Coca-Cola Bottlers Japan Holdings Announces New Strategic Business Plan: Vision 2030
Targets revenue of over 1 trillion yen, business income of over 80 billion yen and ROIC of over 10%

Coca-Cola Bottlers Japan Holdings Inc. (CCBJH) today announced a new strategic business plan “Vision 2030”, covering the period from 2026 to 2030, as an upward revision of its ongoing plan, “Vision 2028”, which was announced in August 2023. Under “Vision 2030”, CCBJH aims to achieve revenue of over 1 trillion yen, business income of over 80 billion yen, and ROIC of over 10% by 2030 in order to further increase shareholder value.

Since announcing “Vision 2028” in 2023, CCBJH has achieved many results in earnings and transformation. CCBJH improved business income by more than 26 billion yen over two years, achieved top-line growth and generated cost savings of approximately 10 billion yen through transformation over two years, and strengthened its business foundation, investing in technology, and launching NeoArc towards data-driven management. As the key initiatives outlined in “Vision 2028” have steadily progressed and delivered results, CCBJH has set “Vision 2030” as its new strategic business plan, which is an upward revision of "Vision 2028", with even more ambitious goals to further business growth.

By 2030, CCBJH aims to achieve over 10% ROIC, approximately double the cost of capital, and an ROE approximately double the previous target, while pursuing robust profit growth and implementing the largest shareholder returns in its history, including a cumulative 150 billion yen of share buyback and an ambitious plan to increase dividends to between 140 and 150 yen per share by 2030. CCBJH will achieve these ambitious targets through disciplined capital allocation. In addition, the key indicators such as revenue of over 1 trillion yen, transformation savings of 30 to 35 billion yen over 5 years, and business income of over 80 billion yen will all be record highs.

While the Group had previously operated as a single segment, the “Beverage Business,” CCBJH has now established an operational structure aligned with the characteristics of each business unit to facilitate the execution and achievement of the objectives of “Vision 2030.” Furthermore, with the establishment of a management reporting structure by business unit, the reportable segments have been changed into three segments: “Vending Business,” “OTC Business,” and “Food Service Business”, starting from the second quarter of the fiscal year ending December 31, 2025. CCBJH aims to improve the cash generation capabilities of each business unit and rebuild the profit-generating foundation of the vending business, as a company CCBJH will be able to achieve global level returns in the future. CCBJH operates a wholesale business for OTC and food service fields that are comparable to global bottlers, based on key financial performance metrics. In vending, CCBJH operates a retail business that has the world's largest number of sales locations, providing a point of contact with consumers. In collaboration with the Coca-Cola (Japan) Company, CCBJH will execute key objectives, promote sustainable growth, and further increase shareholder value.
 

１．Summary of the New Strategic Business Plan, “Vision 2030”

■Major Initiatives

(1) Vending：Rebuild profit base with “retailer” mindset

・Revising entire business and rebuilding profit foundation. Focus on profitability and asset efficiency 

・Improving data utilization and executing strategies for enhanced competitiveness 

・Continuing digital transformation

(2) OTC：Lead revenue and profit growth through execution of top-line strategies

・Executing topline growth identifying growth opportunities 

・Investing in marketing with diligence on ROI 

・Strengthening coordination with key customers 

(3) Food Service：Expand business opportunities by strengthening customer proposal capabilities to promote increased beverage consumption occasions

・Reinforcing customer approach to expand drinking opportunities 

・Strengthening approach to growing segments 

・Optimizing equipment and assortment for profitability 

(4) Supply Chain：Leveraging strong supply chain base and accelerating efficiency

・Reduce logistics costs and improve capital efficiency by promoting the "local production for local consumption model"

・Enhance S&OP process accuracy to achieve stable supply at low cost and reduce/optimize product inventory levels 

・Further reinforce future logistics network through initiatives such as establishment of new logisical location such as Integrated Distribution Center(IDC ) 

(5) Back office/IT：Promoting data-driven management via company-wide digital-transformation

・Build new technology foundation for future growth by integrating various IT systems and data assets 

・Improve operational efficiency through digital utilization - driving fundamental business process reengineering 

・Promote data-driven decision-making by deepening collaboration with partners and achieving world-class operations

(6) ESG/Human capital/Financial base：Strengthen foundation for sustainable business

■Key KPIs for 2030

２．Summary of Shareholder Returns 

Delivering record-high shareholder returns

(1) Target dividend per share of ¥140–150 by 2030

・Increase dividends based on progressive dividend policy

・Achieve a 40% payout ratio and 2.5% DOE by 2030

(2) Planned total share buyback of 150 billion yen　

・30 billion yen buyback to begin in November 2025

・A total share buyback of 150 billion yen planned by 2030

■Reference Material

Announcement of New Strategic Business Plan: Vision 2030

https://en.ccbj-holdings.com/pdf/irinfo/248_3.pdf

※Please note that the information contained in this news releases is current as of the date of release. Certain information may have changed since the date of release.