Medium-Term Management Plan,
"Towards a Further Leap 2020"
Growth into a global enterprise supporting
people’s health in 2030
This page outlines "Towards a Further Leap 2020,"
our medium-term management plan setting forth our awareness of
the gap between how we want to be in 2030 and the present,
and how we intend to close that gap.
Perspectives at the foundation of the medium-term management plan
There are three perspectives at the foundation of our plans
for “how we want to be” in 2030 and “how we should be” in 2020 to as a step on the way.
Delicious and healthy
「The primary contribution which
the Fuji Oil Group must make to society
Creation of high additional value through the synergistic effects of "Monozukuri" (creating products) based on differentiated technology and "Kotozukuri" (creating movements) for response to latent customer needs.
A major renewal of consciousness required for advancement to a new stage
The following four basic policies form the backbone of the medium-term management plan.
1Reinforcement of core competence
We aim to rank among the top three entrants worldwide in terms of quantitative sales of industrial use chocolate by drawing on our strength as the only chocolate manufacturer with an in-house production of oils and fats.
2Growth of soy business
We are determined not to miss the following wind provided by the increasing ranks of "flexitarians" (flexible vegetarians), and are aiming for an expansion of our soy business by taking full advantage of our USS manufacturing method.
3The growth of enhanced-function, high value-added business
We are going to strive for an expansion of our business and globalized activities driven by business in stabilized DHA and EPA as well as non-soy polysaccharides.
4Cost reduction and unification with global standards
We are carrying out a reorganization in order to heighten the production efficiency of all the companies in our Group and thereby improve our competitiveness. We are unifying the enterprise systems and accounting periods on a global
I will explain the growth strategies for our business. These represent the core points of our Mid-Term Management Plan
01 Reinforcing our core competence
Aim to expand and develop business for hard butters for chocolate, chocolate, and confectionary and bakery ingredients. Expand Group revenue and achieve sustainable growth.
02Growth of soy business
Complete structural reforms and seeks global expansion for the growing plant-based protein market to contribute to the health of people and the environment.
03Development of business for function enhanced, high value-added products
Stabilize Group revenue by focusing on expanding the stabilized DHA/EPA business and the polysaccharides business.
Cost reductions and merger with global standards
Strengthen governance, build backbone system, and increase productivity to strengthen overall Group management and build solid foundation as a global corporation.
Reinforcement of the management foundation
Progress with construction of new production site to address expanding demand.
Improve cash flow generation and capital efficiency through sustainable income growth. Strengthen financial governance to reform into a global and firm financial structure. Apply policy of 30-40% dividend payout ratio, to maintain
stable and continuous dividends. We also will dynamically evaluate acquiring treasury shares.
Improve revenue structure
Improve safety, quality, environmental levels in all regions to increase Group credibility, improve Group overall production efficiency, and strengthen competitiveness.
Medium-Term Management Plan, "Towards a Further Leap 2020"
ExpaPlease see this link for detailed information from materials used in meetings for presentation of our medium-term management plan and new business