The business environment surrounding the Warabeya Nichiyo Group is constantly evolving, driven by growing social demands for food safety and reliability,demographic shifts including a declining birthrate and aging population, and increasingly diverse lifestyles.
In order to accurately respond to these environmental changes and achieve sustainable growth, the Warabeya Nichiyo Group is working to strengthen its management foundation and enhance profitability. With a medium- to long-term perspective, we are promoting management that aspires to become a company capable of responding to change with both flexibility and strongly.
Five-Year Medium-term Management Plan
Targets for the final fiscal year of the Medium-term Management Plan
(fiscal year ending February 2028)
Net sales
250
billion yen
Operating profit
10
billion yen
ROE
10
%
Initiatives for Sustainable Growth
-
Domestic (Food Production Business)
- Plant reorganization and optimization, productivity improvement
- Building a manufacturing environment that can respond to changes in demand
- Development of products
-
Overseas (Food Production Business)
- Focusing efforts on growth markets
- Reinforcement of supply systems
-
Food Materials / Logistics (Group Business)
- Increasing transactions centered on food processing and frozen warehousing
- Development of logistics bases to meet demand for chilled products
Two Years Remaining to Achieve the Target
Strengthening domestic business
- Continuous improvement of production and operation systems
- Raising profit level at Isesaki Plant
- Response to risks (Sapporo: Actions to be taken for normalization during FY2/27)
Supply structure overseas
- North American business
- Development of new categories (counter products)
Response to rising costs
- Response tailored to the situation in light of changes in the external environment
We aim to increase earnings in the domestic food-related business by building an appropriate sales portfolio through the development of attractive products that accurately meet consumer needs and the enhancement of production systems designed to meet ever-changing demand.
The Warabeya Nichiyo Group is working to consolidate its manufacturing operations, including factory reorganization, with the aim of optimizing its production system.
By reviewing the product lineup across factories and improving production efficiency, we are striving to enhance overall group productivity, thereby strengthening our long-term competitiveness and improving profitability.
In Japan, demand for bento is shifting from room-temperature products, typically managed at around 20°C, to refrigerated chilled bento. With their longer shelf life, chilled bento help reduce lost sales opportunities and food waste. Demand is expected to continue expanding going forward.
- 拡大
- Ratio of Bento Meal Box Sales Accounted for by Chilled Items (company results)
In anticipation of future demand for chilled bento meal boxes, we launched operations at the Isesaki Plant in Gunma Prefecture in March 2025. This facility is equipped with high production capacity.
- 拡大
- Net Sales Composition by Product Type
(fiscal year ended February 2026)
Leveraging its product development capabilities and diverse product lineup, the Warabeya Nichiyo Group is committed to creating new value. Going forward, we will continue to respond to increasingly diverse customer needs.
The Company is building a global business foundation by leveraging the know-how accumulated over more than 40 years in its overseas business, together with its strengths as a leading company in Japan’s ready-to-eat meals market, namely product development capabilities, production technology, and quality and hygiene management. Thanks to the contribution of the Virginia plant, which began operations in 2023, the overseas business has achieved strong growth, and further growth is expected going forward.
- 拡大
- US Business Net Sales
The Group's related businesses are primarily centered on the Food Materials Business, which procures, processes, and sells carefully selected ingredients from Japan and abroad, and the Logistics Business, which focuses on the delivery and sorting of foods that require appropriate temperature control. Along with more efficiently leveraging management resources and improving profitability through concentration on core competencies, we aim to expand these businesses through new initiatives.
ROE: Medium- to long-term upward trend, exceeding cost of shareholders' equity in FY2/2026
P/B ratio: Although improving, market valuation remains limited relative to the level of ROE
|
P/B ratio |
ROE |
Improvement in Earning Power |
Improving productivity through the optimization of domestic production facilities and enhancing profitability through overseas expansion |
|
Shareholder Return |
Implementing stable and continuous dividend payments (dividend payout 40% as baseline) |
||
|
Use of Interest-Bearing Debt |
Flexible use of leverage |
||
|
P/E ratio |
IR Activities |
Proactive and diligent dialogue with shareholders and investors as well as enhanced information disclosure |
|
|
Sustainability Strategy |
Implemented environmental and human capital initiatives and strengthened governance |
.svg){kind=logo}