Middle-to long-term
Management Plan

Overview of Our Business, Starting with Our Corporate Philosophy

The KENKO Mayonnaise Group works to respond to the needs and expectations of our changing times, take up the challenge of new value creation, and continue to grow alongside wider society. Based on these aims, we have set out “Contributing to the world through food” and “Nurturing mind, health, life, and planet” as the two elements of our corporate philosophy. This means enriching minds, enhancing health, protecting life, and valuing the planet. By practicing these principles through food, we aim to contribute to society, retain a position of trust, and secure a long-term future for our company.
In line with our company name, I believe that we are best known for our manufacturing and sales of mayonnaise, but this is far from our only product, and we are expanding our business with a key focus on “salad cuisine.” Our Salads and Delicatessen category includes the “Long-life Salad”—a salad with a long lasting salad in fridge, the first in the industry and continuing to lead the market—and traditional Japanese side dishes. Our Processed Egg Products category includes thick Japanese-style omelets and scrambled eggs, while the items in our Mayonnaise and Dressings category can be used not only for salads but also in other cooking. With these three product groups as the mainstays of our business, we are aiming to be the world’s leading salad company. We want to see salad cuisine contribute to fulfilling lives, with Japan’s centuries-long tradition of dishes that utilize vegetables’ umami and sweetness and bring out their individual delicious flavors recognized as part of the category and prepared with meat, fish, dairy products, and a wide range of other ingredients, and seasoned with condiments like mayonnaise, dressings, and sauces. To achieve this, our mission to consistently deliver the KENKO Mayonnaise Group’s safe, reliable products has inspired us to take on new challenges at a global scale in the fields of technology, services, and information, in addition to maintaining our manufacturing capabilities—a KENKO Mayonnaise strength that allows us to carry out everything from procurement of ingredients to product development, production, quality, and sales in-house.

External Conditions

The food market continues to operate in challenging conditions, including sharp rises in the prices of raw materials both domestically and abroad, increasing energy costs, and exchange rate risk. Food preferences are also diversifying, and concern for the environment has led to a growing focus on sustainable ways of eating.
Within this context, we continue to rapidly identify changes in the market, offer product creation and menus optimized to changing market conditions, and maintain useful initiatives for our customers. In the aim of achieving solutions to environmental issues and the building of a sustainable society, we are also working steadily toward targets set out by our Sustainability Policy built around contributions to the environment, society, and health, as well as responding to the needs and expectations of our changing times, and continuing to take on the challenge of creating new value.

KENKO Vision 2035: Key Points

To ensure that the KENKO Mayonnaise Group continues to be an essential part of society and a highly-valued and trusted organization, we have formulated a new medium- to long-term management plan, KENKO Vision 2035. Unlike a conventional medium-term management plan, covering three years, this is a plan with a long-term perspective that conceptualizes our future vision for the Group. In order to achieve sustainable growth, we aim to carry out comprehensive reforms and further improve our corporate value, accelerating our growth between now and 2035.

To help us to achieve our targets by 2035, we have divided KENKO Vision 2035 into three phases, each of four years, during which we will pursue a range of reforms. These are Phase 1: Reforming Business Structures, Phase 2: Renewed Growth, and Phase 3: Progress and Expansion. We aim to restructure our business and develop a set of shared values, based on our new corporate philosophy outlined above.

In the course of formulating this management plan, we also reviewed the Group’s material issues. To provide solutions to the five key issues we identified, we will carry out our business activities going forward around four basic strategies set out in KENKO Vision 2035.The first of these is our Growth Strategy. This includes product development using market-oriented ideas, increasing the proportion of our products that are national-brand items, expanding our e-commerce and overseas business, working to establish new businesses, implementing initiatives for sustainable procurement of raw materials, strengthening the revenue base of our existing businesses, and restructuring our business portfolio.
Our second strategy is Automation and Innovation, and will include working toward corporate reform and productivity improvements through digital transformation, utilizing robotic process automation, AI, and other tools, and restructuring our business sites with the aim of developing new technologies and streamlining, intensifying, and improving the eco-efficiency of production.
With our third strategy, Investment in People, we will explore ways to strengthen our human resource development and measures that will help staff to build career plans, as well as advance action on diversity that will allow us to develop into a global company. This will include enhancing our human resource development, building training systems, reforming working styles, and more.
Our fourth and final strategy, Natural resource responsibility and Social responsibility, comprises initiatives furthering our work on environmental issues and community action and commitment to health and productivity management that focuses on Group employees’ health and job satisfaction. These include a road map and investments in line with our Sustainability Policy, advancing a health and productivity management approach that prioritizes people, contributing to and co-creating with local communities, carrying out thorough risk management, and strengthening our corporate governance.
These four strategies will form the major cornerstones of our business, and we will move forward with FY2035 targets of consolidated sales of 125 billion yen or more, a consolidated operating profit of 7.5 billion yen or more, and a consolidated operating profit margin of 6% or more.

Guided by our new vision for the Group’s development, we will aim for future innovation and growth for the Group as well as further improvements to our corporate value, and will continue to make every effort to maintain our position as an essential business trusted and relied upon by all of our stakeholders.

KENKO Vision 2035

We have imagined our aspirations for the Group and have formulated a medium-to long-term management plan from a medium-to long-term perspective rather than the previous 3-year plan. We are revising and redefining our corporate philosophy and vision.

Our aspirations for the Group in 2035

To realize the future of 2035, we will promote Phase in 3 stages.

Four Basic Strategies

To reshape a portfolio of businesses

Shift the business portfolio and raise profit levels.

Image of Changes in Our Group's Sales Portfolio