Contents of this document
- Transition the North American processed foods business from a growth strategy to structural reform in preparation for the next Mid-Term Management Plan
- Establish a Tamarack production system
- Improve the profitability of DLF local sales
- Revitalize the TNF business
- Expand domestic chicken production and procurement through external collaboration
- Use Proteinnovation to pursue new fields, including medical and cosmetic materials
- Reform the cost structure through DX and AI
- Develop the surrounding area as a town-building project with a view to opening a new station near the ballpark
- ROE6.6 %Year on year against the same period last year+1.5 percentage points
- ROIC6.1 %Year on year against the same period last year+2.2 percentage points
- EPS¥361Year on year against the same period last year+¥98
- Priority category ratio72.5 %
- Production line reduction rate14.2 %
- Branded beef ratio66.1 %
- Ballpark attendance466 10,000 people
| Item | Details |
|---|---|
| Document type | Medium-Term Management Plan Presentation |
| Fiscal Period Covered | Fiscal year ended March 2026 (and plan for the fiscal year ending March 2027) |
| Net Sales | 14,574 Hundreds of millions of yen (YoY +6.3%) |
| Net income | ¥351 100 million (profit for the year attributable to owners of the parent) (YoY +31.9%) |
| Full-year earnings forecast | Net Sales 15,000 Hundreds of millions of yen / Business profit 610 Hundreds of millions of yen / Profit for the period attributable to owners of the parent 380 Hundreds of millions of yen / ROE 7.2 % / ROIC 5.3 % / EPS ¥405 |
| Segment results | Processing Business Net Sales 5,303 Hundreds of millions of yen / Business profit 72 Hundreds of millions of yen / Meat business Net Sales 10,341 Hundreds of millions of yen / Business profit 613 Hundreds of millions of yen / Sports and Entertainment Business Net Sales 315 Hundreds of millions of yen / Business profit 49 Hundreds of millions of yen / Eliminations, adjustments and other items Net Sales -1,381 Hundreds of millions of yen / Business profit -50 Hundreds of millions of yen |
| Key KPIs | Indicator name ROE / Value 6.6 % / Year on year against the same period last year +1.5 percentage points, Indicator name ROIC / Value 6.1 % / Year on year against the same period last year +2.2 percentage points, Indicator name EPS / Value ¥361 / Year on year against the same period last year +¥98, Indicator name Priority category ratio / Value 72.5 % / Year on year against the same period last year Not disclosed, Indicator name Production line reduction rate / Value 14.2 % / Year on year against the same period last year Not disclosed, Indicator name Branded beef ratio / Value 66.1 % / Year on year against the same period last year Not disclosed, Indicator name Ballpark attendance / Value 466 10,000 people / Year on year against the same period last year Not disclosed |
| Unit price and quantity metrics | Sales volumes, shipment volumes and attendance are disclosed, but no breakdown combining unit prices and volumes is disclosed |
| Assumptions Underlying the Business Outlook | Qualitative assumptions include uncertainty related to the situation in the Middle East, structurally weak yen conditions, rising production costs and market volatility. Numerical assumptions are not disclosed |
| Medium-term management plan targets | Share repurchases over the three years of the Mid-Term Management Plan ¥90.0 billion / FY27/03 business profit ¥61.0 billion / FY27/03 revenue ¥1,500.0 billion / FY27/03 ROE 7.2% / FY27/03 ROIC 5.3% |
| Financial targets | ROE FY26/03 actual 6.6% / FY27/03 forecast 7.2% / ROIC FY26/03 actual 6.1% / FY27/03 forecast 5.3% |
| Annual Dividend | An increase in dividends is indicated, but the dividend per share and the interim and year-end breakdown are not disclosed |
| Acquisition of treasury shares | Buyback limit 900 Hundreds of millions of yen / Period Three years of the Mid-Term Management Plan / FY27/03 plan 400 Hundreds of millions of yen |
| Capital expenditures | 1,304 Hundreds of millions of yen |
| Market Size / Share | The company states its policy of expanding its sales share in Australia, but share figures are not disclosed |
| New initiatives | Transition the North American processed foods business from a growth strategy to structural reform in preparation for the next Mid-Term Management Plan, Establish a Tamarack production system, Improve the profitability of DLF local sales, Revitalize the TNF business, Expand domestic chicken production and procurement through external collaboration, Use Proteinnovation to pursue new fields, including medical and cosmetic materials, Reform the cost structure through DX and AI, Develop the surrounding area as a town-building project with a view to opening a new station near the ballpark |
Items this document does not state (15)
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.For the fiscal year ended March 2026, favorable external conditions, together with successful measures to strengthen the company’s self-sustaining earnings base, drove performance. For the fiscal year ending March 2027, the company is planning for lower profit after factoring in uncertainties related to the situation in the Middle East, but says it has built the earnings power to maintain business profit in the ¥60 billion range through internal efforts.