Sustainable Growth and Improved Profitability through the Long-Term Management Vision 2020 and Medium-Term Management Plan

「Consolidated business profit was ¥8,137 million, an increase of ¥6,602 million, or 430.1%, year on year. Contributions from higher revenue and cost reductions through transformation contributed to improved profitability. While executing investments for sustainable growth as planned, the Company achieved more than 60% of its full-year profit growth target in the first half. As the first year of the Medium-Term Management Plan “Vision 2030,” the Company is reviewing the useful lives of manufacturing machinery and equipment based on its policy of making selective capital investments and using capital over the long term and effectively to improve capital efficiency. Accordingly, depreciation expenses for the relevant assets have decreased.」

「As stated in the notice of 1 August 2025 concerning the new Medium-Term Management Plan “Vision 2030,” the Company has decided to upwardly revise the ongoing Medium-Term Management Plan “Vision 2028” and launch the new Medium-Term Management Plan “Vision 2030,” with the aim of further increasing shareholder value. New elements include further cooperation with Coca-Cola (Japan) Company, Ltd., including joint formulation of a long-term growth plan; management through multiple business units with clear accountability; rebuilding the profit foundation of the vending business and operating with the mindset of the world’s largest retailer; and the largest shareholder return in the Company’s history. The Company aims to achieve ambitious targets in 2030, including business profit of at least ¥80 billion, approximately twice its previous record profit, and ROIC (return on invested capital) of at least 10%, approximately twice its cost of capital.」

「In 2025, the Company will seek further profit growth based on the results of 2024, when it strongly built up profits. By steadily implementing its top-line growth strategy and key transformation initiatives, it will build a robust growth foundation capable of generating stable profits over the long term.」

「Against this backdrop, the Company positioned 2024, the first year of the Medium-Term Management Plan “Vision 2028,” as “a year of strongly building up profits.” It worked to execute a top-line growth strategy centred on maximising profit, reduce costs through company-wide transformation and further strengthen its business foundation.」

「Against this backdrop, the Company positioned 2023 as “a year of commitment to profit” and made improving profitability its top priority. In sales, it worked to steadily implement price revisions and maintain post-revision shipment prices as its most important initiative for improving profitability.」

「The Company has also announced a Medium-Term Management Plan through 2028. Under the plan, it aims for annual revenue growth of 2% to 3%, a business profit margin of at least 5% in 2028 and ROIC (return on invested capital) of at least 5%. In sales, to achieve profitable growth, the Company will invest in high-value-added products, implement appropriate growth strategies for each sales channel, pursue flexible pricing strategies that contribute to higher margins and transform the vending channel.」

「Against this backdrop, the Company positioned 2023 as “a year of commitment to profit” and made improving profitability its top priority. In sales, the Company focused on ensuring that product price revisions implemented in the previous fiscal year took hold and were maintained. It also worked to capture increased demand as foot traffic recovered by rolling out new products, expanding points of sale centred on priority customers and conducting effective marketing activities, with the aim of improving net sales per case and growing revenue.」

「Against this backdrop, the Company will make improving profitability its top priority in 2023. As part of this effort, the Company will implement price revisions from shipments on 1 May for certain products, including canned products and large PET-bottle products, in order to respond to cost increases caused by external factors and strengthen its earnings base.」

「Against this backdrop, the Company positioned 2022 as “a year to build the foundation for sustainable growth” and worked to build a foundation for steady and sustainable growth while pursuing further transformation.」

「Against this backdrop, the Company positioned 2022 as “a year to build the foundation for sustainable growth” and worked to build a foundation for steady and sustainable growth while pursuing further transformation.」

「Under the concept in the medium-term plan announced in August 2019 that “the way we have done things is not an option,” the Company has steadily pursued key transformation initiatives, including further evolution of the operating model in the vending channel, redistribution of product inventories centred on the “Saitama Mega DC” and consolidation and integration of logistics bases to optimise the logistics network in the Kanto area, streamlining the supply chain structure to achieve low-cost operations, and promoting new ways of working.」

「Under the concept in the medium-term plan announced in August 2019 that “the way we have done things is not an option,” the Company has steadily pursued key transformation initiatives, including further evolution of the operating model for the vending channel, redistribution of product inventories centred on the “Saitama Mega DC” and consolidation and integration of logistics bases to optimise the logistics network in the Kanto area, streamlining the supply chain structure to achieve low-cost operations, and promoting new ways of working.」

「Against this backdrop, under the concept in the medium-term plan announced in August 2019 that “the way we have done things is not an option,” the Company has steadily pursued key initiatives as part of fundamental business transformation, including reviewing the cost structure of important vending channels and indirect functions, improving production capacity and promoting new ways of working.」

「In response to the rapid change in the business environment, the Company is bringing forward its ongoing transformation initiatives, identifying new opportunities and taking steps to prepare for medium- to long-term changes in the business environment.」

「Under the medium-term plan’s policy that “the way we have done things is not an option,” the Company is pursuing fundamental business reform aimed at returning to a sustainable growth trajectory. This includes transforming the cost structure, including important vending channels and indirect functions, increasing customer-oriented investment in production capacity and expanding points of sale, and increasing investment in human resources capability development.」

「Together with this earnings announcement, the Company announced its 5-year medium-term plan, “THE ROUTE to 2024.” The plan sets out multiple steps, including “reset and transformation,” and includes a cost-efficiency strategy and a growth investment strategy pursued in close cooperation with Coca-Cola (Japan) Company, Ltd., the franchise owner.」

「The Company has positioned 2019 as a year to recover and rebuild the foundation for future growth. In addition to working to recover from supply constraints and natural disasters that occurred in 2018, the Company aims to return to a growth trajectory from 2020 onward by ensuring disciplined market execution, investing to improve production capacity and optimise the logistics network, and addressing new issues arising from changes in the business environment.」

「Coca-Cola Bottlers Japan Holdings Inc. (the “Company”) has pursued integration and transformation with a sense of urgency and worked to establish a foundation for sustainable growth based on the medium-term plan “Growth Roadmap for 2020 & beyond,” announced in June 2017. In 2018, the Company is pursuing initiatives aimed at “localised sales activities and leveraging economies of scale,” “accelerating innovation” and “creating integration synergies” to achieve further growth from this foundation.」

「Coca-Cola Bottlers Japan Holdings Inc. (the “Company”) has pursued integration and transformation with a sense of urgency and worked to establish a foundation for sustainable growth based on the medium-term plan “Growth Roadmap for 2020 & beyond,” announced in June 2017. In 2018, the Company is pursuing initiatives aimed at “localised sales activities and leveraging economies of scale,” “accelerating innovation” and “creating integration synergies” to achieve further growth from this foundation.」

「The Group has formulated a Medium-Term Management Plan for 2018 to 2020 as a guide for achieving sustainable growth. Under the plan, the Group defines its desired future state as “an excellent company with dignity” and will conduct its activities around the following 3 pillars: “growth strategy,” “efficiency strategy” and “structural strategy.”」

「The Company announced its medium-term business plan through 2020, “Growth Roadmap for 2020 & beyond,” identifying as priorities sales growth accompanied by earnings, creation of integration synergies, establishment of an operating model and financial strategy to enhance shareholder value, investment in human resources development and contribution to local communities.」

「The Company also announced its medium-term business plan through 2020, “Growth Roadmap for 2020 & beyond,” identifying as priorities sales growth accompanied by earnings, creation of integration synergies, establishment of an operating model and financial strategy to enhance shareholder value, investment in human resources development and contribution to local communities. By focusing on these initiatives, the Company will create sustainable growth and synergies from the business integration and lead the domestic soft drinks market as its leader.」

「Against this backdrop, the Group formulated a Long-Term Management Vision covering 2011 to 2020 in order to drive transformation of the Group’s business structure from a long-term perspective and achieve sustainable growth. With “growth strategy,” “efficiency strategy” and “structural strategy” as its 3 basic strategic pillars, the Group will steadily implement each strategy, continue to grow over the long term and build a foundation for improving profitability.」

「In the “West Vision,” established as the Company’s vision for 2020, the Company set out its goal of becoming “a company supported by customers, understood by shareholders, loved by local communities and one of which employees can be proud!!” The Company aims to enhance corporate value by pursuing initiatives that meet the expectations of all stakeholders.」

「Against this backdrop, as the second step of the Long-Term Management Vision 2020, which serves as a guide for achieving sustainable growth, the Group has positioned the 3-year period from 2016 to 2018 as the “3 Years of Expanding Dreams for the Future” and formulated a Medium-Term Management Plan.」

「As the second step of the Long-Term Management Vision 2020, which serves as a guide for achieving sustainable growth, the Group has positioned the 3-year period from 2016 to 2018 as the “3 Years of Expanding Dreams for the Future” and formulated a Medium-Term Management Plan.」