Nofoth Food Products Co. Announces the Approval of the Strategic Plan for 2026–2030

Nofoth Food Products Company Board of Directors approved a strategic plan for 2026–2030 focused on enhancing operational efficiency, diversifying revenue, and strengthening its position in the food sector.
Key expansion targets include increasing the number of branches in central Makkah and Madinah to approximately 15 and establishing a regional network of up to 20 branches in markets including Iraq and the Gulf countries.
The company plans to launch at least 25 new innovative products in the gatherings and appetizers segments while exploring entry into the chocolate and oriental sweets markets.
Strategic initiatives include pursuing potential acquisitions in the specialty coffee, healthy food, and catering sectors, alongside implementing AI and automation solutions to improve supply chain and cost management.

Element List	Explanation
Announcement Detail	Nofoth Food Products Company is pleased to announce that its Board of Directors has approved the strategic plan for the period from 2026 to 2030. This plan aims to achieve sustainable growth and maximize shareholder value through enhancing operational efficiency, diversifying revenue streams, and strengthening the Company’s position in the food sector. Strategic Objective Over the plan’s period, the Company seeks to support revenue growth and improve profitability on a sustainable basis through the development of its core business, diversification of revenue sources, and enhancement of operational efficiency. Strategic Pillars 1. Strengthening the core business and investing in research and development: Continuing to invest in research and development capabilities to support product innovation and development in the gatherings and appetizers segments, while maintaining a steady pace of launching new products, with a target of no fewer than 25 innovative and high-quality products, thereby reinforcing the Company’s ability to keep pace with customer preferences and enhance its competitiveness. 2. Expansion in central areas of Makkah and Madinah: The Company targets expansion in prime central areas with high attraction potential in Makkah and Madinah, with the aim of gradually increasing the total number of branches to approximately 15 bracnhes during the plan period, in line with the objectives of Saudi Vision 2030 in serving pilgrims and visitors to the Two Holy Mosques and enhancing the experience of Hajj and Umrah pilgrims, while taking into account the expected growth in the number of visitors and pilgrims, subject to obtaining the relevant regulatory approvals and commercial feasibility. 3. International expansion and building a regional presence for the Company’s national brands: The Company seeks to explore expansion outside the Kingdom in a number of selected regional and international markets through multiple entry models, including export, franchising, and branch openings, where commercially and operationally feasible. This direction aims to capitalize on the appeal of Saudi food products among targeted consumer segments, strengthen the presence of national brands outside the Kingdom, and develop products in a manner that suits the requirements of each market, in addition to participating in specialized international food exhibitions. The markets are currently under evaluation including the Gulf countries and Iraq. The Company may establish a regional network of up to approximately 20 branches during the plan period, subject to the outcomes of feasibility studies, the requirements of each market, and the relevant regulatory approvals. 4. Strategic acquisitions: The Company follows a selective approach in evaluating potential acquisitions in sectors complementary to its business, particularly: 1. The healthy and balanced food sector. 2. The specialty coffee sector. 3. The hospitality and catering services sector. The focus will be on opportunities that offer high profitability, operational integration potential, and promising growth prospects. The Company emphasizes that such transactions will only be pursued following the completion of the necessary studies and assessments and obtaining the required regulatory approvals. 5. Entering new food segments: The Company seeks to diversify its portfolio of products and brands by exploring opportunities to enter food segments with high attractiveness, such as chocolate and oriental sweets. This direction will rely on an operating model that leverages the Company’s existing infrastructure and established sales and distribution channels, with the aim of improving the efficiency of market entry and reducing additional operating requirements. The implementation of these initiatives will be subject to the results of feasibility studies, market requirements, and the necessary regulatory approvals, and they may not be implemented if suitable economic and regulatory conditions are not met. This direction supports operational growth and the diversification of revenue streams. 6. Enhancing operational efficiency: The Company seeks to explore and launch initiatives to improve the supply chain, inventory management, and the implementation of technological and digital solutions, including artificial intelligence and automation, with the aim of enhancing operating efficiency, cost management, and profitability. The Company confirms that the matters set out in this plan represent forward-looking strategic directions that are dependent on market, economic, and regulatory conditions. Actual results may differ from expectations, and the Company will disclose any material developments related to this plan in accordance with the relevant laws and regulations. The financial impact of this plan is expected to appear gradually starting from 2026 through to the end of the plan in 2030. Any material impact will be announced once realized.

Element List

Explanation

Announcement Detail

Nofoth Food Products Company is pleased to announce that its Board of Directors has approved the strategic plan for the period from 2026 to 2030. This plan aims to achieve sustainable growth and maximize shareholder value through enhancing operational efficiency, diversifying revenue streams, and strengthening the Company’s position in the food sector.

Strategic Objective

Over the plan’s period, the Company seeks to support revenue growth and improve profitability on a sustainable basis through the development of its core business, diversification of revenue sources, and enhancement of operational efficiency.

Strategic Pillars

1. Strengthening the core business and investing in research and development:

Continuing to invest in research and development capabilities to support product innovation and development in the gatherings and appetizers segments, while maintaining a steady pace of launching new products, with a target of no fewer than 25 innovative and high-quality products, thereby reinforcing the Company’s ability to keep pace with customer preferences and enhance its competitiveness.

2. Expansion in central areas of Makkah and Madinah:

The Company targets expansion in prime central areas with high attraction potential in Makkah and Madinah, with the aim of gradually increasing the total number of branches to approximately 15 bracnhes during the plan period, in line with the objectives of Saudi Vision 2030 in serving pilgrims and visitors to the Two Holy Mosques and enhancing the experience of Hajj and Umrah pilgrims, while taking into account the expected growth in the number of visitors and pilgrims, subject to obtaining the relevant regulatory approvals and commercial feasibility.

3. International expansion and building a regional presence for the Company’s national brands:

The Company seeks to explore expansion outside the Kingdom in a number of selected regional and international markets through multiple entry models, including export, franchising, and branch openings, where commercially and operationally feasible. This direction aims to capitalize on the appeal of Saudi food products among targeted consumer segments, strengthen the presence of national brands outside the Kingdom, and develop products in a manner that suits the requirements of each market, in addition to participating in specialized international food exhibitions. The markets are currently under evaluation including the Gulf countries and Iraq. The Company may establish a regional network of up to approximately 20 branches during the plan period, subject to the outcomes of feasibility studies, the requirements of each market, and the relevant regulatory approvals.

4. Strategic acquisitions:

The Company follows a selective approach in evaluating potential acquisitions in sectors complementary to its business, particularly:

1. The healthy and balanced food sector.

2. The specialty coffee sector.

3. The hospitality and catering services sector.

The focus will be on opportunities that offer high profitability, operational integration potential, and promising growth prospects. The Company emphasizes that such transactions will only be pursued following the completion of the necessary studies and assessments and obtaining the required regulatory approvals.

5. Entering new food segments:

The Company seeks to diversify its portfolio of products and brands by exploring opportunities to enter food segments with high attractiveness, such as chocolate and oriental sweets. This direction will rely on an operating model that leverages the Company’s existing infrastructure and established sales and distribution channels, with the aim of improving the efficiency of market entry and reducing additional operating requirements. The implementation of these initiatives will be subject to the results of feasibility studies, market requirements, and the necessary regulatory approvals, and they may not be implemented if suitable economic and regulatory conditions are not met. This direction supports operational growth and the diversification of revenue streams.

6. Enhancing operational efficiency:

The Company seeks to explore and launch initiatives to improve the supply chain, inventory management, and the implementation of technological and digital solutions, including artificial intelligence and automation, with the aim of enhancing operating efficiency, cost management, and profitability.

The Company confirms that the matters set out in this plan represent forward-looking strategic directions that are dependent on market, economic, and regulatory conditions. Actual results may differ from expectations, and the Company will disclose any material developments related to this plan in accordance with the relevant laws and regulations.

The financial impact of this plan is expected to appear gradually starting from 2026 through to the end of the plan in 2030. Any material impact will be announced once realized.