What the Ajinomoto Group will be in 2030

What the Ajinomoto Group will be in 2030

The Ajinomoto Group has set up challenging ASV indicators and is adopting purpose-driven management by medium-term ASV initiatives that will enhance its business execution capabilities. We are revising the business models that drive the evolution and growth of our core businesses in order to build highly profitable, unique, and robust businesses applying “AminoScience” in the four growth areas of healthcare, food & wellness, ICT, and green.

Shifting from structural reform to growth

The Ajinomoto Group has positioned focusing on areas with high market growth potential and high social value as a basic policy of its growth strategy. We plan to leverage the unique strengths of “AminoScience” and generate dramatic growth in the four areas of healthcare, food & wellness, ICT, and green. We will also continue strengthening cash flow and improving costs of capital to establish a robust earnings structure that will form the foundation for growth. We have a specific management target to shift the business profit ratio of the food products business and AminoScience business from 2:1 in fiscal 2021 to 1:1 in 2030, and achieve a baseline CAGR of approximately 10% during that time. These targets may appear extremely ambitious upon first glance, but the potential of “AminoScience” is not only widening but may well be unlimited. We look forward to your understanding as we implement a growth strategy that is unique to the Ajinomoto Group.

[ Improving economic value ]

As economic value indicators for our ASV targets, we have set quantitative targets of ROE at approximately 20% and ROIC at approximately 17% in 2030, as well as to work to improve our profit margins.

  • We are aiming to approximately triple our current earnings per share by 2030.

    We are planning for raise capital investment by 5% annually for a total of roughly ¥750 billion through 2030.

    We plan to improve our business efficiency with the aim of achieving an EBITDA margin of 19% by 2030.

[ Reduce environmental impact ]

We will reduce Scope 1 and 2 emissions by 50% by lowering fuel and electricity usage and other measures and decreasing supply chain Scope 3 emissions by 24%.

  • We will step up our activities in Japan and overseas with the aim of achieving zero plastic waste.

    Paper, palm oil, soybeans, beef, coffee beans, sugarcane, etc.

    We aim to halve food loss and waste generating from the acceptance of raw materials to delivery of products to the customer by fiscal 2025 (vs. fiscal 2018).

    We will reduce waste by using raw materials as effectively as possible.

[ Nutrition commitment ]

We will increase the number of products with improved nutritional value with “AminoScience.”

  • We will focus on providing thorough education on nutrition for our employees (FY2025 target).

    We will utilize “AminoScience” to promote delicious salt reduction and improve protein intake.

    We will work to double the utilization of physiological functions that condition the body and nutritional functions that deliver nutrients to the body.

[ Intangible assets ]

We will deepen understanding of the ASV indicators, promote understanding of our goals, and strengthen our corporate culture of taking on challenges.

We will stimulate co-creation of innovation by using human resources to link our technology assets with customer assets.