Strengthening the Earnings Base through Business Structure Reform and Transition to a Growth Trajectory

「Under these conditions, we will refine the strategies set out in "Medium-Term Management Plan — Nakamuraya 2027 Vision —," formulated in 2023, based on progress to date, and accelerate initiatives to achieve our management targets.」

「Under these conditions, we worked to establish the foundations for structural reform and revenue growth based on the basic policies set out in "Medium-Term Management Plan — Nakamuraya 2027 Vision —."」

「Under our management philosophy of "pursuing true value and sharing the joy it brings," we advanced initiatives to achieve our management targets based on the strategies set out in "Medium-Term Management Plan — Nakamuraya 2027 Vision —."」

「Under these conditions, we positioned "creating deliciousness without sparing time and effort" and "new joy and excitement from food" as values unique to the company, and worked under "Medium-Term Management Plan — Nakamuraya 2027 Vision —" through 2027 to deliver high-quality food that, despite being mass-produced, can be enjoyed at restaurants and specialty stores.」

「In light of recent business performance and changes in the external environment, we reviewed the three-year plan "2022-2024 Medium-Term Management Plan," beginning in fiscal 2022, and formulated a new plan, "Medium-Term Management Plan — Nakamuraya 2027 Vision —," to promote the execution of business strategies, the development of infrastructure to support them and the establishment of an organizational culture.」

「Under the 2022-2024 Medium-Term Management Plan, which entered its second year, we newly established three annual guidelines, "breaking away from all-things-to-all-people thinking," "breaking away from partial optimization" and "breaking away from following precedent," and worked to achieve our targets.」

「Under the 2022-2024 Medium-Term Management Plan, which entered its second year, we newly established three annual guidelines, "breaking away from all-things-to-all-people thinking," "breaking away from partial optimization" and "breaking away from following precedent," and worked to resolve issues.」

「Under these conditions, we worked to achieve our targets in line with the basic policies of the 2022-2024 Medium-Term Management Plan, formulated to realize the "system of corporate principles" and "Nakamuraya's Promise (brand statement)," namely "putting management based on our philosophy into practice," "revenue growth" and "developing our management foundation."」

「As a result of these initiatives, revenue for the fiscal year under review was ¥35,554,311 thousand, an increase of ¥2,495,985 thousand, or 7.6%, from the previous fiscal year.」

「Under the new system of corporate principles formulated to mark the 120th anniversary of the company's founding, we conducted business activities based on the three-year plan "2022-2024 Medium-Term Management Plan," which began in the fiscal year under review, to put into practice the vision of proposing food that blends into everyday life and brings joy. As a result of continuing to respond to new consumer behavior in the with-COVID environment, revenue for the cumulative third quarter was ¥25,100,519 thousand, an increase of ¥2,111,011 thousand, or 9.2%, from the same period of the previous year.」

「Under the new system of corporate principles formulated to mark the 120th anniversary of the company's founding, we conducted business activities based on the three-year plan "2022-2024 Medium-Term Management Plan," which began in the fiscal year under review. To put into practice the vision of the corporate principles, "proposing food that blends into everyday life and brings joy," we promoted initiatives including year-round sales of steamed buns through selected mass retailers, the launch of a new nutritionally balanced breakfast food, "しっとり具～ドッグ," and expanded sales of the "ご褒美喫茶" series of confectionery for home consumption. We also responded to changes in the business environment by rolling out the new "スパイス紀行" series of retort curry products, promoting the development of foods for take-home and home consumption, and actively approaching growth business formats, while working to expand revenue. As a result of these sales activities, revenue for the cumulative second quarter was ¥12,161,147 thousand, an increase of ¥1,359,743 thousand, or 12.6%, from the same period of the previous year.」

「Under a new system of corporate principles, the company put into practice its vision of "proposing food that blends into everyday life and brings joy through ingenuity and challenge." As a result of responding to changes in consumer behavior in the with-COVID environment, revenue for the cumulative first quarter was ¥5,316,496 thousand, an increase of ¥606,314 thousand, or 12.9%, from the same period of the previous year.」

「In the three-year plan "2022-2024 Medium-Term Management Plan," beginning in fiscal 2022, we have established three basic medium-term policies: "putting management based on our philosophy into practice," "revenue growth" and "developing our management foundation."」

「As a result of sales activities undertaken in response to changes in consumer behavior caused by the spread of COVID-19, revenue for the third quarter was ¥22,989,508 thousand, an increase of ¥1,226,268 thousand, or 5.6%, from the same period of the previous year.」

「As a result of sales activities undertaken in response to changes in consumer behavior caused by the spread of COVID-19, revenue for the second quarter was ¥10,801,404 thousand, an increase of ¥876,648 thousand, or 8.8%, from the same period of the previous year. In terms of profit, in addition to higher revenue, the company was able to conduct efficient sales activities focused on changes in consumer behavior. Operating loss was ¥2,395,584 thousand, an improvement of ¥664,710 thousand from the same period of the previous year; ordinary loss was ¥2,268,170 thousand, an improvement of ¥625,469 thousand; and net loss for the quarter was ¥1,479,589 thousand, an improvement of ¥437,165 thousand.」

「In these conditions, as "Medium-Term Management Plan 2021" entered its final year, we partially revised the plan and focused on responding to changes in consumption patterns and lifestyles caused by the COVID-19 pandemic, and on strengthening our product planning and technological development capabilities, with the aim of restoring earnings. As these initiatives produced results, revenue and profit increased from the same period of the previous year, but revenue has not yet recovered to pre-pandemic levels. As a result, revenue for the first quarter was ¥4,710,182 thousand, an increase of ¥456,754 thousand, or 10.7%, from the same period of the previous year.」

「In these conditions, as "Medium-Term Management Plan 2021" entered its final year, we partially revised the plan and aim to restore earnings by focusing on responding to changes in consumption patterns and lifestyles caused by the COVID-19 pandemic, and on strengthening our product planning and technological development capabilities.」

「In this challenging environment, we launched "Medium-Term Management Plan 2021," beginning in fiscal 2019, set out the basic policy of "strengthening earnings through revenue growth, improved productivity and greater efficiency," and worked to develop and strengthen our management foundation and expand earnings, but」

「To restore earnings and achieve sustainable growth even in these conditions, it is essential that we focus intensively and thoroughly on the priority issues set out in "Medium-Term Management Plan 2021," namely "transforming the business model" and "building a strong management foundation," and achieve them.」

「In this challenging environment, we launched "Medium-Term Management Plan 2021," beginning in fiscal 2019, set out the basic policy of "strengthening earnings through revenue growth, improved productivity and greater efficiency," and also promoted initiatives to reform working practices.」

「Under these conditions, based on the strategies and initiatives of the new three-year plan "Medium-Term Management Plan 2021," beginning in fiscal 2019, we worked to expand revenue in the confectionery, fast-food, food and food-service businesses through the development of new sales channels, the rollout of new shops and the development of new products. At the same time, we worked to strengthen earnings by improving operational efficiency and consolidating production functions.」

「To achieve sustainable growth going forward even in this challenging environment, we launched the three-year medium-term management plan "Medium-Term Management Plan 2021," beginning in fiscal 2019. Its basic medium-term policy is "strengthening earnings through revenue growth, improved productivity and greater efficiency,"」

「We launched a new three-year medium-term management plan, "Medium-Term Management Plan 2021," in April 2019.」

「In production, we aim to strengthen the competitiveness of the steamed-bun business by establishing a higher-capacity production system through the completion and commencement of operations at the Musashi Plant in Iruma, Saitama Prefecture.」

「The Japanese economy during the first quarter of the fiscal year under review had been supported by solid corporate earnings, but sentiment deteriorated against a backdrop of higher crude oil prices and a stronger yen. Although the economy was on a recovery trend, growth remained sluggish. In the confectionery and food industries, competition among companies intensified as the market contracted due to the declining birthrate and sluggish personal consumption. In this challenging environment, the 中村屋 Group promoted further development of existing businesses and new initiatives in growth markets from the perspective of customer satisfaction in order to fulfill its management philosophy of "creating new value and contributing to healthy and prosperous lives," but」

「To put the 中村屋 Group's management philosophy of "creating new value and contributing to healthy and prosperous lives" into practice, we will pursue the strategies and initiatives of a new medium-term vision: "While rebuilding our management foundation by strengthening our manufacturing capabilities and support for employee development, we aim to become a company that takes on new growth by delivering deliciousness," under the five management policies of "customer-first management," "respect for humanity," "demonstrating originality," "high-quality products at reasonable prices" and "more efficient management."」

「Under these conditions, the 中村屋 Group entered the final year of "Medium-Term Management Plan 2015-2017" and worked to strengthen core products and develop new sales channels to expand revenue, while promoting efficiency through the reorganization of production lines, in order to achieve the medium-term vision of "breaking through the status quo by implementing business structure reform, strengthening our earnings capacity and shifting to a growth trajectory."」

「The 中村屋 Group entered the final year of "Medium-Term Management Plan 2015-2017" and worked to strengthen core products and develop new sales channels to expand revenue, while promoting efficiency through the reorganization of production lines, in order to achieve the medium-term vision of "breaking through the status quo by implementing business structure reform, strengthening our earnings capacity and shifting to a growth trajectory."」

「To achieve sustainable growth even in a challenging environment and return earnings to stakeholders, in fiscal 2017, the final year of "Medium-Term Management Plan 2015-2017," we will steadily implement initiatives based on the five medium-term management policies of "customer-focused management," "focus on our strengths," "thorough quality assurance," "improved productivity" and "human resources development," with the aim of achieving the medium-term vision of "breaking through the status quo by implementing business structure reform, strengthening our earnings capacity and shifting to a growth trajectory" and meeting our management targets.」

「Under these conditions, the 中村屋 Group entered the second year of its three-year management plan, "Medium-Term Management Plan 2015-2017," and worked to achieve its medium-term vision of "breaking through the status quo by implementing business structure reform, strengthening our earnings capacity and shifting to a growth trajectory," thereby giving tangible form to its management philosophy of "creating new value and contributing to healthy and prosperous lives."」

「Under these conditions, the 中村屋 Group promoted expansion into growth markets and improved management efficiency from the perspective of "selection and concentration" in order to achieve the medium-term vision set out in "Medium-Term Management Plan 2015-2017": "break through the status quo by implementing business structure reform, strengthen our earnings capacity and shift to a growth trajectory."」

「To achieve sustainable growth even in a challenging environment and return profits to stakeholders, in the second year of "Medium-Term Management Plan 2015-2017" we will steadily implement measures based on our core strategy of "thoroughly pursuing and executing a policy of selection and concentration" and work to achieve our medium-term vision.」

「To achieve sustainable growth even in a challenging environment and return profits to stakeholders, in the second year of "Medium-Term Management Plan 2015-2017" we will steadily implement measures based on our core strategy of "thoroughly pursuing and executing a policy of selection and concentration" and work to achieve our medium-term vision.」

「We launched the three-year management plan, "Medium-Term Management Plan 2015-2017." Its medium-term vision is to "break through the status quo by implementing business structure reform, strengthen our earnings capacity and shift to a growth trajectory,"」