….………………………………… P80~87 and Full-Year Consolidated Earn
Slide 81: Management Policy for FY 3/2022
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast Management Policy for FY 3/2022 Reboot and Make a Fresh Start As the first year of our new management plan, we will sprint ahead in three growth strategies, as well as organizational and human resource reforms Domestic Existing
Slide 82: FY 3/2022 Domestic Business Policy and Activities by Segment (1)
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast FY 3/2022 Domestic Business Policy and Activities by Segment (1) NISSIN FOOD Generate profit by solidifying core brands and create food cultures by PRODUCTS pursuing new value ◼ Use targeted marketing aimed at three strategic t
Slide 83: FY 3/2022 Domestic Business Policy and Activities by Segment (2)
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast FY 3/2022 Domestic Business Policy and Activities by Segment (2) Pursue new value and address societal demands to build sustainable MYOJO FOODS company growth ◼ Pursue new value • Establish and nurture the new MEGAMI brand, mak
Slide 84: FY 3/2022 Domestic Business Policy and Activities by Segment (3)
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast FY 3/2022 Domestic Business Policy and Activities by Segment (3) Chilled / Frozen Foods and Beverage Business NISSIN CHILLED FOODS NISSIN FROZEN FOODS • No.1 market share in the noodles genre • Expand into other areas by streng
Slide 85: FY 3/2022 Domestic Business Policy and Activities by Segment (4)
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast FY 3/2022 Domestic Business Policy and Activities by Segment (4) Confectionery Business NISSIN CISCO • Provide high-quality cereals with strong value for health, combined with affordability and variety • Further strengthen and
Slide 86: FY 3/2022 Overseas Business Policy and Activities by Segment (1)
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast FY 3/2022 Overseas Business Policy and Activities by Segment (1) The Americas ◼ Mexico • Target increased revenue and operating ◼ U.S. profit growth through aggressive sales • Accelerate sales of premium products and promotion
Slide 87: FY 3/2022 Overseas Business Policy and Activities by Segment (2)
FY 3/2022 Management Policy and Full-Year Consolidated Earnings Forecast FY 3/2022 Overseas Business Policy and Activities by Segment (2) Asia ◼ India ◼ Thailand • Expand sales of pivotal products CUP • Create market for high-value- NOODLES and Top Ramen in the added bag-type instant domestic instan
Slide 88: FY3/2022 Overseas Business Policy and Activities by Segment (3)
FY3/2022 Management Policy and Full-Year Consolidated Earnings Forecast FY3/2022 Overseas Business Policy and Activities by Segment (3) EMEA ◼ Europe Establish stronger presence in the growing European market • Strive to expand share of the cup-type and bag-type instant noodles markets based on the
Slide 89: Disclaimer and availability of presentation materials
Company plans, business forecasts, strategies, and other information contained in this document are based on management judgments derived from information available at the time of this publication. Be aware that these are only future projections, and actual results may differ due to various risks an