Contents of this document
- Increase in production and sales volumes¥909 million
- Price revisions and changes in sales mix¥681 million
- Higher raw-material and supply prices, increases in labor costs and expenses¥-613 million
- Logistics/EC expenses¥-420 million
- Increases associated with higher revenue, etc.¥-114 million
- Increases in head office expenses and personnel expenses, etc. (GBK/new businesses)¥-7 million
- M&A expenses and initial losses-1 Hundreds of millions of yen
- GBK Line 2 changed from restarting a suspended line to establishing a new line
- Use of large-scale growth investment subsidies
- Expansion into the vending machine channel
- Preparations for the 1 October acquisition of the Pokka Sapporo vending machine business
- Launch of OZA SODA Peach and 彩茶–Oolong Tea
- Production volume25.5 Million casesYear on year against the same period last year+21%
| Item | Details |
|---|---|
| Document type | Financial results presentation |
| Fiscal Period Covered | First quarter of the fiscal year ending March 2027 |
| Net Sales | ¥17,414 million (YoY +30.0%) |
| Operating profit | ¥1,951 million (YoY +29.0%) |
| Net income | ¥1,105 million (YoY +11.0%) |
| Gross Profit Margin | Year-on-year change factors disclosed as ¥681 million from improvement in gross profit margin and ▲¥613 million from deterioration in gross profit margin. The margin itself is Not disclosed |
| Operating profit margin | 11.2%, ▲0.1 pt year on year |
| Results for the three months of the current quarter | Revenue: ¥17,414 million; operating profit: ¥1,951 million; net income: ¥1,105 million; EBITDA: ¥2,720 million; production volume: 25.5 million cases |
| Full-year earnings forecast | Net Sales 720 Hundreds of millions of yen / Operating profit 65 Hundreds of millions of yen / Net income for the current fiscal year 42 Hundreds of millions of yen / EBITDA 100 Hundreds of millions of yen |
| Progress against full-year forecast | Net Sales 24% / Operating profit 30% / Net income for the current fiscal year 26% / EBITDA 27% |
| Breakdown of Factors Affecting the Change | Factors Increase in production and sales volumes / Amount ¥909 million, Factors Price revisions and changes in sales mix / Amount ¥681 million, Factors Higher raw-material and supply prices, increases in labor costs and expenses / Amount ¥-613 million, Factors Logistics/EC expenses / Amount ¥-420 million, Factors Increases associated with higher revenue, etc. / Amount ¥-114 million, Factors Increases in head office expenses and personnel expenses, etc. (GBK/new businesses) / Amount ¥-7 million, Factors M&A expenses and initial losses / Amount -1 Hundreds of millions of yen |
| Key KPIs | Production volume 25.5 Million cases |
| Unit price and quantity metrics | Increases in production and sales volumes are shown, but the breakdown by unit price is Not disclosed |
| Number of stores and locations | The materials state that the company operates 14 plants. The number of stores and locations at period-end, and the number of openings and closures during the period, are Not disclosed |
| Number of employees | 943 People |
| Medium-term management plan targets | Production volume 125 Million cases / Growth investment 290 Hundreds of millions of yen |
| Capital expenditures | 89 Hundreds of millions of yen |
| New initiatives | GBK Line 2 changed from restarting a suspended line to establishing a new line, Use of large-scale growth investment subsidies, Expansion into the vending machine channel, Preparations for the 1 October acquisition of the Pokka Sapporo vending machine business, Launch of OZA SODA Peach and 彩茶–Oolong Tea |
Items this document does not state (13)
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.Production volumes increased due to GBK's production contribution, the start-up of NBK's new production line, and full production at O Beverage's two plants. Revenue increased as sales outlets were secured to accommodate the higher production volume. Increases in raw material and packaging material prices, labor costs, personnel expenses and M&A-related expenses were covered by cost reductions, including higher revenue, improved productivity and greater logistics efficiency.