- IR Information
- Management Policy
Medium-term management goals
At the Board of Directors' meeting held on June 3, 2024, the Hurxley Group adopted the Medium-Term Management Targets to Achieve Sustainable Profit Growth through Business Growth and Profit Growth, with fiscal 2028 as the final year.
1. Management Targets as of March 31, 2028
SWIPE
| Management Indicators | Management Targets | |
|---|---|---|
| Capital efficiency | ROE | 6.9% （As of March 31, 2024） → 8.3％（+1.4 points） |
| Shareholder Returns | Cash dividends per share | "Aiming to increase dividends by not lower than the previous year" 24 yen （ended March 31, 2024） → 35 yen（+45.8%） |
| DOE | 2.1％ ※Retail median 2.0% |
|
| Repurchasing share | Flexibly implement | |
| Growth investment | Growth investment | Cumulative from 2025 to 2028: ¥17.8 billion （M&A: ¥12 billion; Capital investment: ¥5.8 billion） |
| Sales and profits | Record highs for both sales and profits | |
| Sales | ¥46.7 billion （Year ended March 31, 2024） → ¥72 billion（+54.1%） | |
| EBITDA | ¥3.8 billion （Year ended March 31, 2024） → ¥5.6 billion（+47.4％） | |
| Net income | ¥1.6 billion （Year ended March 31, 2024） → ¥2.5 billion（+56.3％） | |
| Profitability | EPS | ¥86.87 （Year ended March 31, 2024） → ¥134.5（+54.8％） |
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(NOTE)
Figures in parentheses are from FY2024/3
ROE (return on equity), DOE (dividends on equity), EBITDA (operating income + depreciation and amortization + amortization of goodwill), and net income per EPS(1 share
※The median DOE retailing rate of 2.0% (2023) is our survey.
2. Formulation of Medium-Term Management Targets (Fiscal Year Ending March 31, 2028)
By expanding business domains (portfolios) through growth investments, we aim to increase corporate value and achieve sustainable growth through business growth and earnings expansion.
3. Growth strategy
Increase profits by strengthening the management base (solidifying the foundations) through growth investment
- ・17.8 billion yen for growth investment (M&A of 12 billion yen, capital investment of 5.8 billion yen).
- ・Aggressive investment centered on the logistics and food processing businesses.
- ・Manufacture of food products, manufacture of frozen foods, manufacture of confectionery, production and processing of agricultural, marine, and livestock products, and other businesses. Strengthen and expand our business foundation and expand into new areas through synergies with our business.
4. SEGMENT STRATEGIES
(1)Ready-made Meals Business
Sales Mix
- ・Develop new customer segments, such as younger customers and seniors, by launching new menu development.
- ・Active implementation of digital sales promotion.
- ・Increase in membership due to "Hokka App" and "Mobile Order" in-house apps.
- ・Capturing demand for large parties and events.
(2)Store Assets & Solutions business
Sales Mix
- ・Increase in recurring revenue due to an increase in the number of active stores for "store lease transactions" and "real estate management tenants."
- ・Value-up sales of real estate owned in the store real estate business.
- ・Propose multifaceted solutions as a store management consultant.
- ・Placement/Recruiting business, such as employment support for foreign technicians, that responds to the shortage of human resources in the service industry.
(3)Logistics and food processing business
Sales Mix
- ・Further expansion of established products with strong sales (customers, number of orders received).
- ・Strong contract manufacturing of OEM and expansion of sales in the camissary business.
- ・Continuous development of hit products.
- ・Improve productivity by upgrading manufacturing facilities, etc.
5. Financial Strategy
| Shareholder Returns |
|
|---|---|
| Cash flow allocation | In the current four-year medium-term management target (2025 to 2028), the Company will allocate operating cash flow of ¥15.4 billion and cash on hand to shareholder returns of ¥2.2 billion, and investment in growth of ¥17.8 billion (M&A of ¥12 billion, capital investment of ¥5.8 billion). |
| Managing with the cost of capital in mind |
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