■Progress and future direction of the medium-term management plan
4. Sustainability Initiatives
Create Restaurants Holdings ＜3387＞ formulates a “basic sustainability policy”, clarifies its attitude of aiming for long-term improvement of corporate value through contributing to the realization of a sustainable society, and specifies the social issues (materiality) to be addressed on a priority basis: (1) food safety and security, (2) coexistence and co-prosperity with production areas, (3) contribution to a decarbonized society, (4) reduction of food loss, and (5) promotion of the active participation of diverse human resources However, as part of this, we are promoting the following initiatives.
(1) Climate change initiatives
We have formulated (1) governance, (2) strategies, (3) risk management, and (4) indicators and targets in order to advance climate change initiatives (contribution to a decarbonized society). As for targets (scope 1+2) related to CO2 emissions (per unit), we aim to reduce by 50% in 2030 compared to 2013.
(2) Setting goals to promote the active participation of diverse human resources
In addition to actively investing in human capital to promote the active participation of diverse human resources, we are working to improve the ratio of female managers, the ratio of male childcare leave taken, the ratio of foreign employees, the usage rate of various work styles, and the employment rate for people with disabilities as targets for the 2025/2 and 2027/2 fiscal years*.
*The ratio of female managers is 13.0% for the fiscal year ending 2025/2 and 15.0% for the 2027/2 fiscal year. The rate of men taking childcare leave is 50.0% for the 2025/2 fiscal year and 65.0% for the 2027/2 fiscal year. The ratio of foreign employees was 12.0% for the 2025/2 fiscal year and 16.0% for the 2027/2 fiscal year. The usage rate for various work styles is 4.5% for the 2025/2 fiscal year, 5.0% for the 2027/2 fiscal year, and the employment rate for people with disabilities is 2.6% for the 2025/2 fiscal year and 2.7% for the 2027/2 fiscal year.
(3) Others
A “Sustainability Procurement Policy” has been formulated, and it is a policy to carry out legal compliance, fair trade activities, and responsible procurement that takes human rights and the environment into consideration in all purchasing transactions and procurement activities.
5. Our highlights
Our company also quickly and accurately grasps environmental changes triggered by the COVID-19 pandemic, and evaluates that there is rationality in strategies aiming for a return to growth by reviewing portfolios, strengthening group cooperation, promoting DX, etc., and that results have been achieved smoothly until now. What is noteworthy is the direction of the growth strategy for the 2026/2 fiscal year and beyond, when the next medium-term management plan starts. Specifically, there is no choice but to wait for the announcement of the new medium-term management plan (around 2025/4), but in order to switch to a brand business, we are paying attention not only to next-generation new business type development, but also to the spread of cooperation with other companies, such as the current comprehensive business alliance with JA Zenno, and the movement of M&A, which is the true essence of group federal management, and we see how we can draw a scenario that exceeds the growth image (baseline) for the next 3 years will be an important investment decision material. Also, business reforms through DX promotion and CRM enhancement through data utilization will also be important themes. As the state and structure of the restaurant industry changes drastically, I would like to pay attention to future trends on how to lead change and gain an advantage.
(Written by FISCO Visiting Analyst Ikuo Shibata)