Mid-term Management Plan
Mid-term Management Plan 2025
As an action plan to achieve our "Medium- to Long-Term Management Goals 2030," we have formulated the five-year "Medium-Term Management Plan 2025" starting from fiscal 2021.
Basic Policy
Sustainable growth towards becoming a "Daily Living Platform"
The "Medium-Term Management Plan 2025" is based on the basic policy of "sustainable growth toward becoming a 'Daily Living Platform,'" and will address three main issues to realize the society we envision in our "Long-Term Management Vision 2050: The Future, Wrapped for All."
Three Major Challenges and Measures
- Seeking continuous growth in existing business domains
- Exploring, commercializing and monetizing new growth opportunities
- Enhancing management foundation to support growth
Main Issue 1: Continuous growth in existing business areas
From the perspective of sustainable growth and the two pillars of "responding to diversity" and "realizing a sustainable society," we aim to achieve sustainable growth in our existing business areas by decisively reviewing our business portfolio without being bound by our existing business structure.
Expanding our existing fields by allocating more facilities
and human resources to growth areas
- The table can be scrolled left and right
Responding to Diversity
Provide products and services in line with changes in society, particularly in post-COVID-19 society
Creating a Sustainable Society
Allocate more resources for developing and delivering eco-conscious products and services
Diverse lifestyles
- Products that provide the fun and convenience of cooking
(Pouch/Delivery carton/Canned food) - Products that create a relaxing time
(Aluminum cans and glass products for home drinking/display components for mobile phones and televisions)
Supporting comfortable and clean living
- e-commerce products
- Antiviral/hygiene products (pouches/disinfectant products)
Reducing environmental impact and information disclosure
- Lightweight and biomass-based
- Resource and energy conservation in manufacturing processes
- LCA information disclosure
Contributing to a decarbonized society
- Automotive battery materials
A solution to the shift away from plastic
- Addressing the growing global demand for additional can manufacturing lines
Key Issue 2: Exploring, commercializing and monetizing new growth opportunities
We will build a new social infrastructure by identifying diverse social needs and new challenges, such as changes in people's lifestyles and the need to reduce environmental impact, and by creating new businesses in the areas of "food and health," "comfortable living," and "environment, resources, and energy" based on the technologies we have cultivated, including "materials development," "molding and processing," and "engineering."
In the areas of "food and health," "comfortable living," and "environment, resources, and energy"
Creating new businesses and building new social infrastructure
- The table can be scrolled left and right
Responding to Diversity |
Creating a Sustainable Society |
|
Business area |
[Food and Health] [Comfortable Living] |
[Environment, Resources, and Energy] |
social issues |
|
|
Create and implement new schemes to solve social issues |
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Measures |
|
|
product
|
Exploring business opportunities to achieve safety, security and fulfillment in daily lives
|
Creating a platform to reduce environmental impact throughout the entire value chain
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Key Issue 3: Enhancing management foundation to support growth
We will enhance management resources and strengthen governance to ensure sustainable growth.
We will enhance our management resources and strengthen our corporate governance
to achieve a continuous growth.
Technology and Development
Through co-creation with partners and the exploration of new technologies
Promoting research and development for business creation
- Co-creation with customers and suppliers
- Joint research with universities and research institutes
- Open innovation with startups
IoT and DX
Through the use of digital technology
Transforming the value chain and expanding business areas
- Transformation into smart factories and offices that realize the automation of production systems and the efficiency of business processes
- Promoting data sharing across the entire supply chain
- Application and development to expand business areas
Human Resources
Leading to new value creation
Establishment of a human resources platform
- Fostering an organizational culture where everyone can thrive and make the most of their individuality, regardless of nationality, human rights, gender, disability, career, etc.
- Optimal allocation and development of human resources who can "compete and take on challenges" globally
- Realizing flexible working styles that adapt to changing life stages
Organization
To live up to the trust of society
Strengthening corporate governance
- Establish an efficient organizational management system that takes into account changes in business structure
- Strengthening information dissemination and disclosure systems
- Consideration of a performance-linked stock compensation system
Road Map for Continuous Growth
Using the packaging container business as a foundation, we aim to expand our value chain in the engineering, filling, and logistics fields, and to grow our Steel Plate Related Business and Functional Material Related Business in optical and battery materials, etc., while creating new mechanisms for solving social issues in new business fields, aiming for sales of 1 trillion yen by fiscal 2030.
Investment and Financial Policy
We will use the cash generated from business activities and asset reduction to invest in future growth and strengthen our foundations.
Investing in future growth and platform enhancement with the cash generated
from business operations and asset reduction initiatives
Investment
Investing ¥330 billion (including M&A) towards the "Daily Living Platform"
- Investments to reduce environmental impact and increase environmental value
- Building a system across the entire value chain that goes beyond packaging container manufacturing
- Strengthening the foundations of existing business areas that require focus
- Business creation and development, including co-creation with business partners and startups, focusing on the areas of "food and health," "comfortable living," and "environment, resources, and energy."
- Promotion of IoT and DX, development of new technologies, human resource development, etc.
Capital
Generate operating cash flow of approximately 380 billion yen during the medium-term management plan period
Selling strategically held shares worth 40 billion yen and using the proceeds to invest in growth areas
Investment Breakdown
| the purpose | Estimated amount (billion yen) | remarks | |
|---|---|---|---|
| Exploring, commercializing and monetizing new growth opportunities |
Main investment objectives
|
160 | |
| Seeking continuous growth in existing business domains |
Strengthening the foundations of existing business areas that require focus |
150 | When updating equipment, we will do our utmost to reduce the environmental impact and reduce manpower and labor required. |
| Enhancing management foundation |
Promotion of IoT and DX, development of new technologies, human resource development, etc. |
20 | |
| Total |
330 |
||
The above is a guideline at the time of planning, and the breakdown will be reviewed from time to time depending on factors such as progress and timing of business opportunities, and investment decisions and implementation will be made accordingly.
Financial Targets
In fiscal year 2025, the final year of this medium-term management plan, we aim to achieve net sales of 850 billion yen, operating profit of 50 billion yen, EBITDA of 110 billion yen, and an ROE of 5%.
- During the period of this medium-term management plan, we plan to sell strategically held shares worth approximately 40 billion yen, but the impact of this sale is not included in the above numerical targets.
Policy of Rewarding Shareholders
During the period of this medium-term management plan, we will return profits to shareholders with a target total payout ratio of 80%.
Investing in future growth opportunities while providing a sufficient return to shareholders
During the period of this medium-term management plan, we will return profits to shareholders with a total return ratio of approximately 80%.
Dividends
Aim for a consolidated dividend payout ratio of 50% or more
The minimum price per share will be 46 yen, and the price will be increased gradually.
Share repurchase
Implement flexibly
- In principle, extraordinary gains and losses from asset sales, etc. are not taken into account when calculating the total payout ratio and consolidated dividend payout ratio.