Transformation into a Strong Global Specialty Company

「There were no material changes to the management policies, management strategies or other matters established by the Group during the six-month interim consolidated accounting period.」

「There were no material changes to the management policies, management strategies or other matters established by the Group during the six-month interim consolidated accounting period.」

「There were no material changes during the cumulative consolidated period of the second quarter to the management policies, management strategies or other matters established by our group.」

「There were no material changes during the cumulative consolidated period of the first quarter to the management policies, management strategies or other matters established by our group.」

「The Ajinomoto Group has traditionally formulated and implemented three-year medium-term management plans. However, under constantly changing social and economic conditions, the focus was placed on meticulously developing management figures three years into an uncertain future, resulting in insufficiently ambitious initiatives and growth. Accordingly, we decided to discontinue the conventional type of medium-term management plan, which tended to become a plan that could not be executed or lead to planning fatigue because the figures for three years were built up in excessive detail. Instead, starting from our long-term vision of what we want to become, we will establish challenging “ASV indicators” (*1) and formulate the “Medium-Term ASV Management 2030 Roadmap,” which sets out the path to our desired state in 2030 through backcasting (*2).」

「There were no material changes during the cumulative consolidated period of the second quarter to the management policies, management strategies or other matters established by our group.」

「There were no material changes during the cumulative consolidated period of the first quarter to the management policies, management strategies or other matters established by our group.」

「There were no material changes to the management policies, management strategies or other matters established by our Group during the nine-month period of the fiscal year under review.」

「There were no material changes during the cumulative consolidated period of the second quarter to the management policies, management strategies or other matters established by our group.」

「There were no material changes during the cumulative consolidated period of the first quarter to the management policies, management strategies or other matters established by our group.」

「In fiscal 2020, the foodservice business was affected by the spread of COVID-19, and organic growth did not turn positive. However, as a result of steadily advancing structural reform, ROIC improved to 6.9%, up from fiscal 2019.」

「Under our 2020-2025 Medium-Term Management Plan, we are promoting asset-light management by concentrating growth investment in priority businesses, reducing the proportion of non-priority businesses through structural reform, and reallocating resources within the Group. As part of these measures, we decided to transfer some of the fixed assets held by the company, including idle assets.」

「There were no material changes during the cumulative consolidated period of the second quarter to the management policies, management strategies or other matters established by our group.」

「The Ajinomoto Group has revised its vision to: “Through the power of amino acids, we will resolve food and health issues associated with dietary habits and aging, and co-create the wellness of people.” Based on this vision, and with 2030, 10 years from now, as its target, the Ajinomoto Group will transform itself into a company that resolves food and health issues. We currently have contact with approximately 700 million consumers through our products, and aim to contribute to extending the healthy life expectancy of 1 billion people by addressing dietary issues such as excessive salt intake and undernutrition through products and services that harness the power of amino acids.」

「There were no material changes to the management policies, management strategies or other matters established by our Group during the nine-month period of the fiscal year under review.」

「There were no material changes during the cumulative consolidated period of the second quarter to the management policies, management strategies or other matters established by our group.」

「There were no material changes during the cumulative consolidated period of the first quarter to the management policies, management strategies or other matters established by our group.」

「Meanwhile, the expansion of the food business portfolio pursued under the 2014-2016 Medium-Term Management Plan and the 2017-2019 (for 2020) Medium-Term Management Plan led to the dispersion of resources and diluted investment in priority areas, resulting in a decline in market-creation capabilities and cost competitiveness in key categories. In response, we will drive further efficiency through asset-light management across the entire value chain, centered on ① concentrating and prioritizing management resources in business areas with high growth potential, ② improving asset efficiency, and ③ improving productivity. By focusing on areas where a global top-three position is achievable, we will establish a structure that can aim to rank among the top 10 global food companies under the next Medium-Term Management Plan.」

「There were no material changes to the management policies, management strategies or other matters established by our Group during the nine-month period of the fiscal year under review.」

「There were no material changes during the cumulative consolidated period of the second quarter to the management policies, management strategies or other matters established by our group.」

「There were no material changes to the management policies, management strategies or other matters established by the Group during the three-month period ended June 30.」

「Against this backdrop, under its 2017-2019 (for 2020) Medium-Term Management Plan, the Ajinomoto Group worked toward becoming a “Reliable Global Specialty Company” by pursuing “further business structure reform,” “the development of growth drivers,” and “strengthening its management foundation,” which supports these initiatives.」

「Under its 2017-2019 (for 2020) Medium-Term Management Plan, the Ajinomoto Group will continue “FIT & GROW with Specialty,” work to “strengthen its management foundation,” which supports these initiatives, and pursue the goal of becoming a “Reliable Global Specialty Company.”」

「In the current fiscal year, the final year of the 2014-2016 Medium-Term Management Plan, we will continue pursuing the “development of growth drivers” and “further strengthening our business structure” through the pursuit of “specialty,” with the aim of becoming a “Reliable Global Specialty Company.”」

「Against this backdrop, under its 2014-2016 Medium-Term Management Plan, the Ajinomoto Group worked toward becoming a “Reliable Global Specialty Company” by pursuing “specialty” through the “development of growth drivers,” “further strengthening its business structure,” and the “evolution of its management foundation,” which supports these initiatives.」

「In the current fiscal year, the final year of the 2014-2016 Medium-Term Management Plan, we will continue pursuing the “development of growth drivers” and “further strengthening our business structure” through the pursuit of “specialty,” with the aim of becoming a “Reliable Global Specialty Company.”」

「Under its 2014-2016 Medium-Term Management Plan, the Ajinomoto Group worked toward becoming a “Reliable Global Specialty Company” by pursuing “specialty” through the “development of growth drivers,” “further strengthening its business structure,” and the “evolution of its management foundation,” which supports these initiatives.」