RYODEN's Vision

Medium- to Long-term Management Plan ONE RYODEN Growth 2029|2034

Introduction

We have formulated a Medium -to-Long term Management plan, ONE RYODEN Growth 2029 | 2034, which covers the five-year period from FY2025 - 2029.

ONE RYODEN Growth 2029 | 2034 is based not only on our backcasting perspective from 2047, when we will become a 100-year company, but also on the forecasting perspective based on our past achievements and challenges. The previous medium-term management plan, “ICHIGAN 2024,” is considered the first phase of the plan while the five-year period beginning in 2025 comprises the second phase, and the five-year period beginning in 2030 will be the third. Under ONE RYODEN Growth 2029 | 2034 , we shall aim to achieve both social and economic value by continuing to create new value alongside all of our stakeholders via our corporate activities, in order to realize our new vision of An Excellent Company Co-Creating the Future, then steadily implement this plan to realize the sustainable enhancement of corporate value.

Overview of the Medium- to Long-term Management Plan

2.中長期経営計画の全体像

Business Environment Recognition and Megatrends

Aiming to become a "100-year company" by 2047, we have defined six megatrends, including demographic and technological changes, based on our backcasting approach. We have redefined our vision to create value together with all stakeholders in these uncertain times and continue evolving into a globally respected company.

3.経営環境認識とメガトレンド

Materiality (Material Issues)

To realize our vision, we have identified six materialities (material issues) to be prioritized by the Group, based on the idea of addressing social issues through our corporate activities and aiming for sustainable enhancement of corporate value by achieving both social and economic value.

4-1マテリアリティ
4-2.マテリアリティ
4-3.マテリアリティ
4-4.マテリアリティ
4-5.マテリアリティ
4-6.マテリアリティ

Strengths (core competencies) the Company should leverage to address material issues

In addition to our traditional ability to identify and solve problems, we have newly redefined "value creation," "value provision," and "value circulation" as our strengths (core competencies). We will implement and demonstrate organizational capabilities that accelerate the resolution of material issues.

5.当社が発揮すべき強み

Positioning of the Medium- to Long-term Management Plan

Having transformed into a business creation company, we will grow. 
We will accelerate growth as a business creation company to sustainably enhance corporate value.

6.中長期経営計画の位置づけ

Basic Policy of the Medium- to Long-term Management Plan

To realize our vision and sustainably enhance corporate value, we will reinforce our three strengths and advance six management strategies.

 

An Excellent Company Co-Creating the Future

7.基本方針

Financial and Non-financial Targets

Financial Targets

8-1

 Growth Investment and Shareholder Returns 

8-2

Non-financial Targets

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8-4

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