Skylark : Built-in Report 2021








Skylark Group

Built-in Report

2021Fiscal Yr 2022

Our Function

To contribute to enriching individuals’s lives and to the development of

society as a complete by creating the way forward for eating

Consistent with our Company Philosophy of “Creating Richness with Worth to Society”,

Skylark Group has established Our Function, Company Mission,

Lengthy-term Strategic Imaginative and prescient for 2030, Strategic Imaginative and prescient for 2025 and Company Worth as follows, in direction of our aim of contributing to society and enriching individuals’s lives by meals service.

Company Philosophy

Creating Richness with Worth to Society

Our Function

To contribute to enriching individuals’s lives and to

the development of society as a complete by creating the way forward for eating

Company Mission

To supply great-tasting meals at reasonably priced costs with

good service in our comfy eating places to as many individuals as attainable

Lengthy-term Strategic Imaginative and prescient for 2030

Assist all individuals lead enriched lives / Contribute to realizing an enriched society /

Environmental conservation

Strategic Imaginative and prescient for 2025

Set up a strong enterprise basis, be the most effective restaurant in every neighborhood

by a steady problem of all staff and obtain sustainable enterprise progress

– All for the Smiles of Our Prospects –

Company Values

Prospects First Palms-On Method Constructive Work Setting/Worker Engagement

  • Data & Ability Enchancment Dedication to Reaching Targets

Our Function and Materiality

We’ve got recognized our materials points (materiality) in direction of the belief of our function, “To contribute to enriching individuals’s lives and to the development of society as a complete by creating the way forward for eating”. In contemplating the assorted medium- and long-term social points, now we have specified precedence points which want be addressed which are essential to society and our varied stakeholders. By establishing a system to handle our materiality and managing progress by KPIs, we are going to proceed to handle our enterprise in a strong strategy to understand our function.

  • See P.11 for particulars on our materiality and dangers/alternatives.

Contents

3 CEO message

Develop within the Put up-COVID-19 Period

7 Worth Creation of Skylark Group

9 Skylark Group’s Worth Creation Platform

  1. Skylark Group’s Materiality: Dangers & Alternatives
  1. Stakeholder Engagement
  1. Particular Subject
    Our Measures In opposition to COVID-19
  2. Skylark’s Strengths
  1. Vertically Built-in Provide Chain
  1. Guaranteeing Meals Security and Safety

19 Medium- and Lengthy-Time period Development Story

21 Promotion of Digital Transformation (DX)

  1. Buyer-OrientedRetailer Operation Methods
  1. Creating Menus to Meet Buyer Wants
  1. HR Methods that Allow Numerous Abilities to Play an Lively Function
  1. Retailer Improvement Technique Optimum for Every Market

31 Monetary Methods and Shareholder Return Coverage

33 Enterprise Efficiency

33 Monetary/Non-Monetary Highlights

35 ESG Administration

  1. Sustainability Administration
  2. Skylark Group’s Materiality
  3. Company Governance
  1. Dialogues with Shareholders and Buyers
  2. Danger Administration
  3. Compliance System
  4. Administrators & Officers

45 Serving to All Individuals Lead Enriched Lives

  1. Contributing to Realizing an Enriched Society
  2. Environmental Conservation

52 Normal Data

Skylark Group

Built-in Report

2021 Fiscal Yr

2022

Editorial Coverage

This report is printed to supply shareholders, traders, and stakeholders with monetary and non-financial data, in addition to data on our efforts to boost company worth over the medium- and long-term, and to encourage additional dialogue. Because the Firm follows Worldwide Monetary Reporting Requirements (IFRS), the contents of this report are based mostly on IFRS except in any other case acknowledged. Based mostly on our administration philosophy of “Creating Richness with Worth to Society,” we are going to try to create worth for our enterprise by dialogue with our stakeholders by enhancing and proactively using the Built-in Report.

Interval Lined

FY2021

January 1, 2021 to December 31, 2021

Observe: Some FY2022 enterprise actions are coated as properly.

Scope of Protection

SKYLARK HOLDINGS CO., LTD. and its consolidated subsidiaries

Tips

  • Ministry of the Setting “Environmental Reporting Tips 2018”
  • GRI World Reporting Initiative
    “GRI Sustainability Reporting Requirements”
  • Worldwide Built-in Reporting Council (IIRC) “Worldwide Framework”
  • Ministry of Financial system, Commerce and Trade “Steerage for Collaborative Worth Creation”

Cautionary Assertion Relating to Ahead-looking Statements

Ahead-looking statements contained on this report are based mostly on data out there on the time of writing and will differ from precise outcomes as a result of adjustments within the enterprise atmosphere and different elements.

Enterprise Situations

Value Pressures

Stagnant

Low Birthrate and

Power price↑

Family Revenue

Growing old Inhabitants

Ranges

Child-boom

Uncooked materials

Sluggish state of

prices↑

era shall be

Labor price↑

Japanese financial system

75 years outdated or older

Decline in client

Decline in working

sentiment

inhabitants

CEO message

Way forward for the Restaurant Market

Enhance in double-

Externalization of

earnings households

meals preparation

Enhance

Enhance in whole

individuals who eat

family earnings

Share of

out

Steady progress of the restaurant market

We’ll improve visitor depend by gaining

buyer help and turning them into loyal prospects

Enhance core menus and broaden the number of affordably priced menu gadgets

Core

1

Completely enhance restaurant QSC

2

Methods

Aggressively promote DX to fight rising prices

3

Develop within the Put up-COVID-19 Period

Makoto Tani

Chairman, President & Chief Government Officer

SKYLARK HOLDINGS CO., LTD.

restaurant enterprise, with buyer views. Diversification of meals choices has progressed with the

COVID-19 pandemic. Customers have gotten extra selective about the place they eat out, demanding extra which means and worth from consuming out than ever earlier than.

Due to this fact, we are going to implement three core methods that kind the inspiration of our restaurant enterprise, waiting for the post-COVID-19 period.

The primary is to enhance the style of our merchandise and improve our product selection within the reasonably priced worth vary. The second technique is to totally enhance restaurant QSC (offering a greater atmosphere each inside and out of doors the restaurant). The third is to aggressively promote digital transformation (DX) and put together for coming price will increase.

Completely different Events for Consuming Out and Skylark Group’s Relevant Manufacturers

1 Manufacturers that meet fundamental wants for each day use

Relevant manufacturers: Gusto, Bamiyan, Yumean

Place: Informal each day use by seniors, households and solo diners.

Menu methods: Improve number of affordably priced menus and menus that enable prospects to share, develop menu and pricing methods that meet the wants of solo diners, and develop menu selection that are wholesome and environmentally- pleasant.

2 Manufacturers for particular events that provide distinctive expertise

Relevant manufacturers: Musashinomori Espresso, La Ohana

Because the impression of the COVID-19 pandemic extended, in FY2021, we made efforts to totally scale back prices and enhance productiveness.

Individuals’s existence and values have modified dramatically by the COVID-19 pandemic. Along with worsening prices, together with rising power, ingredient and labor prices, inflation dangers are additional rising amid the tense scenario on the earth. Moreover, the per capita earnings stage in Japan has not risen with the decline of Japan’s financial power, which is a manifestation of a structural downside that Japan faces. In 2025, baby-boom era shall be no less than 75 years outdated, and the working inhabitants will proceed to say no because the birthrate declines and the inhabitants ages. Due to this fact, it’s no exaggeration to say that the enterprise circumstances of the restaurant business are drastically altering.

Though we’re conscious that the exterior atmosphere will stay difficult, we’re constantly making ready for future progress, waiting for the post-COVID-19 period.

Responding to adjustments within the meals service market after COVID-19.

Though Japan’s inhabitants will proceed to say no, the variety of double-income households will improve, and family incomes will rise as extra ladies enter the workforce. In consequence, the restaurant market is anticipated to develop stably sooner or later, as a result of anticipated improve in each the externalization of meals preparation and the share of people that eat out.

With a view to improve our market share in such a market atmosphere, crucial factor is to achieve the help of extra prospects, have them improve the frequency of visits to our eating places, and switch them into loyal prospects. For a restaurant enterprise to outlive and develop, it is very important achieve the belief and satisfaction of shoppers by menu improvement and enchancment of high quality, service and cleanliness (QSC) in our eating places, that are each central to the

As a monetary technique to advertise these core methods, we raised roughly 43.0 billion yen by a public providing of recent shares final 12 months. Though the restaurant business is dealing with extraordinarily troublesome enterprise circumstances as a result of COVID-19 pandemic, we’re very grateful for the understanding and expectations that many traders have proven concerning our strengths and future progress potential. We’ll do our utmost to realize enterprise progress and well- balanced shareholder returns by allocating funds for future progress whereas strengthening our monetary standing.

Creating menu methods that meet diversified wants.

We’ve got greater than 20 manufacturers that cowl all kinds of cuisines, catering to a variety of events for consuming out. Within the post-COVID-19 world, we consider that buyer motivations to go to eating places shall be extra clearly break up between manufacturers that meet fundamental wants for each day use and types for particular events that provide distinctive expertise.

(Hawaiian eating), Syabu-Yo, Jonathan’s

Place: Presents the enjoyment in eating out; utilized by {couples}, households and teams of shut pals.

Menu methods: Improve number of specialty retailer high quality menus and value-added menus.

We’ll proceed to supply all kinds of menu gadgets at value-for-money costs by leveraging the buying energy of a restaurant chain with greater than 3,000 places, which is the inspiration of this firm. As well as, we’re increasing our alcohol menu selection throughout our manufacturers as a brand new line of technique. By additionally implementing menus that go properly with alcoholic drinks, we are going to appeal to new prospects by suggesting new methods of eating, equivalent to having fun with alcoholic drinks at household eating places.

Menu Methods

Consuming Out

Events

For On a regular basis Use

For Particular Events

<> Manufacturers>

Manufacturers

Place

For seniors, households, and solo diners

For households, {couples} and teams of shut pals

Used for on a regular basis informal eating

Present the enjoyment of consuming out

Methods

Improve number of affordably-priced menus

Menus which are distinctive to specialty shops

Enhance the standard of our core menus

Worth-added menus that use particular substances

Develop menu gadgets that cater to the wants of solo diners

or substances from particular sources

Menu

Improve number of menus which are shareable

Develop menus which are wholesome and

environmentally pleasant

LineNewof Technique

Creation of recent

Improve alcohol beverage and aspect dish selection throughout manufacturers

events to be used

Able to Eat

  • Develop extra menus catered to off-premise consumption

Cooking at Dwelling

  • Improve variety of gadgets on supply
  • Start product gross sales by the Skylark App

We’ll additional speed up the execution of our DX technique for better comfort for patrons and better productiveness all through the corporate.

By incorporating DX into all areas of our operations, we intention to dramatically enhance productiveness all through the corporate and rework ourselves right into a extremely worthwhile group that may overcome price pressures.

The introduction of roughly 3,000 ground service robots in our eating places, the renewal of POS programs in all eating places, the introduction of cashless self- serve money registers, and the change to extra superior digital menu books will all be accomplished by the tip of 2022. We’re enhancing the performance of the Skylark app and have constructed a operate that allows ordering and fee of e-commerce orders of home-cooking merchandise along with pre-payment of take-out orders of ready-to-eat menus. As well as, we’re working to

CEO message

We’re aggressively selling ESG by the energetic involvement of senior administration.

Since its founding, Skylark Group has upheld the company philosophy of “Creating Richness with Worth to Society” and goals to contribute to society by meals service in an effort to enrich individuals’s lives.

In 2021, we established our Group Function as “To contribute to enriching individuals’s lives and to the development of society as a complete by creating the way forward for eating” and our Lengthy-Time period Imaginative and prescient as “Assist all individuals lead enriched lives, contribute to realizing an enriched society, and environmental conservation” and renewed our dedication to contribute to the belief of a sustainable society by our enterprise actions.

I personally turned the chairman of the Group Sustainability Committee, which was established in 2020. All government officers take part as committee members, and due to this organizational construction the place the committee is instantly built-in with enterprise

Supply value-for-money costs by leveraging the buying energy of

a restaurant chain and our administration foundations

enhance buyer comfort by evolving the app right into a one-stop app that enables prospects to get pleasure from a full vary of companies throughout the app, together with a particular

administration, now we have been in a position to make nice progress with ESG initiatives. Amid a rising sense of disaster over local weather change on a world scale, now we have set a

We’ll implement customer- oriented retailer operation methods.

To outlive and obtain sustainable progress in these troublesome occasions, undoubtedly, the most important problem for us is to achieve the belief of our prospects and achieve extra help. It’s important to all the time work from the client’s perspective. I personally attempt to convey the significance of getting buyer perspective within the varied alternatives to speak with or ship messages to our staff.

As a approach of materialization of our understanding of buyer views, this can be very essential to dramatically increase QSC ranges in all of our eating places, a spot that’s visited by our prospects every day. We intention to create eating places which provide nice, pleasant, and hospitable service, with operations that serve scrumptious meals and drinks promptly, in a clear and well-kept retailer atmosphere that make prospects suppose “What an ideal restaurant” and “Let’s come again once more.” We’ll aggressively enhance QSC with an unprecedented method. I’m satisfied that as every retailer implements QSC enhancements from buyer views, we are going to win the help of our prospects, and accumulation of such buyer help will result in our company progress. As such, we are going to work on QSC enchancment with dedication.

  • For particulars, see “Buyer-oriented Retailer Operation Methods” (P. 23).

We’ll actively pursue strategic retailer improvement and implement promotional methods designed to achieve loyal prospects.

Though we held again on new retailer openings in the course of the two years of the COVID-19 pandemic, this 12 months, we are going to resume property improvement in direction of new retailer openings in FY2023. We’ll fastidiously choose and develop prime places equivalent to station-fronts in main cities, the place excessive demand is anticipated to proceed. We’ll proceed to extend the market measurement of the restaurant enterprise in every area by changing to manufacturers that finest meet native market wants, equivalent to Musashinomori Espresso, Gusto, Bamiyan, and La Ohana. As well as, our retailer reworking efforts that resumed final 12 months had

  1. greater-than-expectedimpact on visitor depend, and roughly 360 shops are deliberate to be transformed this fiscal 12 months.
    With a view to appeal to new prospects and encourage them to return to our eating places, we may even implement efficient promotions by optimizing our media combine, together with use of post-in flyers, TV commercials, and social media, in an effort to improve buyer go to frequency and encourage individuals to develop into loyal prospects.

low cost passport for senior prospects.

  • For particulars, see “Selling Digital Transformation” (P. 21).

New companies and abroad improvement will broaden our enterprise scale step-by-step, ensuing within the accumulation of add-on gross sales.

For brand new enterprise, we’re specializing in home-cooking product gross sales of fashionable menu gadgets in our manufacturers. As for e-commerce, along with gross sales by Rakuten and Amazon, we began promoting merchandise by our personal app in March 2022. As for retail gross sales, we’re increasing wholesale gross sales channels and transaction volumes primarily by supermarkets and retail mass merchandisers. We’re additionally steadily increasing our abroad enterprise, with presently 68 shops in Taiwan, two shops in Malaysia, and one retailer in america. We’re working to win the help of shoppers by responding to native prospects’ wants in a meticulous method and solidify our basis for future enterprise growth.

goal to cut back CO2 emissions to web zero by 2050 and raised our mid- to long-term 2030 goal from 25% much less to 50% much less in comparison with our 2018 ranges. Along with changing into a supporter of the Process Drive on Local weather- associated Monetary Disclosures (TCFD), we have been the primary restaurant firm to hitch the TCFD Consortium. Moreover, we’re selling initiatives to cut back meals loss and plastic use, that are main points within the meals service business. We’re additionally working to additional improve company governance initiatives to make sure sound, environment friendly, and clear administration in addition to promotion of well being administration and improve in ratio of feminine managers.

We’ll proceed to advertise ESG initiatives to boost company worth and contribute to the belief of a sustainable society.

  • For particulars, see “ESG Administration” (P. 35).

Fulfilling our mission as a restaurant firm.

Individuals’s important need to fulfill their starvation simply and to spend a nice time over a meal with household and shut pals has all the time existed and all the time will. Skylark Group, which operates roughly 3,000 eating places all through Japan, is dedicated to gaining help for every of its eating places from its native prospects and fulfilling its mission as a restaurant firm by contributing to the enrichment of the lives of native residents by offering varied meals companies.

Worth Creation of

Skylark Group

Skylark Group is Japan’s largest instantly managed desk service restaurant chain with over 3,000 eating places nationwide.

We intention to develop into an organization that gives companies overlaying each a part of buyer existence, together with consuming out, house meal replacements, and home-cooked meals, by leveraging our administration sources, equivalent to a model portfolio that meets numerous wants and a singular provide chain that leverages economies of scale.

Skylark Group’s Enterprise Mannequin

Enterprise Overview of Skylark Group

Variety of Shops

Visitor Depend

Variety of Staff

3,094

Approx.

Approx.

All prefectures and abroad

300million yearly

90,000

(as of March 31, 2022)

(as of March 31, 2022)

(as of March 31, 2022)

Worth Creation of Skylark Group

The three pillars of the Skylark Group’s administration foundations are our enterprise scale as the biggest desk service restaurant chain in Japan, our model portfolio that meets numerous wants, and our Vertically Built-in Provide Chain (see P.15-16) wherein we handle every little thing from uncooked ingredient procurement to manufacturing, distribution, cooking, customer support, and supply. We’ll leverage these administration foundations to realize progress whereas responding to adjustments within the enterprise atmosphere.

Enhancing Our

Enterprise Mannequin

Responding to buyer wants by

increasing manufacturers that provide deliveries

Manufacturers that provide our personal supply service

March 2019

As of March 2022

Six manufacturers

9 manufacturers,

1,025 places

approx. 1,400 places

Approx. 3,000 autossupply

Approx. 4,300 supply autos

Our Model Portfolio

Excessive-priced

Low-priced

Group Skylark of Creation Worth

1 Optimization of Present Retailer Gross sales

We’re implementing menu and pricing methods that adapt to client developments in an effort to improve our market share within the household restaurant enterprise.

As well as, by leveraging our broad portfolio of manufacturers, we’re in a position to shortly convert manufacturers with declining profitability into manufacturers which are desired by customers in an effort to keep and enhance profitability. We’re additionally reworking current shops in an effort to enhance their worth.

2 Improvement of New Enterprise Fashions

Along with our supply and take-out companies for which there’s excessive demand, we’re transferring ahead with the event of our on-line and retail gross sales companies. We’re additionally creating new manufacturers according to market developments, flexibly responding to diversifying client wants. We’ll create new events to be used and maximize market potential.

3 Worldwide Enterprise Growth

Our Taiwan enterprise is doing properly. Along with our plans to broaden enterprise in Southeast Asia, together with Malaysia, we opened our first U.S. location in Chicago, Illinois in August 2021.

4 Digital Transformation (DX)

We’re accelerating IT digital investments to enhance buyer comfort in addition to to strengthen current companies and broaden new companies.

We’re additionally working to boost profitability by bettering productiveness.

5 Strengthening Our Human Assets

We’re actively investing in creating glorious human sources whom we will depend on to be liable for offering restaurant companies. We’re working to strengthen our human useful resource capacities by enhancing our personnel system, offering higher working environments, and providing coaching applications that can allow numerous abilities to play an energetic function in areas all through Japan.

Western

Specialty Shops

Chinese language

Steak

Pork Cutlet & Hen Karaage

Shabu-Shabu

Cafe & Japanese Eating

Hawaiian

Yakiniku

Cake & Facet Dishes

All-You-Can-Eat Buffet

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Disclaimer

Skylark Co. Ltd. printed this content material on 02 July 2022 and is solely liable for the data contained therein. Distributed by Public, unedited and unaltered, on 01 July 2022 15:42:01 UTC.

Publicnow 2022

All information about SKYLARK HOLDINGS CO., LTD.

Gross sales 2022 315 B
2 321 M
2 321 M
Web earnings 2022 5 034 M
37,0 M
37,0 M
Web Debt 2022 60 513 M
445 M
445 M
P/E ratio 2022 71,8x
Yield 2022 0,38%
Capitalization 360 B
2 650 M
2 650 M
EV / Gross sales 2022 1,33x
EV / Gross sales 2023 1,21x
Nbr of Staff 5 952
Free-Float 96,3%

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Skylark Holdings Co., Ltd. Technical Analysis Chart | MarketScreener

Technical evaluation developments SKYLARK HOLDINGS CO., LTD.

Brief Time period Mid-Time period Lengthy Time period
Tendencies Impartial Bullish Bullish



Revenue Assertion Evolution

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Imply consensus UNDERPERFORM
Variety of Analysts 4
Final Shut Value 1 589,00 JPY
Common goal worth 1 277,50 JPY
Unfold / Common Goal -19,6%




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