In 2021, we set Group targets for 2030, consisting of measures and KPIs for initiatives for the Group’s material matters.
Medium-term Business Plan Compass Rose 2024, which began in FY2023, sets Group KPIs for FY2025 as milestones on the road to 2030, as well as measures and quantitative targets for the holding company and each operating company. We aim to achieve our targets by continuously monitoring KPIs and carrying out the plan-do-check-act (PDCA) cycle.
| Nichirei Group Material Matters | Group Targets (KPIs) | FY2023 Results |
FY2024 Plan | FY2025 Targets |
FY2031 Targets |
Main Operating Companies Involved |
|---|---|---|---|---|---|---|
| Creating new value in food and health*1 | Sales of products and services that create added value for people’s mental and physical health and the global environment | ¥46.4 billion | - | ¥60.0 billion | ¥140.0 billion |
|
| People provided with information for good eating habits and health (total number of people per year) | 103 million | - | - | 200 million | ||
| Strengthening food processing and production technology capabilities; enhancing logistics services | EBITDA margin | 8% | 9% | 10% | 12% |
|
EBITDA CAGR
|
5% | 7% | 7% | 7% or higher | ||
| Overseas sales ratio | 20% | 21% | 20% | 30% | ||
| Realizing sustainable food procurement and resources recycling | Rate of procurement from suppliers and OEMs that comply with the Nichirei Group Supplier Code of Conduct and Supplier Guidelines | Support rate 89% (main domestic suppliers and OEMs) |
Support rate 100% (main domestic suppliers and OEMs) |
Support rate 100% (main domestic and overseas suppliers and OEMs) |
Procurement rate 100% |
|
| Rate of implementation of ESG due diligence for main raw materials and major suppliers | Domestic meat and poultry 25% (main suppliers and OEMs) |
Domestic meat and poultry 50% (main suppliers and OEMs) |
Domestic meat, poultry, and marine products 100% (main suppliers and OEMs) |
100% | ||
| Rate of attendance for the SDGs educational program aimed at realizing a circular economy | - | Start educational program | 100% (managers or above) |
100% (all employees) |
||
| Rate of waste recycling at all sites | 99% | 99% | 99% | 99% | ||
| Procurement ratio of sustainable marine products in accordance with the guideline*2 | 91% | 95% | 100% | 100% | ||
| Procurement ratio of MSC and ASC products*2 | 19% | 19% | 32% | 50% | ||
Procurement ratio of sustainable Palm oil (RSPO)*2
|
100% (book and claim) |
100% (book and claim) |
100％ (book and claim) |
100％ (certified oil) |
||
| Conduct water-related risk assessments at all sites | - | Conduct a survey using a simple questionnaire format | Conduct in FY2024 |
Conduct regular water-related risk assessments at all sites, as well as in conservation activities and the BCP |
||
| Climate change initiatives | Reduction in CO₂ emissions (Compared with FY2016; Scope 1 and 2 in Japan) |
-25％ | -27% | -30% | -50％ |
|
| Rate of conversion to natural refrigerants Production equipment in Japan |
56% | 69% | 80% | 100% | ||
| Rate of conversion to natural refrigerants Logistics (Global) |
58% | 60% | 62% | 75% | ||
| Securing and developing a diverse array of human resources | Ratio of female directors and female Audit & Supervisory Board members（HD*）
|
13% | 13% | 20% or higher | 30% or higher |
|
| Ratio of female line managers （HD*） | 15% | 18% | 20% | 30% | ||
| Investment in human resources (Compared with the average annual investment in human resources in FY2019-FY2021) |
1.2 times | 1.5 times | 1.7 times | 2.0 times |