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Investor Relations

Top Message

Management Principle

At the core of ITO EN's management philosophy is our
emphasis on and commitment to each and every customer

At ITO EN, we consider consumers, shareholders, retailers, suppliers, financial institutions, and local communities our customers. We have always regarded everyone involved with ITO EN to be our customer, and we earnestly strive to address our customers’ needs through the feedback received, and by taking the perspective of our customers as the foundation of our management strategies. We will continue to remain true to our longstanding principle of “Always Putting the Customer First” and pursue new possibilities and challenges.

Performance

Business Performance for the Fiscal Year Ended April 30, 2016

During the fiscal year ended April 30, 2017 (May 1, 2016 - April 30, 2017), the beverage industry, there are signs of recovery in the consumers' mind and confidence, although the sales competition between the companies is increasing and the business environment is becoming more and more severe.
Under these business conditions, in keeping with the management principle of “Always Putting the Customer First,” the ITO EN Group vigorously engaged in business activities while constantly seeking to identify and address areas of customer dissatisfaction in the beverage market.
As a result, ITO EN recorded consolidated net sales of 475,866 million yen, up 2.2% from the previous fiscal year. On the earnings front, an increase in selling expenses in the face of intensified competition resulted in operating income of 21,774 million yen, up 26.3% year on year, ordinary income of 21,524 million yen, up 42.8%, and profit attributable to owners of parent of 13,693 million yen, up 58.9%.



Outlook for the fiscal year ending April 30, 2018

The ITO EN Group will continue to pursue sustainable growth by “The CSV(Creating Shared Value)” , while aiming to become a Global Tea Company.
With the ITO EN brand at its core, ITO EN is actively promoting several other individual beverage brands, such as “Oi Ocha”, the top brand in green tea beverages, “Kenko Mineraru Mugicha” (healthy mineral barley tea), “TULLY’S COFFEE”, “Ichinichibun no Yasai” (a day’s worth of vegetables), “Jujitsu-Yasai” (mixed vegetable and fruit beverage), and “TEAs’ TEA”. In addition, the ITO EN Group is improving sales of leaf products, focusing on easy-to-use products. As well as establishing a marketing platform for route sales, pursuing comprehensive cost reductions, creating Group-wide synergies.
Moving towards “The Tokyo Olympic and Paralympic Games to be held in 2020 in Tokyo”, we will use our company's strengths, both domestically and internationally, to provide new value for a healthy and rich dietary life around the world.
In order to increase the recognition ratio of ITO EN, so that when people all over the world say "Tea", they will always remind the Japanese company of ITO EN, starting from the current “mainly Japanese ITO EN”, to that end, we aim at growing up our brands to the level of the “Global ITO EN”.
For the fiscal year ending April 30, 2018, ITO EN forecasts consolidated net sales of 492,500 million yen, a 3.5% increase from the fiscal year under review, operating income of 22,600 million yen, a 2.2% increase, ordinary income of 22,000 million yen, a 2.2% increase, and profit attributable to owners of parent of 14,000 million yen, a 2.2% increase.

Long-Term Management Vision

Long-Term Management Vision

Based on its management principle of “Always Putting the Customers First” continue to aim for “Global Tea Company” under its long-term vision. And, The Group will continue to propose new ways to enjoy Japanese tea in keeping with the times based on its tradition and advanced technologies under the slogan of “connecting the world and delivering smiles with Japanese tea,” aspiring to achieve.
For that purpose, we will develop “Oi Ocha” and “Global ITO EN” globally by enhancing our business value chain “from the tea fields to tea shells.” At the same time, the Group will unite in strengthening the power of our brand and will seek to create synergies by enhancing our revenue base in Japan, centering on tea leaf products and beverage product.
We will realize “The CSV (Creating Shared Values)” and aim for sustainable growth, with each employee working energetically towards their objectives and delivering smiles to customers in today’s world by continuing to strengthen contact points with all customers through the “ITOEN WAY.”

Shareholder Returns

Shareholder Returns

ITO EN considers the continuous return of profits to shareholders one of its most important management priorities. We have established stable profit distribution as the basis for our profit distribution policy, and thus provide a continuous stream of dividends.

    To offer our shareholders a new yield commodity, in September 2007 we issued preferred stock (Class-A preferred stock) with the stipulation that it cannot be converted to common stock, becoming the only listed company issuing such shares in Japan. The background for setting a dividend for preferred stock 25% higher than the dividend for common stock is the desire to offer individual investors a familiar yield commodity at a time when funds are flowing from savings to investments. We strive to satisfy expectations for shareholder returns as evidenced by our share-buyback program.

    With regard to the policy of profit distribution, we will conduct, on an ongoing basis, forming the foundation for stable profit distribution. We utilize internal reserves for purposes such as investment for corporate value enhancement, strive to increase corporate value―that is, shareholders’ investment value―and intend to actively return profits to investors through future business development.

    In our efforts to achieve these goals, we look forward to continuing to earn the trust and support of our shareholders.

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