MANAGEMENT PLAN9th MID-TERM MANAGEMENT PLAN 「ACTION 1000」

The 9th Mid-term Management Plan, “ACTION 1000,” has been formulated for the five-year period from FY2027.11 to FY2031.11.
Under ACTION 1000, the lean profit structure established under the 8th Mid-term Management Plan will be maintained and further enhanced, while efforts will focus on expanding the scale of the business to achieve both “Scale Growth” and “Profitability.”
As the Company shifts into a new phase of pursuing further growth, it aims to achieve net sales of 100 billion JPY by FY2031.11.

Basic Policy of the ACTION 1000 Financial Targets MORITO's Competitive Advantages The Growth Strategy M&A Strategy Capital Policy

Basic Policy of the ACTION 1000

ACTION 1000 Vision

Challenge through parts, leap beyond parts

Positioning

Transition to a new phase of growth through proactive investments in growth and human capital.
While maintaining and expanding profitability, aim to achieve net sales of 100 billion JPY as a key milestone toward sustainable business growth.

Financial Targets

MORITO's Competitive Advantages

By focusing on niche fields, we avoid direct competition and establish unique value.
Through one-stop support from planning and development to manufacturing and service delivery, we earn strong customer trust, raise barriers to entry, and build a solid earnings base.

The Growth Strategy

Sustainable growth will be pursued by further enhancing the group’s global presence in niche fields centered on parts, pursuing the growth business positioned as a new pillar of earnings, and strengthening the corporate functions that support these initiatives.

① Establishing global leadership in niche markets

・Apparel Business: Further optimize production locations

・Product Business: Strengthen overseas sales

・Transportation Business: Strengthen the supply chain

② Pursuing the growth business

・Growth of the BtoC business

・Building new earnings pillars

③ Strengthening corporate functions

・Human capital functional

・Strengthen corporate functions that support our business foundation

・Acquisition of management resources and functions through M&A

M&A Strategy

M&A will be actively pursued as a means of expanding strategic business areas and accelerating growth. At the same time, clear M&A execution disciplines will be established to enhance the likelihood of achieving the targets set out in the plan.

*For details on the M&A execution disciplines, please refer to the 【9th Mid-term Management Plan:PDF.】.

Capital Policy

Cash Allocation

Shareholder Returns

Shareholder returns are regarded as one of the key management priorities, and dividend payments are determined based on the following policy.

・Pursue a progressive dividend policy while maintaining stable and continuous dividends.
・Set the Dividend on Equity (DOE) standard to 5.0%, with a target of 6.0% by FY2031.11.
・Maintain the current dividend payout ratio target of 50% or higher of profit attributable to owners of parent, depending on business performance and other factors.