Medium-Term Management Plan (FY2026-FY2030)

Under the preceding Medium-Term Management Plan (2023-2025), we made proactive capital investments to expand our product lineup, enhance production capacity, and broaden the value we provide. We see the period covered by the current Medium-Term Management Plan as a time for solidifying the groundwork required to achieve our corporate Purpose: bolstering social prosperity and creating satisfaction through packaging. We will establish business foundations for the next generation and strengthen ties with stakeholders. Targeting net sales of 120.0 billion yen, we are pursuing sustained high quality growth by balancing the goals of business expansion and improved capital efficiency.

The Medium-Term Management Plan (2026-2030) has been formulated based on assessing the risks and opportunities associated with our macro environment, stakeholder demands, and needs, and reflecting issues carried over from the previous Medium-Term Management Plan.

We have set the following quantitative targets with the aim of realizing high-quality management and a virtuous cycle of growth and shareholder returns.

In line with the basic policy—providing value exceeding customer expectations by maximizing our strengths as a manufacturer engaged in direct sales—we plan to achieve growth in all four main product lines. With regard to net sales, we will focus on achieving growth in overseas markets while continuing to expand, in particular, sales for paper cartons.

Measures for each product line have been formulated by combining our strengths and the growth opportunities in each product line with strategies to expand sales channels and improve profitability. We will pursue accelerating growth by proposing bundled sales and solutions based on our unique strengths as a comprehensive packaging manufacturer.

We have identified four priority themes (hiring, placement, skills development, utilization, and comfortable work) under the basic policy of inspiring the best of individual strengths to build a strong organization for continuous growth. By implementing measures based on these themes, we will increase employee engagement and evolve into an organization with increased productivity.

We will steadily implement the plan-do-check-act (PDCA) cycle for each measure based on KPIs selected to improve productivity and strengthen employee engagement.

A crucial goal is to improve our market valuation by improving capital efficiency while also investing in growth, based on the three foundations of management conscious of capital costs, capital structure optimization, and shareholder returns to optimize the balance sheet.

We will strive to improve capital efficiency and to achieve growth through the optimal allocation of net cash generated by operating activities and debt financing to growth investment and shareholder returns.

By shifting to an approach of balance sheet management based on an awareness of capital efficiency, we will implement our highest-ever level of shareholder returns.

To achieve the corporate Purpose, we are implementing various practical measures based on recognized materialities. Under the current Medium-Term Management Plan (2026-2030), we will steadily implement new measures that link increased profitability and reduced risk, thereby establishing a solid management base for sustained growth in corporate value.