Long-term Management Vision

Since its establishment in 1663, the Moriroku Group has been supported by the trust of its many customers and business partners. Our 360-year history is proof that we have always anticipated and proposed the needs of the times and have continued to be a company that is needed by society. We will continue to create new values toward our goal of becoming a "400-year company" with our DNA of challenge that has been passed down from generation to generation.

The value-creation model of the Moriroku Group

  • The value-creation model of the Moriroku Group

Business Growth Roadmap Toward 2035

  • Business Growth Roadmap Toward 2035

  • CREATE THE NEW VALUE
    Pioneering the Future through Agile Management
    — Accelerating Growth with Flexibility and Profit Focus —

    1．Pursue greater profitability in core businesses

    • Expand profits through global market growth and acquisition of new customers
    • Expand profits by establishing a well-balanced product and materials portfolio
    • Reduce environmental impact and increase profits through production technology development and high-efficiency manufacturing

    2．Advance development for future commercialization

    • Strengthen monozukuri (manufacturing) capabilities to enhance differentiation
    • Develop highly unique and value-added products

    3．Create new value through business synergy

    • Expand business domains and pursue profitability by leveraging synergies
    • Accelerate value creation through strategic investments and business partnerships

    ４．Further strengthen the business foundation

    • Integrate corporate functions with business strategy
    • Maximize the potential of a diverse talent base across nationalities and genders
    • Deepen sustainability management
    Financial targets
     
    FYE March 2027
    Plan
    Operating profit
    6.0 billion yen
    ROE
    5.0％ or higher
    FYE March 2028
    Targets
    Operating profit
    7.0 billion yen
    ROE
    6.5％ or higher
    Non-financial targets （FYE March 2028 Targets）
    Employee engagement
    Employee engagement
    Positive response rate
    Improve by 5 points
    45% or higher
    Environment for utilizing employees
    Positive response rate
    Improve by 5 points
    47% or higher
    Number of women in managerial positions
    Compared to April 2024
    to double
    CO2 emissionsreduction rate
    Baseline: Compared to FY2019
    45％

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  • CREATE THE NEW VALUE
    Step 1 Enhance business which are our strengths/concentrate on growth business

    1. Establish a stable financial foundation and enhance profitability

    • Advance a flexible production system
    • Promote high-efficiency production

    2. Create value and sew seeds for 2030 by strengthening R&D

    • Expansion of technological fields, possession of unique technology
    • Create advantages through the supply chain

    3. Increase management resilience by promoting sustainable activities

    • Increase corporate value
    • Strengthen corporate governance functions
    • Hire and cultivate diverse human resources
    KPI
    Performance Targets
    (FYE March 2025)
    Net sales
    143.0 billion yen
    Operating profit
    11.0 billion yen
    Operating profit margin
    7.7%
    ROE
    9.1%

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  • slogan
    MOVING FORWARD WITH MI 400

    Build a management base that can win in the global market by anticipating changes in the business environment and continuing to take on the challenge of new business creation and innovation

    3 Basic Strategies

    1. Strengthening of the Management Base

    Enhancement of corporate value as a listed company (Listed on the TSE First Section in December 2017)

    • Accelerate business innovations by strengthening the global management base
    • Responding to changes in the global environment and contributing to a prosperous lifestyle
    • Optimize the business portfolio and build the foundation for new businesses

    2. Value Added Creation

    Development and commercialization of new technologies to innovate the mobility society

    • Challenge to new technologies and products for next-generation mobility (Collaboration with group companies and partner companies)

    3. Strengthening of the Management Base

    Realizing a new business foundation that meets future society's needs

    • To establish new production technologies that anticipate changes in the environment
    • Acceleration of business globalization and localization
    Key Goal Indicators (KGI)
    Performance Targets (FY2021)
    Budgeted exchange rate: 1 USD = 110 JPY
    Net sales
    200 billion yen or more
    Operating income margin
    5.0% or more
    ROE
    9.0% or more
    Stable Returns
    Shareholder return ratio
    30% or more
    Strategic Investment (3 years total)
    Investment
    35 billion yen
    Of the total, 10 billion yen is earmarked for strategic businesses

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