Kewpie Corporation TSE:2809
Kewpie : FY2025 FY2028 Medium Term Business Plan Briefing Materials
Source: MarketScreener
FY2025-FY2028
Medium-Term Business Plan Briefing Materials
Kewpie Corporation November 26, 2024
Key Points of the FY2025-FY2028 Medium-Term Business Plan
Summary of
the Medium-
Term Business
Plan
-Change & Challenge-
Improving management efficiency in mature markets
and accelerating investment in growth areas
Along with structural reform of domestic operations and acceleration of global expansion, we will promote contributions to food culture and health, consideration for the environment, and the enhancement of human capital
value, and create both social and economic value.
By strategically pursuing capital policies with an awareness of the cost of capital and stock price, we aim to achieve an ROE of at
least 8.5% by FY2028.
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Chapter 1. Kewpie Group's Approach to Management
Chapter 2. Overview of the FY2025 to FY2028 Medium-Term Business Plan
Chapter 3. Business Strategy and Financial Strategy Chapter 4. Key Strategies for Creating Social Value
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Notes regarding the information in this document
- The amounts stated in this document are rounded to the nearest 100 million yen when figures are presented in billions of yen.
- Starting in FY2025, the allocation standards for company-wide expenses have been changed to more accurately reflect the actual profits and losses of each segment. The operating income for FY2024 has been restated to reflect the new standards, and the overseas segment has decreased by 1.8 billion yen.
3
Chapter 1
Kewpie Group's Approach to Management
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Chapter 1 Kewpie Group's Our Ideal and 2030 Vision
Our Ideal
2030 Vision
We aim to be a group contributing to the food culture
and health of the world through "great taste, empathy, and uniqueness."
- Leading Company for Salads and Eggs
- Food Partner for Every Person
- Supporter for Bringing Smiles to Children
Basic Management Approach Until 2030
Creating social and economic value and contributing to customers around the world
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Chapter 1 Basic Management Approach Until 2030
Management
resources that
should be utilized
Research and development capabilities
Salads
Refining the
Creating social and economic
value and contributing to
customers around the world
Proactive future investment
Strengthening functions
and structure
High-quality manufacturing
Stable supply
capabilities
Group's strengths in
salads to provide
enjoyment and deliciousness in food
Sustainability
Understanding
customers
Human capital
Brand
Ability to propose food experiences
Highly trusted brand power
Wellness
Actively engaging in the extension of healthy life expectancy by taking another step forward in your daily diet
Supporting a | |||||||||||||
lifestyle that is | Governance | Research/ | |||||||||||
friendly to both the | technology | ||||||||||||
environment and | development | ||||||||||||
oneself | |||||||||||||
SCM | IT/digital | ||||||||||||
Structure/ | Sustainability | ||||||||||||
processes/ | |||||||||||||
systems | |||||||||||||
Global | |||||||||||||
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Chapter 2
Overview of the 2025-2028
Medium-Term Business Plan
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Chapter 2 Reflecting on the Business Environment Surrounding the Company
Sudden emergence of a difficult business environment triggered a shift in
management that enabled us to respond to market changes
Covid-19 | Geopolitical | Bird flu |
pandemic | risks | |
Steps toward a regrowth stage have begun
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Chapter 2 Reflecting on the FY2021-FY2024 Medium-Term Business Plan
We have overcome challenging business environments, and
enhanced the strength to increase profitability and growth potential
Flexible price revisions | Optimization of | Overseas profits to | |||||||||||
business locations | exceed 30% | ||||||||||||
Shift to value- | Accumulation of | Balanced growth in | ||
added products | automation and digital | overseas areas | ||
technologies | ||||
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Chapter 2 Reflecting on the FY2021-FY2024 Medium-Term Business Plan
Aiming for a qualitative transformation in management and
demonstrating earning power to enter a regrowth stage
Net sales | Operating income | 486.0 | ||||
500.0 | 50.0 | |||||
400.0 | 390.7 | 40.0 | ||||
34.0 | ||||||
300.0 | 25.5 | 30.0 | ||||
200.0 | 20.0 | |||||
100.0 | 10.0 | |||||
0.0 | 0.0 | |||||
FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | FY2024 |
Previous Medium- | FY2021-FY2024 Medium-Term Business Plan |
Term Business Plan | |
*After retroactive adjustments for FY2019 and FY2020 (Billions of yen)
(Billions of yen) | ||||
Key indicators | FY2020 results | FY2024 | ||
Forecast | ||||
Net sales | 390.7 | 486.0 | ||
Record-high | ||||
25.5 | profits | |||
Operating income | 34.0 | |||
ROE | 4.8% | 7.2% | ||
Operating income | 6.5% | 7.0% | ||
ratio | ||||
Overseas net | +3.8% | +11.0% | ||
sales growth rate | ||||
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