Building a High-Growth, High-Profitability Business Portfolio

「FUJICCO CO.,LTD. (Chuo-ku, Kobe) announced on the 18th that it would close its Yokohama Plant in June 2027 and transfer the land and buildings.」

「As part of restructuring its business portfolio, the Group decided to enter Thailand, established FUJICCO FOODS ASIA CO., LTD. as a holding company and acquired shares in FB Food Service (2017) Co., Ltd., which manufactures and sells seaweed products and prepared foods for commercial use locally.」

「Under the 2025–2027 medium-term management plan, which begins in the fiscal year ending March 2026, we are pursuing initiatives to strengthen our core businesses and build a medium- to long-term earnings base under the basic policy of “bringing together the capabilities of our employees to create the future of kelp and beans together with our customers.” As part of a review of our business portfolio, we transferred all shares of Foods Palette.」

「The 2025–2027 medium-term management plan has begun. We position this three-year period as an important phase for building a sustainable growth platform toward realizing the Fujicco 2030 vision. We have adopted the basic policy of “bringing together the capabilities of our employees to create the future of kelp and beans together with our customers,” and will implement four core strategies: “strengthening and expanding our core businesses,” “securing overwhelming competitive advantages,” “pursuing efficient management” and “strengthening our management platform.”」

「Fiscal 2023 was the second year of the plan. Although we had to revise the plan’s targets because of multiple factors, including the rapid depreciation of the yen, the situation in Ukraine and unprecedented increases in raw-material and energy costs, our strategic direction remains unchanged.」

「Under the three-year medium-term plan, we first worked to strengthen sales of our main products to offset the revenue lost through the planned reduction in product items.」

「Under this three-year medium-term plan, we will accelerate management reforms at “New Fujicco” aimed at sustainable growth through factory operating reforms, digital transformation and stronger corporate governance. At the same time, we will expand sales of highly productive and profitable “star products” following the reduction in SKUs, strengthen existing brands through new product development, reinforce the earnings bases of the kelp and bean businesses, and focus on expanding the prepared foods, yogurt and direct-to-consumer businesses as growth drivers.」

「We positioned fiscal 2019 through fiscal 2021 as the second stage, a period for achieving “accelerated growth,” and are thoroughly pursuing both the expansion of the growth businesses of prepared foods and yogurt and the renewed strengthening of the earnings base for kelp and beans.」

「Under the gradual transition to a divisional organization that began in April 2020, we focused on creating new growth opportunities by strengthening collaboration between the Core Business Division and the Development Division, while launching structural reforms to establish a business model capable of securing earnings in an uncertain era.」

「We also worked as one company on the December sales campaign, the period of greatest demand during the year, while continuing to expand the prepared foods and yogurt businesses.」

「To further expand the prepared foods business, we added Foods Palette Co., Ltd., which sells Chinese prepared foods mainly through department stores, to the Group effective 1 August 2019. We began new initiatives by combining its brand strength and product capabilities with ours.」

「Amid these conditions, under the new three-year medium-term plan that began in April 2019, the Group worked to expand its growth businesses and rebuild its earnings base, and implemented price revisions and specification changes for certain products in June.」

「A new three-year medium-term plan began in April 2019. We positioned fiscal 2019 through fiscal 2021 as the second stage, a period for achieving “accelerated growth,” and will thoroughly pursue both the expansion of the growth businesses of prepared foods and yogurt and the renewed strengthening of the earnings base for kelp and beans.」

「Amid these conditions, the Group was temporarily affected by unprecedented disasters, including Typhoon No. 21 in 2018 and the 2018 Hokkaido Eastern Iburi Earthquake. Nevertheless, we focused on expanding the OKAZU and yogurt businesses, our growth businesses, while working as one company to improve productivity per employee.」

「In addition to implementing the growth strategy of “selection and concentration,” we worked to improve productivity per employee and further accelerated the pursuit of efficient management.」

「In the second year of the medium-term plan, covering April 2016 through March 2019, the Group worked to strengthen its corporate platform supporting sustainable growth. Based on its medium-term portfolio management approach, it also focused on building businesses capable of further high growth and high profitability.」

「In the second year of the three-year medium-term management plan, we strengthened the earnings power of our core kelp and bean products and accelerated efforts to improve the competitiveness of our growth businesses, prepared foods and yogurt products.」

「Against this backdrop, based on our medium-term management strategy, the Group focused on expanding its Caspian Sea Yogurt and OKAZU businesses while undertaking company-wide cost reduction initiatives.」

「A new three-year medium-term management plan through the fiscal year ending March 2019 has begun. While working to build high-growth, high-profitability businesses through “selection and concentration,” the Company transitioned to a company with an Audit and Supervisory Committee upon approval at the annual general meeting of shareholders in June, in order to further strengthen its governance framework as part of laying the foundation for a future leap forward.」

「We will continue and thoroughly implement the portfolio management approach adopted in the previous medium-term management plan, with the aim of building businesses capable of further high growth and high profitability.」