Three-Year Medium-Term Management Plan Beginning in Fiscal 2016

「The company established the long-term vision “realizing a supply chain that meets the needs of customers around the world” as the future state it aims to achieve in 10 years and formulated “Medium-Term Management Plan 2030” to realize it. Medium-Term Management Plan 2030 adopts further evolution of the company’s strengths and the challenge of global markets as its themes and addresses 3 basic policies.」

「The 87th fiscal period is the final year of the new medium-term management plan under the theme “rebuilding the earnings structure and sustainable business operations.” Under the annual theme “thorough execution of basic practices and promotion of team collaboration,” Group employees will work together to address the following issues.」

「Against this backdrop, the Group entered the second year of its medium-term management plan under the theme “rebuilding the earnings structure and sustainable business operations” and worked on measures to achieve the plan.」

「The company has been implementing since fiscal 2023 a 3-year medium-term management plan covering 1 April 2023 to 31 March 2026, formulated using backcasting based on the projected market size 10 years ahead and the future state that the Starzen Group should achieve.」

「Against this backdrop, the Group launched a new medium-term management plan this fiscal year under the theme “rebuilding the earnings structure and sustainable business operations” and worked on measures to achieve the plan.」

「The company adopted backcasting, formulating initiatives and numerical targets based on the projected market size 10 years ahead and the future state that the Starzen Group should achieve, and formulated a new 3-year medium-term management plan covering 1 April 2023 to 31 March 2026. The new plan adopts “rebuilding the earnings structure and sustainable business operations” as its theme and positions the 3 years from the fiscal year ending March 2024 as a foundation-building period for achieving long-term development and continuing to contribute to society.」

「Based on this medium-term management plan, the company had been reviewing target figures and the timing of investments and working to formulate a 3-year medium-term management plan covering the fiscal years ending March 2023 through March 2025. However, because the assumptions underlying economic conditions and the business environment have changed significantly due to the prolonged spread of COVID-19 and the situation in Ukraine, making the outlook extremely uncertain, it determined that the plan under development needed to be reconsidered and decided to postpone its disclosure. Going forward, it plans to formulate and disclose a 3-year medium-term management plan covering the fiscal years ending March 2024 through March 2026 after assessing changes in economic conditions and the business environment.」

「Against this backdrop, under the theme “strengthening earnings power that is not affected by market prices,” the Group entered into a business alliance agreement with 富士総合食品株式会社 in July as a new initiative, is advancing the joint development of high-value-added products, including meal kits for which demand has increased during the COVID-19 pandemic, and is expanding sales channels beyond at-home consumption to the foodservice and prepared-food markets. The company-wide business process reform project (Zeus DX Project) is also progressing smoothly.」

「Against this backdrop, the Group has worked on measures for further growth under the theme “strengthening earnings power that is not affected by market prices.” As a new initiative, it entered into a business alliance agreement with 富士総合食品株式会社 in July this year, is advancing the joint development of high-value-added products, including meal kits for which demand has increased during the COVID-19 pandemic, and is expanding sales channels beyond at-home consumption to the foodservice and prepared-food markets. The company-wide business process reform project (Zeus DX Project) is also progressing smoothly.」

「Against this backdrop, the Group has worked on measures for further growth under the theme “strengthening earnings power that is not affected by market prices.” As a new initiative, it entered into a business alliance agreement with 富士総合食品株式会社 in July this year. Through the alliance, the companies will accelerate the joint development of high-value-added products, including meal kits, for which demand has increased during the COVID-19 pandemic, using their respective technologies, functions, and expertise, and will work to deliver products developed by both companies not only for at-home consumption but also for the foodservice and prepared-food markets. The company-wide business process reform project (Zeus DX Project) is also progressing smoothly, and the Group is moving toward achieving a low-cost operating structure.」

「This medium-term management plan covers the period from 1 April 2020 to 31 March 2023. In light of changes in the environment resulting from the COVID-19 pandemic, the company plans to review target figures and the timing of investments based on this plan, and formulate and disclose a new 3-year medium-term management plan covering the fiscal years ending March 2023 through March 2025.」

「Amid a continuing harsh business environment, in the 82nd fiscal period the Group’s employees will work together under the theme “business revitalization and growth” to address the following issues.」

「Amid a continuing harsh business environment, in the 82nd fiscal period the Group’s employees will work together under the theme “business revitalization and growth” to address the following issues.」

「Amid a continuing harsh business environment, in the 82nd fiscal period the Group’s employees will work together under the theme “business revitalization and growth” to address the following issues. a. Further strengthening existing businesses: as a foundation for further growth, the Group will further strengthen existing businesses, including rebuilding its manufacturing and sales functions for processed foods. b. Strengthening the overseas business: in pursuing overseas markets with significant growth potential, the Group will focus on the United States and China, expand its business-site model with logistics and processing functions, and closely coordinate with its Wagyu export business. c. Promoting digital transformation (DX) and business process reform」

「The Group formulated a 3-year medium-term management plan beginning in the fiscal year ending March 2019 and is addressing the following 3 issues.」

「Against this backdrop, the Group adopted “revitalizing sales capabilities” as its theme and is implementing various measures for further growth. As part of efforts to strengthen its overseas business, it decided to establish a food sales company focused on meat through a 3-party joint venture with MITSUI & CO.,LTD. and a local Chinese partner. It also absorbed its overseas procurement subsidiary and hamburger manufacturing subsidiary through a merger in which the company remained as the surviving company, with the aim of speeding up decision-making and improving organizational efficiency.」

「The company formulated a 3-year plan beginning in fiscal 2018 and aims to achieve consolidated net sales of ¥380,000 million and consolidated operating income of ¥10,000 million in the final year.」

「The Group launched a new 3-year medium-term management plan this fiscal year and began laying the groundwork for further growth based on 3 basic strategies: “challenging the position of an integrated meat processor,” “strengthening the Group’s competitiveness through business process reform,” and “strengthening corporate functions.” Specifically, a new hamburger plant was completed in September and began full-scale operations in October.」

「The Group launched a new 3-year medium-term management plan this fiscal year and is implementing measures to further expand sales. Specifically, it entered into a capital and business alliance agreement with 株式会社サニーサイド in April to strengthen its sales network in areas where it has not yet established a presence. It also carried out an organizational reorganization within the Group to establish a structure for strengthening sales capabilities.」

「The company formulated a 3-year plan beginning in fiscal 2018 and aims to achieve consolidated net sales of ¥380 billion and consolidated operating income of ¥10 billion in the final year. To achieve these targets, it has designated a shareholders’ equity ratio of at least 40% and ROE of at least 10% as key management indicators and is working to sustainably enhance corporate value.」

「The Group formulated a 3-year medium-term management plan beginning in fiscal 2016 to strengthen its response to changes in the business environment, create customer value, and enhance corporate value. It will pursue further improvement in the common interests of shareholders and implement a dividend policy that prioritizes shareholder returns while also strengthening its financial position and building internal reserves.」

「The Group formulated a 3-year medium-term management plan beginning in fiscal 2016 to strengthen its response to changes in the business environment, create customer value, and enhance corporate value. It will pursue further improvement in the common interests of shareholders and implement a dividend policy that prioritizes shareholder returns while also strengthening its financial position and building internal reserves.」

「The Group formulated a 3-year medium-term management plan beginning in fiscal 2016 to strengthen its response to changes in the business environment, create customer value, and enhance corporate value. It will pursue further improvement in the common interests of shareholders and implement a dividend policy that prioritizes shareholder returns while also strengthening its financial position and building internal reserves.」

「The Group formulated a 3-year medium-term management plan beginning in fiscal 2016 to strengthen its response to changes in the business environment, create customer value, and enhance corporate value. It will pursue further improvement in the common interests of shareholders and implement a dividend policy that prioritizes shareholder returns while also strengthening its financial position and building internal reserves.」

「The Group formulated a 3-year medium-term management plan beginning in fiscal 2016 to strengthen its response to changes in the business environment, create customer value, and enhance corporate value. It will pursue further improvement in the common interests of shareholders and implement a dividend policy that prioritizes shareholder returns while also strengthening its financial position and building internal reserves.」

「The Group formulated a 3-year medium-term management plan beginning in fiscal 2016 to strengthen its response to changes in the business environment, create customer value, and enhance corporate value. It will pursue further improvement in the common interests of shareholders and implement a dividend policy that prioritizes shareholder returns while also strengthening its financial position and building internal reserves.」

「The Group formulated a 3-year medium-term management plan beginning in fiscal 2016 to strengthen its response to changes in the business environment, create customer value, and enhance corporate value. It will pursue further improvement in the common interests of shareholders and implement a dividend policy that prioritizes shareholder returns while also strengthening its financial position and building internal reserves.」