TOHO Co.,Ltd.

Sustainable Ingredient Procurement through MSC Certification and Other Standards

An ongoing initiative to procure ingredients covered by sustainability certifications such as MSC certification, and to expand and embed the procurement of ingredients including sustainable seafood.

8companies8 threads

helps 8

FY2019-Q1 →

Reopening of the Aso Kumamoto Airport store following the Kumamoto Earthquake

Response to restore operations at the Ikinari! Steak Aso Kumamoto Airport store, which had suspended operations following the Kumamoto Earthquake.

7companies7 threads

helps 2 · hurts 5

FY2017-Q1 → FY2017

Providing Coupons and Product Information through the Official App

6companies6 threads

helps 6

FY2016-Q3 →

Risk of Deteriorating Profitability or Closure of Establishments

There is a risk that hiring and user acquisition at newly established and operating locations will fall short of plan, resulting in deteriorating profitability by location and the closure of unprofitable locations. This includes location expansion and operating management based on opening and closing criteria.

5companies5 threads

hurts 5

Collaboration on and Provision of Food-Loss Solutions

An initiative that regards food loss as a material issue as well as a business opportunity and risk, and provides and expands food loss solutions through collaboration with external companies.

5companies5 threads

helps 5

FY2023 →

New Entry into and Expansion of the Ready-to-Eat and Home-Meal Businesses

A theme focused on preparing to enter the ready-to-eat and home-meal sectors, including meal delivery services for older adults, and expanding new revenue streams and industry market share through M&A and collaboration with existing businesses.

5companies5 threads

helps 5

FY2020 →

Expansion of a comprehensive foodservice platform through a succession of acquisitions of food-related companies

Initiatives to strengthen capabilities in prepared meals and deli foods, catering, foodservice support, and overseas operations through the acquisition and conversion into subsidiaries of ジョイアス・フーズ, ANZCO FOODS, ファースト・メイト, and エフ・エム・アイ.

4companies4 threads

helps 4

Improving Financial and Asset Efficiency through More Efficient Capital Investment

Ongoing initiatives to improve the profitability of capital investment and strengthen the financial position and asset efficiency by enhancing core systems, reducing upfront investment and shortening payback periods.

4companies4 threads

helps 4

FY2017 →

Centralization of Group Procurement and Marketing Functions

An initiative to centralize the procurement and marketing functions of each group company, reduce duplicated work, and deepen synergies across the Group.

3companies3 threads

helps 3

FY2026-H1 →

Integrated Food Business Concept Bringing Together Diverse Food Offerings, Service Formats and Customers

The company-wide basic policy of a comprehensive food provider: diversify food categories, service formats and customer segments, and organically integrate multiple business segments to create new businesses.

3companies3 threads

helps 3

FY2023-Q1 →

Consolidated Earnings Forecast for the Fiscal Year Ending January 2027

A topic concerning specific consolidated earnings outlook figures for the fiscal year ending January 2027, including net sales, operating profit, ordinary profit, and net income attributable to owners of the parent.

2companies2 threads

helps 1 · flat 1

FY2026 → FY2026

Change in the Rounding Method for Financial Information

An accounting and disclosure topic involving a change in the rounding of financial information amounts below ¥1 million from truncation to rounding to the nearest unit, along with the reclassification of comparative information.

2companies2 threads

flat 2

FY2024-Q1 → FY2024

Expansion into the B2C Business through Contracted Hotel Breakfast Operations

An ongoing initiative to expand sales by moving from a B2B business centered on employee cafeterias into the B2C sector through contracts to operate breakfast restaurants at lodging-focused hotels. The initiative centers on expanding contracted restaurant operations, primarily hotel breakfast services.

2companies2 threads

helps 2

FY2018 →

Building a sales enhancement structure for supermarket prepared-foods departments

An initiative that designates supermarket prepared-foods departments as a new focus for sales enhancement, forms an internal committee, and strengthens proposal and sales activities.

Application for delisting from the Fukuoka Stock Exchange

FY2027-H1 → FY2027-H1

A theme covering the market reorganization process involving an application for delisting from the Fukuoka Stock Exchange, designation as securities designated for delisting, and eventual delisting.

Restructuring and Revitalization of the Food Supermarket Business through the Transfer of Shares in トーホーストア

FY2021-Q3 → FY2021-Q3

Strengthening proposals for restaurants through foodservice ingredient fairs and exhibition business meetings

FY2023-Q3 → FY2026

A theme of continuing product proposals and sales promotion tailored to demand for foodservice ingredients from small and medium-sized restaurants and other establishments through chainwide standardized fairs and exhibition business meetings. This also includes approaches focused on local production for local consumption, health-conscious products and environmental considerations.

Cessation of operations and liquidation of consolidated subsidiary A.I.

FY2019 →

A legal and organizational restructuring theme involving the cessation of operations and subsequent completion of the liquidation of consolidated subsidiary A.I.

Shopping assistance for store visits through taxi partnerships

FY2021 → FY2022

An initiative to improve store access by providing a shopping assistance service that transports customers to food supermarkets in partnership with taxi companies.

Expansion of comprehensive support-function sales for foodservice companies

FY2017-Q2 → FY2018

An ongoing initiative to expand customer touchpoints and orders by combining and providing multiple support functions for foodservice companies, including food safety seminars, business support systems, and in-store interior design and construction.

Corporate-name change of the Malaysian subsidiary Shimaya Trading

FY2017-Q1 →

A case in which the Malaysian subsidiary Shimaya Trading Sdn. Bhd. changed its corporate name to TOHO Foods Malaysia Sdn. Bhd. A time-sensitive theme concerning a standalone corporate-name change by a specific overseas subsidiary.

Introduction of an information-sharing network within sales teams

FY2020-Q1 → FY2020-Q1

An initiative to introduce a network for rapidly sharing information within sales teams. The scope is limited to information sharing within sales teams, rather than company-wide information dissemination infrastructure or digital transformation of the sales process as a whole.

Opening of the One-Stop C&C Store "Sendoba"

FY2017-Q1 → FY2018

An initiative to open a one-stop cash-and-carry store, “せんどば,” in Funabashi, Chiba Prefecture, as a new business format. This is a time-dependent event concerning the development and opening of a specific store that integrates the sale of food and foodservice products.

Sustainable growth and improved profitability under the Sixth Medium-Term Management Plan, “IMPACT 2017”

FY2018-Q1 → FY2022

A theme for 8142, which sought sustainable growth and improved profitability through 7 priority initiatives, including business reform, challenge and mindset reform, under its Sixth Medium-Term Management Plan, “IMPACT 2017,” for fiscal years 2015–2017. Following the plan’s completion, it has moved to the Seventh Medium-Term Management Plan, “IMPACT 2020.”

Reorganization of the Greater Tokyo Area Delivery Network under a Mother-and-Front Structure

FY2017-Q1 → FY2019

An initiative to reorganize the existing branch network in the Tokyo metropolitan area into mother centers and frontline bases, with the Yokohama integrated center as the core of a redesigned distribution and sales structure. The focus is not the establishment of the Yokohama center itself, but the reorganization of the operating model for the Tokyo metropolitan distribution network using that center.

Strengthening earnings power and the business foundation under the Eighth Medium-Term Management Plan, "SHIFT UP 2023"

FY2024 → FY2026

A theme covering 8142's efforts under its Eighth Medium-Term Management Plan, "SHIFT UP 2023," to transform into a leaner, stronger corporate group through core business strengthening, new service development, a lower break-even point, improved asset turnover, and human resource development. This also includes the transition to the Ninth Medium-Term Management Plan, "SHIFT-UP 2027," following the end of the plan.

New service and sales model development for the new normal

FY2021 → FY2026

Efforts to respond to changing customer needs and the new normal by developing and rolling out new services, such as instant delivery, as well as new sales and store models. This also includes acquiring new customers and addressing the needs of a sustainable society.

Growth strategy and sustainability management under the Ninth Mid-Term Management Plan, "SHIFT-UP 2027"

FY2021 →

A theme focused on achieving a new stage of growth and sustainability management through 8142's Ninth Mid-Term Management Plan, following the Eighth Plan, by advancing area realignment, new market development, support functions for the food-service business, IT and DX, and M&A and alliances.

Lock-up of major shareholders in connection with a secondary offering of shares

FY2024 → FY2027-H1

A theme concerning an agreement under which major shareholders restrict the sale or transfer of their shares for a specified period after the settlement date of a secondary offering. The purpose is to stabilize the supply and demand balance for the shares after the offering.

Closure of the Tosu Coffee Factory and production consolidation at the Rokkō Island Factory

FY2026 → FY2026

A standalone factory-restructuring theme concerning the closure of the Tosu Coffee Factory due to aging equipment and the consolidation of production at the Rokkō Island Factory, where equipment has been expanded. Covers the results of production-efficiency improvements and the transfer route between the two specified sites.

Enhancing customer services at food supermarkets through integrated payments, loyalty points and social media

FY2018-Q1 → FY2018

An initiative at food supermarkets to improve customer convenience and engagement by combining QR and barcode payments, enhanced loyalty-point services, and information sharing via social media. This is a customer service initiative spanning payments, membership services, and information sharing, rather than a single payment method or promotional measure.

Preparation for Adoption of the Accounting Standard for Fair Value Measurement

FY2023-Q3 → FY2023-Q3

Contested

Companies in these themes point in more than one direction. The same force lifts one filer and costs another, and the split is the reading.

A theme involving the application of the Fair Value Measurement Accounting Standards, etc., and their continued use as new accounting policies. Although there is no impact on profit or loss, it addresses the application of standards governing fair value measurement and accounting disclosures.

Concentrated in Information and Communications・ Services and Others・ Retail・ Trading Companies and Wholesalelast written FY2023-Q4

2041companies2084 threads

helps 3 · hurts 6 · flat 2075

FY2020 →

Risk of COVID-19 impacts on business activities, supply chains, demand and financial performance

A business risk during a specific period in which the spread of COVID-19 directly affected the execution of individual businesses and performance, including delays in product shipments and failure to achieve business plans.

Concentrated in Information and Communications・ Services and Other・ Materials and Chemicals・ Electric Appliances and Precision Instrumentslast written FY2025

1282companies1308 threads

helps 6 · hurts 1294 · flat 8

FY2020-Q1 → FY2025

Improving capital efficiency and returning value to shareholders through share repurchases and cancellations, and capital policy

Ongoing initiatives concerning shareholder returns and capital allocation and policy through the acquisition of treasury shares.

Concentrated in Information & Communications・ Services and Other・ Materials & Chemicals・ Construction & Materialsgrowing faster than other themes

1135companies1168 threads

helps 1162 · hurts 3 · flat 3

Calculation of GHG emissions (Scope 1–3), setting reduction targets, and procuring renewable energy

An ongoing climate action theme focused on reducing greenhouse gas emissions, procuring renewable electricity, and achieving carbon neutrality.

Concentrated in Information & Communications・ Services and Other・ Materials & Chemicals・ Construction & Materialsmoving with the rest

1094companies1160 threads

helps 1150 · hurts 9 · flat 1

FY2016-Q2 →

Broad

Themes almost every covered company sits in, where the direction is unanimous. The company list is the value here, not the direction — these are the ones worth scanning for who is missing.

Verifying the Rationale for Cross-Shareholdings

A governance policy of holding strategic shareholdings to strengthen relationships and collaboration and enhance corporate value, with their rationale continuously reviewed by the board of directors and other bodies.

Concentrated in Information & Communications・ Services and Other; Materials and Chemicals; Retailmoving with the rest

1381companies1385 threads

helps 724 · hurts 1 · flat 660

Stable, Continuous Shareholder Returns and Dividend Increase Policy

The policy is to strengthen shareholder returns by maintaining stable and consistent dividends as the basic principle, while increasing dividends in line with earnings growth and improving the total payout ratio.

Concentrated in Information & communications/services and other・ Trading companies/wholesale・ Construction/materialsgrowing faster than other themes

1187companies1214 threads

helps 1212 · hurts 2

Management of Material Issues and Board Oversight Framework for Sustainability Management

A sustainability governance framework under which material topics are identified based on SASB, GRI, the SDGs and stakeholder input, initiatives are advanced by the responsible departments and committees, and the Board of Directors provides oversight and reporting.

Concentrated in Information and Communications・ Services and Others・ Retail・ Trading Companies and Wholesaleshrinking against other themes

936companies956 threads

helps 950 · flat 6

FY2020 →

Risk of fixed-asset impairment due to deteriorating profitability at real estate and business locations

The risk that the value of owned real estate declines due to fluctuations in land prices and real estate earnings, resulting in write-downs and impairment losses. This includes an actual case in which an impairment loss was recorded on land related to hotel operations.

Concentrated in Information & Communications・ Services and Other; Materials and Chemicals; Retaillast written FY2021

555companies593 threads

hurts 593