Three-pronged growth strategy: core competencies, soybeans, and functional high-value-added businesses

「今後は更にサステナブル調達を軸とした原材料の付加価値化や機能性の高度化を進めることで、価格競争に左右されない収益構造の構築を目指しております。」

「By introducing FUJI ROIC, the company advanced ROIC management and evaluation by business, made each business’s capital efficiency visible, selectively screened investments and allocated management resources as a priority, and optimized the group’s overall business portfolio. As part of these efforts, in addition to the transfer of fixed assets at Fuji Oil New Orleans, LLC (U.S.), carried out before the previous consolidated fiscal year, the company implemented measures to improve profitability during the current consolidated fiscal year, including the closure of Blommer’s Chicago plant and the transfer of a domestic consolidated subsidiary in the soy protein food business.」

「The company is advancing “restoring underlying earnings power,” “shifting the portfolio toward high-value-added products in existing areas,” “concentrating management resources in growth and strategic areas,” and “expanding into areas that present challenges.”」

「By strengthening management by business area, an initiative advanced since the previous fiscal year, head office supports the implementation of earnings improvement measures by group companies, thereby promoting the optimal allocation of management resources.」

「Against this backdrop, our group is optimizing the allocation of management resources by strengthening management by business axis, with headquarters supporting the implementation of earnings improvement measures by each group company. In April 2023, we transferred fixed assets of Fuji Oil New Orleans, LLC (Louisiana, USA), among other measures, and are shifting our portfolio toward high-value-added products. We are also building a competitive advantage by strengthening the supply system for sustainably certified oils in Southeast Asia, among other initiatives.」

「Under the new medium-term management plan “Reborn 2024,” the company is advancing its growth strategy based on the following basic policies: “strengthening the business foundation (restoring earnings power and creating new value),” “strengthening global management,” and “deepening sustainability (a sustainability strategy integrated with management strategy).”」

「The consolidated fiscal year was recognized as an important period for renewed efforts on initiatives not achieved under the Medium-Term Management Plan “Towards a Further Leap 2020” (2017-2020), which ran through the previous consolidated fiscal year, and for preparing for the new medium-term management plan beginning the following fiscal year. The Group is working as one to enhance corporate value.」

「The company is advancing initiatives to enhance corporate value as a unified group, recognizing that the current consolidated fiscal year is an important period for revisiting measures that were not achieved under the previous medium-term management plan “Towards a Further Leap 2020” (2017–2020) and for preparing for the new medium-term management plan beginning in the following fiscal year.」

「During the period of this medium-term management plan, the group made substantial progress in “focusing on selected areas” by leveraging its strengths, including investment in core competencies and optimization of management resources, as well as in “strengthening the group management infrastructure,” including standardizing fiscal year-ends.」

「During the period of this medium-term management plan, the company has steadily advanced its focus on selected areas, including investing resources in core competencies and selling non-core businesses.」

「At a meeting of the Board of Directors held on 12 May 2020, the company resolved to transfer all shares of Toraku Co., Ltd., its consolidated subsidiary, to MARUDAI FOOD CO.,LTD., and completed the transfer on 1 July 2020.」

「During the period of this medium-term management plan, the company has made substantial progress in focusing on selected areas, including investing resources in core competencies and selling non-core businesses.」

「As the basic policies for reforms and strategy aimed at establishing a global presence and standing out worldwide, the company has identified ① “strengthening core competencies,” ② “growing the soybean business,” ③ “expanding functional, high-value-added businesses,” and ④ “reducing costs and standardizing operations to global standards,” among others.」

「As the basic policies for reforms and strategy aimed at establishing a global presence and standing out worldwide, the company has identified ① “strengthening core competencies,” ② “growing the soybean business,” ③ “expanding functional, high-value-added businesses,” and ④ “reducing costs and standardizing operations to global standards,” among others.」

「The company has established “strengthening core competencies,” “growing the soybean business,” “expanding functional, high-value-added businesses,” and “reducing costs and standardizing operations to global standards,” among others, as its policies.」

「As the basic policies for reforms and strategy aimed at establishing a global presence and standing out worldwide, the company has identified ① strengthening core competencies, ② growing the soybean business, ③ expanding functional, high-value-added businesses, and ④ reducing costs and standardizing operations to global standards,」

「We pursued a growth strategy centered on strengthening our core competencies, growing our soybean business, developing high-value-added functional businesses, reducing costs, and aligning with global standards. We sought to capture major market changes and expand into growing markets and markets where we could leverage our strengths.」

「The company advances a growth strategy centered on “strengthening core competencies,” “growing the soybean business,” “expanding functional, high-value-added businesses,” and “reducing costs and standardizing operations to global standards,”」

「The medium-term management plan “Towards a Further Leap 2020” advances a growth strategy based on the following basic policies as a period for building an important foundation for a leap toward sustainable growth in an era also described as “Disruption”: “strengthening core competencies,” “growing the soybean business,” “expanding functional, high-value-added businesses,” and “reducing costs and standardizing operations to global standards.”」

「The Fuji Oil Group is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” and “development of high-value-added functional businesses” under the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020), expanding into growing markets and markets where it can leverage its strengths while responding to major changes in the market.」

「Against this backdrop, under the medium-term management plan Towards a Further Leap 2020 (fiscal 2017 to fiscal 2020), our group pursued a growth strategy centered on strengthening our core competencies, growing our soybean business, and developing high-value-added functional businesses. We sought to capture major market changes and expand into growing markets and markets where we could leverage our strengths.」

「The Fuji Oil Group is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” and “development of high-value-added functional businesses” under the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020)」

「To establish by 2020 the foundations needed to close this gap, we will advance a growth strategy centered on “strengthening core competencies,” “growing the soybean business” and “expanding functional, high-value-added businesses.”」