In 2021, we set Group targets for 2030, as well as measures and KPIs, to advance initiatives for the Group’s material matters. The previous medium-term business plan “Compass Rose 2024”, have set Group KPI milestones (targets) for FY2025 on the road to 2030, as well as measures and quantitative targets for the holding company and each operating company. In addition, the new medium-term business plan, “Compass × Growth 2027,” sets goals for each business as well as group targets to integrate business and sustainability strategies, positioning this period as a phase for deepening our sustainability management toward 2035. We aim to achieve our targets by continuously monitoring KPIs and carrying out the plan-do-check-act (PDCA) cycle.
| Material Matters (Materiality) | Group KPIs | FY2023 Results |
FY2024 Results |
FY2025 Results |
FY2026 Plans |
FY2031 Targets |
Main Operating Companies Involved | |
|---|---|---|---|---|---|---|---|---|
| 1 | Creating new value in food and health | Sales of products and services that create added value for people’s mental and physical health and for the global environment*1 | ¥46.4 billion | ¥55.2 billion | ¥64.0 billion | ¥64.0 billion | ¥140.0 billion |
|
| People provided with information for good eating habits and health (total number of people per year) | 103 million | 225 million | 165 million | 170 million | Maintain over 200 million | |||
| 2 | Strengthening food processing and production technology capabilities; enhancing logistics services | EBITDA margin | 8% | 9% | 8.9% | 9.7% | 12% |
|
EBITDA CAGR
|
5% | 8% | 6.0% | 6.6% | 7% or higher | |||
| Overseas sales ratio | 20% | 21% | 23.6% | 24.9% | 35.0% | |||
| 3 | Realizing sustainable food procurement and a circular economy | Rate of procurement from suppliers and OEMs that comply with the Nichirei Group Supplier Code of Conduct and Supplier Guidelines*2 | Support rate 89% (Main domestic suppliers and OEMs) |
Support rate 99% (Main domestic suppliers and OEMs) |
Support rate 98% (Main domestic and overseas suppliers and OEMs) |
Review of the supplier list and ESG Survey questionnaire | Rate of implementation of communication with main suppliers and OEMs 100% |
|
| Rate of implementation of ESG due diligence for main raw materials and main suppliers | Domestic meat and poultry 25% (Main suppliers and OEMs) |
Domestic meat and poultry 52% (Main suppliers and OEMs) |
Domestic meat, poultry, and marine products 72% (Main suppliers and OEMs) |
Overseas 60% (Main suppliers and OEMs) |
100% | |||
| Rate of attendance for the SDGs education program aimed at realizing a circular economy | - | 51% (Managers or above) |
94% (Managers or above) |
100% (All employees) |
100% (All employees) |
|||
| Rate of waste recycling at all sites | 99.5% | 99.7% | 99% | 99% | 99% | |||
| Procurement ratio of sustainable marine products complying with the Nichirei Group Sustainable Marine Product Procurement Guidelines in marine products business | 91% | 94% | 99% | 99% | 100% | |||
| Ratio of marine products in the above from fisheries with MSC, ASC or other global certification | 19% | 22% | 32% | 34% | 50% | |||
Procurement ratio of sustainable palm oil (RSPO certified oil)
|
100% (Book and claim) |
100% (Book and claim) |
100% (Book and claim) |
100％ (Book and claim) |
100％ (Certified oil) |
|||
| Reduce water consumption at sites with high water stress | - | - | Conduct nature-related risk and opportunity assessments in accordance with TNFD to identify critical risks and opportunities such as water resources and raw materials | Survey the actual conditions of our sites with high water stress | Reduce water consumption at high-risk locations and implement water conservation activities | |||
| Conduct biodiversity conservation activities at Nichirei Group sites and Company-owned land | - | - | Survey the actual conditions of biodiversity at our sites (Terrestrial ecosystem) |
Engage in biodiversity restoration activities, including the preservation of plant and animal species at Group sites | ||||
| 4 | Climate change initiatives | Reduction in CO₂ emissions （Compared with FY2023; Scope 1 and 2 in Japan and Overseas） |
- | - | -9% | -16% | -42% |
|
| Reduction in CO₂ emissions （Compared with FY2023; Scope 3 in Japan and Overseas） |
- | - | -*5 | - | -25% | |||
| Rate of conversion to natural refrigerants Production equipment (Japan) |
56% | 63% | 71% | 80% | 100% | |||
| Rate of conversion to natural refrigerants Logistics (Global)*3 |
53% | 56% | 61% | 64% | 80% | |||
| 5 | Securing and developing a diverse array of human resources | Employee engagement score | - | 68pt | 69pt | 71pt | 80pt |
|
| Ratio of women directors and women Audit & Supervisory Board members (Holding company) | 13.3% | 13.3% | 18.8% | 18.8% | 30% or higher | |||
| Ratio of female employees in management positions (in major Group companies in Japan)*4 | 15.3% | 17.0% | 7.5% | 9.5% | 30% | |||
| Investment in human resources | ¥800 million | ¥980 million | ¥1.1 billion | ¥1.3 billion | ¥2.0 billion | |||