Sustainable Growth and Medium- to Long-Term Enhancement of Corporate Value

「As a result, Group-wide net sales increased 2.0% year on year to ¥716.144 billion. Although structural reforms in the marine products and livestock businesses had an impact, growth in the core processed foods and low-temperature logistics businesses in both Japan and overseas drove the increase in net sales.」

「For the six-month consolidated accounting period under review, the Group's net sales increased 4.5% year on year to ¥347.208 billion, driven by growth in its core processed foods and low-temperature logistics businesses. Despite continued cost increases for raw materials and procurement, operating income rose 13.1% to ¥19.684 billion and ordinary income rose 13.7% to ¥20.641 billion, supported by expanded sales and contributions from overseas affiliates.」

「In fiscal 2024, the final year of the plan, pressure from higher procurement costs and the impact of labor shortages are expected to continue, although inbound demand is expected to increase and personal consumption is showing signs of recovery. By steadily implementing management initiatives in response to these changes in the business environment, we are targeting consolidated net sales of ¥690 billion and operating income of ¥39 billion.」

「Against this backdrop, in the second year of “Compass Rose 2024,” the Group worked to strengthen profitability and improve capital efficiency, while promoting sustainability management by focusing on initiatives addressing climate change and developing its supply chain, and sought to enhance social and economic value.」

「Against this backdrop, in the second year of “Compass Rose 2024,” the Group worked to strengthen profitability and improve capital efficiency, while promoting sustainability management by focusing on initiatives addressing climate change and developing its supply chain, and sought to enhance social and economic value.」

「In fiscal 2023, the business environment is expected to remain challenging due to higher costs for raw materials, labor, and logistics, as well as the impact of geopolitical risks. Nevertheless, we will seek sustainable growth by implementing initiatives flexibly and swiftly to strengthen profitability. For fiscal 2023, we are targeting consolidated net sales of ¥675 billion and operating income of ¥34.5 billion.」

「Against this backdrop, the Group launched a new medium-term management plan, “Compass Rose 2024” (fiscal 2022–fiscal 2024), and implemented initiatives aimed at enhancing social and economic value by pursuing management focused on capital efficiency while fulfilling its social responsibility as a company supporting a rich food culture and good health through business activities based on the “Sustainability Policy—Nichirei's Promise.”」

「Against this backdrop, the Group launched a new medium-term management plan, “Compass Rose 2024” (fiscal 2022–fiscal 2024), and implemented initiatives aimed at enhancing social and economic value by pursuing management focused on capital efficiency while fulfilling its social responsibility as a company supporting a rich food culture and good health through business activities based on the “Sustainability Policy—Nichirei's Promise.”」

「Against this backdrop, the Group launched a new medium-term management plan, “Compass Rose 2024” (fiscal 2022–fiscal 2024), and implemented initiatives aimed at enhancing social and economic value by pursuing management focused on capital efficiency while fulfilling its social responsibility as a company supporting a rich food culture and good health through business activities based on the “Sustainability Policy—Nichirei's Promise.”」

「We formulated the Group's three-year medium-term management plan “Compass Rose 2024,” covering fiscal 2022 through fiscal 2024. Under the plan, we will seek to sustainably enhance the corporate value of the Nichirei Group by addressing social issues and pursuing capital efficiency through business activities based on the Sustainability Policy, which refreshes our previous basic CSR policy.」

「The Group conducted its business activities with due consideration for the safety of the supply chain, including employees, as a social infrastructure supporting people's daily lives. In pursuit of the long-term management target of the Group's 2030 vision, it also formulated Group targets, comprising initiatives and KPIs, for each of the five identified Group key matters (materialities).」

「In pursuit of the long-term management target of the Group's 2030 vision, we formulated Group targets, comprising initiatives and KPIs, for each of the five identified Group key matters (materialities).」

「The Group conducted its business activities with due consideration for the safety of the supply chain, including employees, as a social infrastructure supporting people's daily lives. Meanwhile, as it entered the final year of the medium-term management plan “WeWill 2021” (fiscal 2019–fiscal 2021), it selected key Group matters (materialities) to achieve the long-term management target of the Group's 2030 vision, and will implement specific initiatives while accurately identifying changes in the management environment.」

「For fiscal 2021, we are targeting consolidated net sales of ¥600 billion and operating income of ¥35 billion.」

「As a social infrastructure supporting people's daily lives, the Group conducted its business activities with due consideration for the safety of the supply chain, including employees, while accurately identifying changes in the management environment and implementing initiatives aimed at achieving sustainable profit growth and creating new value supporting a rich food culture and good health.」

「As a social infrastructure supporting people's daily lives, the Group conducted its business activities with due consideration for the safety of the supply chain, including employees, while accurately identifying changes in the management environment and implementing initiatives aimed at achieving sustainable profit growth and creating new value supporting a rich food culture and good health.」

「As a social infrastructure supporting people's daily lives, the Group conducted its business activities while accurately identifying changes in the management environment, and implemented initiatives aimed at achieving sustainable profit growth and creating new value supporting a rich food culture and good health, in order to advance the second year of the medium-term management plan “WeWill 2021” more vigorously.」

「In fiscal 2020, the second year of the plan, the business environment is expected to remain challenging due to higher costs for raw materials, labor, and logistics resulting from labor shortages, as well as the impact of the COVID-19 pandemic. Nevertheless, we will seek to achieve sustainable growth by steadily implementing management initiatives in response to changes.」

「Against this backdrop, the Group, in the first year of the medium-term management plan “WeWill 2021” (fiscal 2019–fiscal 2021), implemented initiatives aimed at creating new value that supports a rich food culture and good health while responding to changes in the current business environment, with a focus on its core businesses.」

「Against this backdrop, the Group, in the first year of the medium-term management plan “WeWill 2021” (fiscal 2019–fiscal 2021), implemented initiatives aimed at creating new value that supports a rich food culture and good health, while promoting investment centered on its core businesses to drive future profit growth and strengthen its business foundations.」

「Against this backdrop, the Group launched a new medium-term management plan, “WeWill 2021” (fiscal 2019–fiscal 2021), and implemented initiatives aimed at creating new value that supports a rich food culture and good health, while promoting investment centered on its core businesses to drive future profit growth and strengthen its business foundations.」

「In the fiscal year under review, the final year of the medium-term management plan “POWER UP 2018” (fiscal 2016–fiscal 2018), the Group worked through its business activities as a company supporting food and health to create new customer value and contribute to solving social issues, while implementing initiatives aimed at achieving sustainable profit growth and improving capital efficiency by further strengthening its core businesses.」

「Against this backdrop, the Group reached the final year of the medium-term management plan "POWER UP 2018" (fiscal 2016 to fiscal 2018). As a company supporting food and health, we worked to create new customer value through our business activities and contribute to solving social issues, while pursuing initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of our core businesses.」

「Against this backdrop, the Group reached the final year of the medium-term management plan "POWER UP 2018" (fiscal 2016 to fiscal 2018). As a company supporting food and health, we worked to create new customer value through our business activities and contribute to solving social issues, while pursuing initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of our core businesses.」

「Against this backdrop, the Group reached the final year of the medium-term management plan "POWER UP 2018" (fiscal 2016 to fiscal 2018). As a company supporting food and health, we worked to create new customer value through our business activities and contribute to solving social issues, while pursuing initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of our core businesses.」

「Against this backdrop, in order to advance the second year of the medium-term management plan "POWER UP 2018," the Group pursued initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of its core businesses.」

「Against this backdrop, in order to advance the second year of the medium-term management plan "POWER UP 2018," the Group pursued initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of its core businesses.」

「Against this backdrop, in order to further advance the second year of the medium-term management plan "POWER UP 2018," the Group pursued initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of its core businesses.」

「In fiscal 2017, the second year of the plan, the business environment is expected to remain challenging, with sharp fluctuations in foreign-exchange rates and crude oil prices against a backdrop of an unstable global economy, as well as rising costs due to labor shortages. Nevertheless, we will seek to achieve sustainable growth through the steady execution of management initiatives aligned with changes in the operating environment.」

「Against this backdrop, as the first year of the new medium-term management plan "POWER UP 2018" (fiscal 2016 to fiscal 2018), the Group pursued initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of its core businesses.」

「Against this backdrop, as the first year of the new medium-term management plan "POWER UP 2018" (fiscal 2016 to fiscal 2018), the Group pursued initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of its core businesses.」

「Against this backdrop, the Group launched a new medium-term management plan, "POWER UP 2018" (fiscal 2016 to fiscal 2018), and pursued initiatives aimed at sustainable profit growth and improved capital efficiency through further strengthening of its core businesses.」

「As the Company marked its 70th anniversary, the current fiscal year was the final year of the medium-term management plan "RISING 2015" (fiscal 2013 to fiscal 2015). To achieve sustainable growth and enhance corporate value over the medium to long term, we continued working to improve the profitability of our core businesses.」