Nissin Foods Holdings Co., Ltd. · TSE:2897
Nissin Foods — Q1 FY3/2022 Earnings Presentation
27 slides from Nissin Foods's earnings presentation, Aug 5, 2021
Slide 1: Financial Results for FY 3/2022 1Q
Financial Results for FY 3/2022 1Q Announced on August 5, 2021 NISSIN FOODS HOLDINGS CO., LTD. (Stock Code: 2897) Financial Results Presentation: August 6, 2021
Slide 2: Management Policy for FY 3/2022
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 Businesses Overseas Existing Businesses New Businesses • Instant Noodles
Slide 3: FY 3/2022 1Q Financial Results Highlights
FY 3/2022 1Q Financial Results Highlights FY 3/2022 1Q Results Institutional accounting Management accounting Target level basis basis*1,*2 for FY 3/2022 Revenue 132.5 bil. yen +9.9% 130.4 bil. yen +17.6% Double Digit Core Operating Profit of Existing Businesses 13.2 bil. yen (22.9%) 13.1 bil. yen +
Slide 4: Consolidated Financial Summary
Consolidated Financial Summary • Institutional accounting basis: Increase in revenue and decrease in profits, but maintain high growth compared to the FY 3/2020 • Management accounting basis: Significantly higher than in all amounts Institutional accounting basis Management accounting basis （Constan
Slide 5: Revenue Results by Segment
Revenue Results by Segment • Institutional accounting basis: Increased in both Domestic and Overseas Businesses, even though revenue decreased in Domestic Instant Noodle Business and Domestic Others • Management accounting basis: Increased in all segments except Domestic Others Management accounting
Slide 6: Revenue Contribution by Segment (YoY, Constant currency basis)
Revenue Contribution by Segment (YoY, Constant currency basis) FY 3/2021 1Q Revenue: 110.9 bil. yen Major Factors* Less C-19 (+2%, Before deducting C-19:-3%) Cup type: CUP NOODLE PRO and U.F.O. performed well. Bag type: BAKURETSU KARAMEN and other Prime bag-type instant noodle category products perf
Slide 7: Core OP Results by Segment
Core OP Results by Segment • Institutional accounting basis: Decreased in almost all segments, but maintained steady growth compared to FY 3/2020 • Management accounting basis: Domestic segments were strong, and the Americas exceeded mid-single digit in overseas businesses. Management accounting bas
Slide 8: Contribution of Core OP of Existing Businesses by Segment
Contribution of Core OP of Existing Businesses by Segment (YoY, Constant currency basis) FY 3/2021 1Q Core OP: Less C-19 10.9 bil. yen Major Factors Domestic NISSIN FOOD PRODUCTS +2.0 +) Increased operating profit due to increased sales, decreased selling expenses and general expenses Instant Noodle
Slide 9: EARTH FOOD CHALLENGE 2030
EARTH FOOD CHALLENGE 2030 Proactively addressed sustainability issues and selected for inclusion in many ESG indices. Status of inclusion in ESG indices ( as of August 2021) Dow Jones Sustainability World Index (DJSI World) MSCI World ESG Leaders Index Dow Jones Sustainability Asia Pacific Index (DJ
Slide 10: Appendix
Appendix I. FY 3/2022 1Q:Analysis of Core OP of Existing Businesses ………..……….. P10 II. FY3/2022: Analysis of Core OP Forecast of Existing Businesses ….…… P12~13 III. FY 3/2022 Policies and Activities in Each Existing Business Segment …... P15~21 IV. Assumptions for performance explanation and defini
Slide 11: 1Q: Analysis of Core OP of Existing Businesses
1Q: Analysis of Core OP of Existing Businesses (YoY, Constant currency basis, Including C-19 impact) bil. yen Decrease Increase Major Factors : Domestic Major Factors : Overseas A： Revenue (Domestic) (1.5) (including the impact of change +0.8 - Decrease due to C-19 backlash, etc. + Increase in sales
Slide 12: Appendix
Appendix I. FY 3/2022 1Q:Analysis of Core OP of Existing Businesses …………….……….. P10 II. FY3/2022: Analysis of Core OP Forecast of Existing Businesses ….… P12~13 III. FY 3/2022 Policies and Activities in Each Existing Business Segment …… P15~21 IV. Assumptions for performance explanation and definiti
Slide 13: Analysis of Core OP Forecast of Existing Businesses
Analysis of Core OP Forecast of Existing Businesses (vs FY 3/2021, Planned constant currency basis, Including C-19 impact) bil. yen Decrease Increase Major Factors : Domestic Major Factors : Overseas A： Revenue (1.5) + Increase in sales, mainly in China (incl. (Domestic) - Decrease due to C-19 backl
Slide 14: FY 3/2022 Forecasts by Segment
As of May 11, 2021 FY 3/2022 Forecasts by Segment Aiming for significant growth beyond FY3/2021 performance (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 Other C-19 Less Income
Slide 15: Appendix
Appendix I. FY 3/2022 1Q:Analysis of Core OP of Existing Businesses …………….……….. P10 II. FY3/2022: Analysis of Core OP Forecast of Existing Businesses ……..… P12~13 III. FY 3/2022 Policies and Activities in Each Existing Business Segment ... P15~21 IV. Assumptions for performance explanation and defin
Slide 16: Domestic Instant Noodles Business Policy and Activities by Segment (1)
As of May 11, 2021 FY 3/2022 Domestic Instant Noodles 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 target groups: youth, women and seniors
Slide 17: Domestic Instant Noodles Business Policy and Activities by Segment (2)
As of May 11, 2021 FY 3/2022 Domestic Instant Noodles 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, making the best use of proprietary non-fr
Slide 18: Domestic Non-Instant Noodles Business Policy and Activities by Segment (1)
As of May 11, 2021 FY 3/2022 Domestic Non-Instant Noodles Business Policy and Activities by Segment (1) 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 strengthening single products as • Expan
Slide 19: Domestic Non-Instant Noodles Business Policy and Activities by Segment (2)
As of May 11, 2021 FY 3/2022 Domestic Non-Instant Noodles Business Policy and Activities by Segment (2) Confectionery Business NISSIN CISCO • Provide high-quality cereals with strong value for health, combined with affordability and variety • Further strengthen and nurture the GOROTTO GRANOLA brand
Slide 20: Overseas Business Policy and Activities by Segment (1)
As of May 11, 2021 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 activities increase revenue ratio • Further increase s
Slide 21: Overseas Business Policy and Activities by Segment (2)
As of May 11, 2021 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 instant noodles business noodles and expand sales • Strength
Slide 22: Overseas Business Policy and Activities by Segment (3)
As of May 11, 2021 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 Asian Blast concept • Implement policies after identi
Slide 23: Appendix
Appendix I. FY 3/2022 1Q:Analysis of Core OP of Existing Businesses …………….……….. P10 II. FY3/2022: Analysis of Core OP Forecast of Existing Businesses ……..… P12~13 III. FY 3/2022 Policies and Activities in Each Existing Business Segment …... P15~21 IV. Assumptions for performance explanation and defi
Slide 24: Approach to Sustainable Profit Growth
As of May 11, 2021 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
Slide 25: Major Earnings Forecast Assumptions
As of May 11, 2021 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 indicator
Slide 26: Profit Levels: Launchpad for a Fresh Start
As of May 11, 2021 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 F
Slide 27: • These presentation materials are available in PDF format at our official website, under
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
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