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.
- Roadmap toward a "400-year company"
- The value-creation model of the Moriroku Group
- What is the "unique technology" acquired in the 2030 Vision?
- 12th Medium-term Management Plan
- 13th Medium-term Management Plan
- Related links
Roadmap toward a "400-year company"
The value-creation model of the Moriroku Group
What is the "unique technology" acquired in the 2030 Vision?
-
slogan
MOVING FORWARD WITH MI 400Build 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 JPYNet sales200 billion yen or moreOperating income margin5.0% or moreROE9.0% or moreStable Returns Shareholder return ratio30% or moreStrategic Investment (3 years total) Investment35 billion yenOf the total, 10 billion yen is earmarked for strategic businessesRelated documents
-
-
CREATE THE NEW VALUE
Step 1 Enhance business which are our strengths/concentrate on growth business3 Basic Strategies
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 sales143.0 billion yenOperating profit11.0 billion yenOperating profit margin7.7%ROE9.1%Related documents
-