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
Business Growth Roadmap Toward 2035
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CREATE THE NEW VALUE
Pioneering the Future through Agile Management
— Accelerating Growth with Flexibility and Profit Focus —
1.Pursue greater profitability in core businesses
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Expand profits through global market growth and acquisition of new customers
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Expand profits by establishing a well-balanced product and materials portfolio
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Reduce environmental impact and increase profits through production technology development and high-efficiency manufacturing
2.Advance development for future commercialization
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Strengthen monozukuri (manufacturing) capabilities to enhance differentiation
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Develop highly unique and value-added products
3.Create new value through business synergy
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Expand business domains and pursue profitability by leveraging synergies
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Accelerate value creation through strategic investments and business partnerships
4.Further strengthen the business foundation
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Integrate corporate functions with business strategy
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Maximize the potential of a diverse talent base across nationalities and genders
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Deepen sustainability management
Financial targets
FYE March 2026TargetsOperating profit5.0 billion yenOperating profit ratio3.6%ROE5.0% orhigherFYE March 2028TargetsOperating profit growth rate(Compared toFYE March2026)110% or higherROE6.0%orhigher
Non-financial targets (FYE March 2028 Targets)
Employee engagementEmployee engagementPositive response rateImprove by 5 points45% or higherEnvironment for utilizing employeesPositive response rateImprove by 5 points47% or higherNumber of women in managerial positionsCompared to April 2024to doubleCO2 emissionsreduction rateBaseline: Compared to FY201945%Related documents
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CREATE THE NEW VALUE
Step 1 Enhance business which are our strengths/concentrate on growth business1. Establish a stable financial foundation and enhance profitability
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Advance a flexible production system
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Promote high-efficiency production
2. Create value and sew seeds for 2030 by strengthening R&D
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Expansion of technological fields, possession of unique technology
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Create advantages through the supply chain
3. Increase management resilience by promoting sustainable activities
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Increase corporate value
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Strengthen corporate governance functions
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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
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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)
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Accelerate business innovations by strengthening the global management base
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Responding to changes in the global environment and contributing to a prosperous lifestyle
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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
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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
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To establish new production technologies that anticipate changes in the environment
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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
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