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
• Business Growth Roadmap Toward 2035
• 14th Mid-term Management Plan
• 13th Mid-term Management Plan
• 12th Mid-term Management Plan
• Related links

The value-creation model of the Moriroku Group

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Business Growth Roadmap Toward 2035

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• 14th Mid-term Management Plan (FYE March 2026 to FYE March 2028)

  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 2026 Targets	Operating profit	5.0 billion yen
  	Operating profit ratio	3.6％
  	ROE	５.0％ orhigher
  FYE March 2028 Targets	Operating profit growth rate （Compared toFYE March2026)	110% or higher
  	ROE	6.0%orhigher

  
  

  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％

  Related documents

  • 14th Mid-Term Management Plan（PDF:7 MB）

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• 13th Mid-term Management Plan (FYE March 2023 to FYE March 2025)

  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%

  Related documents

  • Long-term Vision & Mid-term Management Plan（PDF:8 MB）

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• 12th Mid-term Management Plan (FYE March 2020 to FYE March 2022)

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  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

  Related documents

  • Mideum-term management plan（PDF:4 MB）

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Related links

• Message from the President
• Sustainability management

• To all individual investors