Improving productivity and production capacity and reducing manufacturing costs

「生産面では、仕損の大幅削減など品質管理の改善を進め、新規設備の導入により安定供給体制の構築に取り組んだ。」

「Capital expenditures for the consolidated fiscal year totaled ¥1,419.259 million, including intangible assets. The main expenditures were ¥747.413 million at WAKOU USA INC., ¥159.582 million at the Hokkaido Plant and ¥485.659 million at the Kanto Plant.」

「Cash flows from investing activities for the interim consolidated period resulted in expenditures of ¥780 million, an increase of ¥603 million from the same period of the previous year. This was mainly due to ¥746 million in expenditures for the acquisition of property, plant and equipment.」

「Capital expenditures for the consolidated fiscal year totaled ¥613.244 million, including intangible assets. The main expenditures were ¥299.040 million at WAKOU USA INC., ¥73.917 million at the Hokkaido Plant and ¥147.626 million at the Kanto Plant.」

「In the U.S. segment, operating profit was ¥518 million, up 29.8% year on year, due to strong sales growth, improved productivity and cost reductions.」

「In the U.S. segment, operating profit was ¥703 million, up 41.9% year on year, as the company continued to improve productivity and reduce costs while maintaining the high margins of commercial products.」

「In the U.S. segment, operating profit was ¥399 million, up 20.7% year on year, due to strong sales growth and improvements in productivity and cost reductions.」

「In the U.S. segment, operating profit was ¥233 million, up 24.1% year on year, due to strong sales growth and improvements in productivity and cost reductions.」

「Capital expenditures for the consolidated fiscal year totaled ¥259.825 million. The main expenditures were ¥32.632 million at WAKOU USA INC., ¥59.342 million at the Hokkaido Plant and ¥142.151 million at the Kanto Plant.」

「In the U.S. segment, operating profit was ¥495 million, up 80.4% year on year, as a result of continued efforts to improve productivity and reduce costs.」

「In the U.S. segment, operating profit was ¥330 million, compared with ¥136 million in the same period of the previous year, as a result of continued efforts to improve productivity and reduce costs.」

「In the U.S. segment, operating profit was ¥187 million, up 206.7% year on year, due to strong sales and improvements in productivity and cost reductions.」

「Capital expenditures for the consolidated fiscal year totaled ¥302.871 million. The main expenditures were ¥14.008 million at WAKOU USA INC., ¥175.463 million at the Hokkaido Plant and ¥94.374 million at the Kanto Plant.」

「In the Japan segment, sales of commercial seasonings for the food-service market recovered in the second half, raising plant operating rates and resulting in operating income of ¥33 million.」

「In the U.S. segment, operating profit was ¥136 million as a result of continued efforts to improve productivity and reduce costs.」

「In the U.S. segment, operating profit was ¥61 million as a result of efforts to improve productivity and reduce costs.」

「Capital expenditures for the consolidated fiscal year totaled ¥453.368 million. The main expenditures were ¥7.429 million at WAKOU USA INC., ¥172.656 million at the Hokkaido Plant and ¥184.297 million at the Kanto Plant.」

「In the Japan segment, sales and plant operating rates gradually recovered in the second half, but the impact of the difficult conditions through the first half resulted in an operating loss of ¥77 million, compared with operating income of ¥301 million in the same period of the previous year.」

「In the Japan segment, operating loss was ¥221 million, compared with operating profit of ¥111 million in the same period of the previous year, due to lower gross profit resulting from declines in sales and plant utilization.」

「In the Japan segment, operating loss was ¥147 million, compared with operating profit of ¥39 million in the same period of the previous year, as lower sales and plant utilization outweighed the decrease in promotional activity and logistics and other costs during the period of restrictions on going out.」

「In Japan, although higher labor costs, driven by rising raw-material prices and improving employment conditions, as well as higher logistics costs, had an impact, the combination of sales growth and improved production efficiency in the production division resulted in higher profit.」

「Against this backdrop, under the policy of decisively implementing structural reforms to improve supply capacity and secure earnings in pursuit of realizing the “Three Forms of Integrity,” the Group began fundamental reforms of its corporate structure and management system, as well as structural reforms through changes in awareness, while continuing to focus on developing and expanding the foodservice seasonings market and improving productivity.」

「Capital expenditures during the consolidated fiscal year were ¥803.752 million. Major expenditures included ¥109.006 million at WAKOU USA INC., ¥222.955 million at the Hokkaido Plant and ¥214.357 million at the Kanto Plant.」

「At overseas subsidiaries, the higher plant utilization resulting from sales growth reduced the manufacturing cost ratio and significantly improved the amount of loss.」

「This was mainly due to increases of ¥195 million in notes and accounts receivable and ¥139 million in production equipment, including machinery and equipment.」

「Against this backdrop, under the policy of rebuilding the corporate foundation for sustainable growth, the Group began fundamental reforms of its corporate structure and management system, as well as structural reforms through changes in awareness, while continuing to focus on developing and expanding the foodservice seasonings market and on employee development and strengthening cost management to improve productivity.」

「Capital expenditures during the consolidated fiscal year were ¥475.710 million. Major expenditures included ¥104.094 million at WAKOU USA INC., ¥196.589 million at the Hokkaido Plant and ¥128.004 million at the Kanto Plant.」

「The main factor in Japan was a reduction in the manufacturing cost ratio due to higher sales to the food-away-from-home and home-meal-replacement markets and the resulting increase in plant utilization. Overseas, profit margins also improved significantly and profit increased as higher sales and plant utilization reduced the manufacturing cost ratio.」

「The main factors were higher sales to the food-away-from-home and home-meal-replacement markets in Japan and the resulting increase in plant utilization, which reduced manufacturing costs and led to a significant increase in profit. Overseas, profit margins also improved significantly and profit increased as higher sales and plant utilization reduced the manufacturing cost ratio.」

「The main factor was a reduction in manufacturing costs in Japan due to higher sales to the food-away-from-home and home-meal-replacement markets and the resulting increase in plant utilization.」

「The production division will continue to actively promote human-resources training, efficient use of newly introduced production equipment, and improvements to kaizen activities, with the aim of improving quality and productivity and reducing manufacturing costs.」

「Against this backdrop, under the policy of reforming the corporate structure for a new stage of growth, the Group continued to focus on developing and expanding the foodservice seasonings market, using completion of the final year of the medium-term three-year management plan as its guiding theme, while also focusing on employee development and strengthening cost management to improve productivity.」

「Under these circumstances, the Group continued to focus on developing and expanding the foodservice seasoning market under its policy of reforming the corporate structure for a new stage of growth, while working to develop human resources and expand facilities to improve productivity and strengthen production capacity.」

「In Japan, the company expanded production equipment and personnel to strengthen cost competitiveness and production capacity in response to higher sales, resulting in an increase in the cost-of-sales ratio.」

「In the production division, the company renewed mixing equipment and expanded filling equipment at the Hokkaido Plant to strengthen cost competitiveness through higher productivity and increase production capacity for foodservice products, among others. At the Kanto Plant, it expanded large mixing machines and filling equipment.」