The Long-Term Vision and the Medium-Term Management Plan

Management PolicyThe Long-Term Vision and the Medium-Term Management Plan

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Management Policy
The Long-Term Vision and the Medium-Term Management Plan

Corporate Philosophy: Companies are social institutions,
and profits are a measure of their service

YOKOREI Business Vision 2030

Aspiration

Refrigerated Warehousing Business: We promise to provide smart cold services combining tradition and innovation.
Three Principles: Utilize position as environmental leader to further strengthen the temperature-controlled logistics business.

Drive high efficiency and diversity at multifunctional logistics centers.

Extend to the world the YOKOREI Quality consistently chosen by stakeholders.

Food Sales Business

We will realize distinctive food value together with customers, preserve our close relationship with producers, and add to the richness of the world's tables.

Three Principles

Break away from the past, change with the times, and achieve unique value together with customers.
Utilize every resource to accelerate global business development.
Expand business on strength of practical experience with sustainable food and regional development.

Quantitative Targets

Reito Business Vision 2030

∗ Segment earnings are before the exclusion of non-allocable operating expenses (management division expenses)

YOKOREI Sustainability Vision 2030

For a brighter food future – YOKOREI will ensure a stable food supply to help support a sustainable society

Materiality	Qualitative Goal	Quantitative Targets
Harmony with the Global Environment	Aim for efficient use of energy, with consumption reductions and greater use of renewable energy Reduce greenhouse gas emissions by transitioning to natural refrigerants Lessen the environmental load through proper waste disposal, and use of recyclable materials Strive to conserve marine ecosystems	Reduce greenhouse gas emissions per storage capacity by 40% compared to 2015 levels Natural refrigerant implementation rate of 80% or higher
Create a Rewarding Workplace	Strengthen measures to cope with labor shortages Provide a rewarding work environment Implement diversity measures, including supporting active roles for women Continue measures for workplace health and safety	Proportion of employees who express job satisfaction of 80% or higher Double the number of female managers compared to fiscal 2020 levels
Provide Better Quality and Service	Strive to ensure a stable food supply Reduce food waste Establish systems to provide safe products and services Total commitment to food safety
Develop together with Communities	Promote the revitalization of local industry Establish a cooperative framework for the entire supply chain with consideration for the environment and society
Strengthen the Business Foundation and Ensure Soundness	Establish a BCP structure (to cope with natural disasters, pandemic response, information security, etc.) Strict adherence to legal compliance Strengthen SDG-related measures, and proactively provide disclosure Conduct ongoing measures to enhance corporate governance

Overview of the Medium-Term Management Plan
– General and Business-specific Policies

The Power to Create

- Target FY2023 -

Net sales: ¥124 billion

Operating income: ¥5 billion

EBITDA: ¥11 billion

Shareholders' equity ratio: Maintain in the mid 40% range

Refrigerated Warehousing Business

〈Business-specific Policy〉: Create a business model that anticipates changes in the business environment, and provide new value to customers.

Segment net sales target: ¥30 billion

Segment operating income^∗ target: ¥6.7 billion

Food Sales Business

〈Business-specific Policy〉: Break away from the past, utilize strengths and connections, and create food value adapted to the needs of the times.

Segment net sales target: ¥94 billion

Segment operating income^∗ target: ¥1.8 billion

Business Foundation: Create human resources to support globalization, and ceaselessly pursue reforms that enhance enterprise value.

∗ Segment earnings are before the exclusion of non-allocable operating expenses (management division expenses)

Priority Measures and Quantitative Targets

Priority Measures by Business Segment

Refrigerated Warehousing – Four Priority Measures

1.Expand: Eco-friendly logistics centers

2.Deepen: YOKOREI Quality

3.Extend: New business development in Japan

4.Connect: Overseas business expansion

Food Sales – Five Reforms and Growth Packages

Structural reforms for greater profitability
Expanded sales of strategic business products^∗
Development of original products
Development of sales channels
Expanded sales channels overseas

∗ Salmon, shrimp, frozen processed foods, farm-raised eel, etc.

Quantitative Targets

Company Plan Quantitative Targets

Refrigerated Warehousing Business

-Four Priority Measures

Expand －Eco-friendly logistics centers－	(Continue) Strategic investment centered on new distribution centers (Accelerate) Utilize renewable energy (Promote) Switch to natural refrigerants
Deepen －YOKOREI Quality－	Promote automation Deeply cultivate employee operations Achieve original temperature-controlled logistics services
Extend －New business development in Japan－	Combined center operations Expand distribution network with new centers Secure agility of business creation on project basis
Connect －Overseas business expansion－	Expand locations in ASEAN region to create temperature-controlled logistics network Increase value by securing and developing professional personnel Global implementation of YOKOREI Quality