Menu changes, the introduction of local ingredients, and specialization of business formats leveraging the company’s farms and ranches
First written in FY2017-Q1. 3 of 8 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2026.
The whole theme swung hardest in 2025: 1 of 11 companies on the "Worse" side.
11 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In addition to growing agricultural products within the Group (primary industry), processing them within the Group (secondary industry), and providing them to customers (tertiary industry), the Group is working to reduce its environmental impact and operate a renewable energy business. Through these efforts, it is building a circular sixth-sector industrial model using renewable energy and will continue to improve its economic, social, and environmental performance.」
The company has given concrete form to a circular sixth-sector industrial model that combines agriculture, processing, and sales with efforts to reduce environmental impact and renewable energy, positioning it as a core model of sustainability management. - FY2024-Q3AdvancedAnnual report
「Through this acquisition of shares, the Group will strengthen its domestic and overseas supply chains and expand its overseas sales channels. By accumulating expertise and rolling out the Watami model worldwide, a circular sixth-sector industrial model using renewable energy, it will contribute to enhancing corporate value, the sustainable growth and development of the Group, and the realization of a sustainable society.」
Through the acquisition of shares in a Singaporean company, the company has given concrete form to its existing sixth-sector industrial model through stronger domestic and overseas supply chains, expanded overseas sales channels, and worldwide expansion. - FY2021RestatedAnnual report
「Amid this environment, the Group has established its own sixth-sector industrial model, under which organic vegetables harvested at Watami Farm (primary industry: agriculture) are processed at Watami Handmade Kitchen (secondary industry: food processing) and provided to customers nationwide through the Group’s restaurant and home-delivered meal businesses (tertiary industry: provision of meals and services), while also aiming to build a sustainable society that considers the environment, energy, and the food cycle.」
The company continues to present its proprietary sixth-sector industrial model linking agriculture, food processing, restaurants, home-delivered meals, the environment, and energy as a management strategy. - FY2020RestatedAnnual report
「Amid this environment, the Group has established its own sixth-sector industrial model, under which organic vegetables harvested at Watami Farm (primary industry: agriculture) are processed at Watami Handmade Kitchen (secondary industry: food processing) and provided to customers nationwide through the Group’s restaurant and home-delivered meal businesses (tertiary industry: provision of meals and services), while also aiming to build a sustainable society that considers the environment, energy, and the food cycle.」
The company continues to present its proprietary sixth-sector industrial model linking agriculture, food processing, restaurants, home-delivered meals, the environment, and energy as a management strategy. - FY2019-Q2ReframedAnnual report
「More recently, the Group’s strategy has centered on deepening and strengthening its original restaurant business. At the same time, it views the substantial growth of the prepared-meal market, which includes its long-standing home-delivered meal business, as an opportunity arising from the diversification of food consumption. In addition to the food production and processing expertise cultivated at its centers, the Group is incorporating organic vegetables produced at Watami Farm into combined production, thereby increasing the value added of its processed food products, and is also working to establish sales to external customers.」
In addition to the previous explanation of its internal supply chain and sixth-sector industrial model, the company now describes expanding its business scope by capitalizing on growth in the prepared-meal market and selling processed food products to external customers. - FY2018ReframedAnnual report
「Amid this environment, the Group has established its own sixth-sector industrial model, under which organic vegetables harvested at Watami Farm (primary industry: agriculture) are processed at Watami Handmade Kitchen (secondary industry: food processing) and provided to customers nationwide through the Group’s restaurant and home-delivered meal businesses (tertiary industry: provision of meals and services), while also aiming to build a sustainable society that considers the environment, energy, and the food cycle.」
The description of the strategy has expanded from the previous explanation of using ingredients from the company’s own farms and ranches in its menus to its proprietary sixth-sector industrial model linking agriculture, food processing, restaurants, home-delivered meals, the environment, and energy. - FY2017-Q2AdvancedAnnual report
「The company is continuing to lower menu prices, improve store operations, and reduce costs, while changing menus, introducing local ingredients, and converting business formats to specialize in specific cuisines, leveraging the strengths of its group, which owns farms and ranches.」
In addition to lowering prices, improving store operations, and reducing costs, the company continues to change menus, introduce local ingredients, and specialize its business formats by leveraging its own farms and ranches. - FY2017-Q1First statedAnnual report
「While continuing initiatives to lower average prices, improve store operations, and reduce costs, the company changed its menus, introduced local ingredients, and converted business formats to specialize in specific cuisines, leveraging the strengths of its group, which owns farms and ranches. As a result, customer traffic at existing stores was 100.3% of the previous year.」
As specific measures to turn around its domestic restaurant business, the company cites the use of its own farms and ranches, menu changes, the introduction of local ingredients, and conversion to business formats specializing in specific cuisines.