Management StrategyManagement Strategy
Medium- to long-term management plan
"ORGANO 2030"
Based on our performance up to the last fiscal year and the outlook for future demand, we have updated our performance targets up to fiscal year 2030 as part of our medium- to long-term management plan. We have also reviewed each initiative as necessary, in order to realize our long-term vision while responding to changes in the business environment. We will continue to strengthen our global presence by enhancing our geographic portfolio through a combination of organic and inorganic growth initiatives, including the expansion of both our business portfolio and our operations in the United States.
| Targets | |
|---|---|
| Net sales | 260 billion yen or more(Base CAGR 7% or higher) |
| Operating profit ratio | 18-20%Maintain current strong profitability |
| ROE | >= 20%Maintain the current high ROE in the short term |
| ROIC | >= 15%Pursue greater efficiency in delivering large-scale projects |
Growth Roadmap by Division
Growth Strategy Viewed from Market, Business, and Geographical Transformation
Focus on the advanced semiconductor market, where investment remains active. To expand delivery capacity and accelerate the development of new technologies and services, enhance our global engineering organization, and strengthen our capability to develop cutting-edge technologies, reduce costs, and develop new businesses.
Strengthen our solutions business, which forms the foundation of our earnings, while working to enhance our functional products and materials. Enhance our after-sales service network and accelerate the development of advanced solutions that address customer needs related to digital applications, sustainability initiatives, and labor shortages.
Accelerate the strengthening of our organization to support the advanced semiconductor markets in Taiwan and North America. At the same time, refine our global strategy through the restructuring of our deployment strategies in China and ASEAN markets, and the development of new markets such as India.
Key Measures
Strengthening Management Capital
Investing in Non-financial Capital to Support Sustainable Growth
To improve our corporate value over the medium to long term, we must strengthen not only financial capital but also non-financial capital such as intellectual property, human resources, and the environment. We are accelerating the input of each capital type to achieve reliable results.
- R&D Center (R&D and technology development site)
- Established a research site in Taiwan
(as of March 31, 2026)
- Adopt GHG emission calculation tool
- Consider GHG reduction measures and transition plans
- Establish working group
- Understand water usage and wastewater volumes at each site and the reasons for increases/decreases
- Establish and operate an environmental conservation structure that includes water usage
- Develop products and services that contribute to water environment conservation
