Long-term Management Vision and Mid-term Management Plan
Long-term Management Vision (Published in May 2020)
The Hokuetsu Group (the "Group") formulated the Long-term Management Vision "Vision 2020" in May 2011, aiming to develop into a global business group in accordance with the 2020 corporate image target, and has succeeded in obtaining definite results. Now, we have formulated a new Long-term Management Vision, "Vision 2030," with the goal of further continuous growth as a global business group.
- Basic Policy
In a business environment that is subject to major changes, the Group and all its stakeholders will aim for continuous growth by promoting management with effective governance and compliance, and developing and providing services and products that are both high quality and cost-competitive through environmentally-friendly business activities. - Name of the Vision
Vision 2030 - Period of the Plan
April 1, 2020 through March 31, 2030 (10 years) - Consolidated management indicators
■ A business group that contributes to sustainable social development based on environmental management
■ A business group that makes use of diverse human resources and the latest technology to challenge ourselves in new business fields in step with the times
■ A business group made up of people working proactively with dreams, hopes and pride
Medium-term Management Plan (Published in May 2026)
The "Medium-term Management Plan 2030" has been formulated as the final stage toward the realization of the Group image set out in the Long-term Management Vision "Vision 2030."
- Name of the Plan
Medium-term Management Plan 2030 - Period
April 1, 2026 through March 31, 2030 (4 years) - Target Consolidated Management Indicators (FY2029)
Net sales:350 billion yen
Operating profit:24 billion yen
Profit attributable to owners of parent:17 billion yen
ROE:8.0%
Net D/E ratio:0.7 or lower - Investment Plan
Total Investment: 150 billion yen
(Growth & Improvement Investment: 40 billion yen; Maintenance & Renewal Investment: 60 billion yen; Strategic Investment: 50 billion yen) - Basic Policy
■ Accelerating the business portfolio shift
・We will accelerate the business portfolio shift decisively, focusing on developing new businesses that could become future core pillars and expanding exports, with the aim of achieving sustainable growth for the Group.
・We will proactively explore domestic and international M&A opportunities and new business development to expand the scale of our operations.
■ Establishing competitive advantages by strengthening competitiveness
・Our key strategies for strengthening competitiveness are centered on reinforcing the foundations of our existing businesses and commercializing our environmental initiatives. Even amid the declining domestic printing and communication paper market, we will aim to secure profitability, pursue a stable production system, and expand our market share.
・We will strengthen our industry-leading environmental initiatives, pursue competitive advantages primarily through CO2 emission reductions and cutting-edge environmental businesses, and establish our position as a preferred partner for customers in the paper manufacturing industry.
■ Value creation through sustainable management
・We will promote initiatives to address climate change and advance the environmental business, while integrating sustainability efforts directly into business operations to maximize corporate value.
・As a people-focused business group, we will promote diversity and enhance organizational creativity. At the same time, through business activities that respect human rights, we will build a resilient organization capable of turning changes in the business environment into opportunities to drive corporate evolution.
・We will aim to maximize our earning capabilities and enhance corporate value by strengthening corporate governance.