DyDo Group Holdings

Mid term Business Plan 2026

Mid term Business Plan 2026

The DyDo Group has put its “Mid term Business Plan 2026” ,a five-year plan launched in fiscal 2022, which outlines the Group’s actions during the growth stage, into motion as it works to realize the vision set forth in our Group Mission 2030, “For DyDo Group to create enjoyable, healthy lifestyles for people around the world”.

Management Policy Briefing: Mid-term Business Plan 2026

Key Performance Indicators

Sales growth rate(CAGR) +3%
* Currency Neutral

Consolidated operating profit ratio 4%

Consolidated ROIC 6%
* Invested capital is the amount put into in the business segments

Basic Policies

In accordance with the three basic policies, we aim to recover our ability to generate cash flows in the vending machine business and will strengthen and develop non-beverage segments.

ROIC
Renewing growth in the Domestic Beverage Business 13%
Where, and what, we want to be
In the vending machine market, we will provide new value through constantly
taking on challenges and co-creating and so continue to lead the industry
Strategy

  • Ensure a firm competitive advantage in the vending machine market

  • Develop and provide delicious products for mind and body

  • Investigate new business opportunities

  • Develop personnel and our organization to promote business growth

  • Help bring about a recycling-oriented society and reduce greenhouse gas emissions alongside growing our business

Reformulating our international business strategies 3%
Where, and what, we want to be
We will create global brands that support the health of people all over the world
Strategy

  • Expand and stabilize the Turkish business

  • Steadily grow the Chinese business

  • Develop global health brands

Strengthening and developing nonbeverage segments 8%

Home shopping sales of supplements
(Domestic Beverage Business)

Where, and what, we want to be
We will continue to provide products and services that always exceed expectations as a close partner to health-conscious customer so they can treasure fulfilling lives after retirement
Strategy

  • Continuously improve the acquisition rate for repeat customers and satisfaction levels

  • Develop products that give consideration to materials used and overall balance

  • Evolve our fulfillment* capabilities based on our business strategies

*Receiving orders, processing payments, inventory management, logistics, and other processes up to after-sales follow-up. At DyDo DRINCO these are each outsourced

Pharmaceutical-related Business

Where, and what, we want to be
We will be the no. 1 contract manufacturer in the health and beauty field
Strategy

  • Achieve the industry's best high-quality, but mass-produced, products

  • Reformulate our revenue structure

  • Develop personnel

Food Business

Where, and what, we want to be
We will utilize our fruits and jellies to pursue great taste and health, to make people happy
Strategy

  • Ensure our business foundations are solid

  • Fiercely defend our top share and challenge ourselves to expand to new business sectors

  • Develop personnel

Orphan drug Business (Other)

Where, and what, we want to be
We will produce medicines for patients suffering from orphan diseases for which there are currently no treatment options
Strategy

  • Aim to receive approval to manufacture and sell the new drugs (DYD-301 and DYD-701)

  • Aim to acquire license agreements in Japan for new orphan drug candidates seeds

  • Establish an information-sharing systems about quality guarantees, stable supply, safety information gathering, and appropriate usage.

Financial Discipline and Investment Strategy/Capital Allocation

We aim to raise capital productivity and maintain a stable financial base.

  • Financial discipline
    ROIC > WACC
    Net cash position: Maintain equity ratio
    of around 50%
  • Investment capital
    5-year accumulated cash flows: 60 billion yen or more
    Strategic investment for M&A, etc. Up to 2 years’ worth of operating cash flow
  • Capital allocation
    Focused reinvestment to ensure a competitive advantage in the vending machine business:
    • ・Vending machine-related assets
      About 42 billion yen
    • ・DX promotion(updates to core systems)
      About 4.5 billion yen
    • ・Other equipment investment, etc.
      About 9 billion yen
    For shareholders, we aim to maintain stable dividend payouts and as performance improves, become able to raise dividends
    Our strategic investment aimed at dramatic growth involves making appropriate investment decisions on a case-by-case basis