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Long-term Vision / Medium-term Business Plan

Based on the five elements of the Management Philosophy, including “Grow Together with Our Customers,” the AMADA Group formulated its vision for 2030 as “Long-term Vision 2030” and published it in May 2022. In May 2023, we also formulated the “Medium-term Business Plan 2025” for the three years from FY2023 as a concrete action plan aimed at realizing sustainable growth and enhancing corporate value.

Our Management Philosophy

  1. Growing Together with Our Customers
  2. Contribute to the international community through our business
  3. Develop human resources who pursue creative and challenging activities
  4. Conduct sound corporate activities based on high ethics and fairness
  5. Take good care of people and the earth’s environment

Social contribution through manufacturing
Customer’s best partner in manufacturing

Long-term Vision / Medium-term Business Plan

Developing new products to
solve social issues

  • Reduction of environmental impact /
    Increased productivity
  • Less skill required
  • Factory visualization

For the Long-term Vision 2030

Sowing seeds for expansion of
business areas into growth sectors

Expanding into
new business areas

Monetization in new business areas and further expansion of existing sectors

Long-term Vision 2030

FY2030
Sales: 500 billion yen, ROE: 10% or higher

3 Priority Items and 3 Growth Strategies for Long-Term Vision 2030

Promote Management Aiming at
Value Enhancement and Sustainable Growth

Medium-term Business Plan 2025

FY2023-2025
Sales: 400 billion yen,
Operating margin: 16%,
ROE: 8% or higher
Increase earnings through new products and activities
and thoroughly strengthening the management foundation

Four basic strategy policies

1. Achievement of the medium-term goal of 400 billion yen sales
1. Expansion of market share and Profit through New Products

In February 2023, we launched new products in approximately 80% of the main sheet metal products. Given the current environment surrounding our customers, new models are focused on increasing productivity, improving processing accuracy, and contributing to the environment. The new products have high profit margins, which is key to increasing revenue and improving profitability.

    • High-speed,
      high-quality lasers
      Evolution of
      optical technology
    • Light manipulation
      technology
    • Laser welding
      line-up expanded
    • New NC operation system with advanced
      technology and four "e" functions.
    • Electric servo
      bending machine
    • Automation
    • Inter-process
      transfer
    • Manufacturing DX Solutions
2. After-sales Service Business Enhancement

The after-sales service business is one of our strengths that is resilient to economic fluctuations and ensures stable earnings.
In the after-sales service business, we will expand the business based on five services that support customer production.

After-sales Service
Business
Enhancement
  • Customer support system

    Reconstruction of direct
    service system using DX

  • Production technology support business

    Production technology
    support to boost
    productivity

  • Retrofitting business

    Add mechatronics and
    safety performance to
    machines
    already delivered
    and open up new markets in
    Japan and overseas

  • Factory automation

    Upgrade automation equipment and
    management functions

  • Cloud business

    Use the Cloud to provide
    support for customer
    activities

3. AGIC Utilization Strategy

We established the new AMADA Global Innovation Center (AGIC), which is our new facility for attracting customers. It is a place where customers can work with AMADA engineers to solve their current processing problems or develop a technology to enter new markets.

AGIC Utilization Strategy Solve
the Current Issues and Create the Future

  • Innovation SITE

    Experience the value that customers expect with the latest technology of the “present”Penetration of new product effects

  • Innovation LABO

    Verify the customer’s manufacturing and take on the challenge of the processing technology of the “future”Expansion of new markets

2. Starting of activities for long-term growth strategy
1. Expansion in New Areas through Laser Technology

The AMADA Group adopted and commercialized laser technology early on. In the past, our mainstay sheet metal business was focused on iron and stainless steel processing. However, going forward, we will take on the challenge of expanding our business areas targeting highly reflective materials such as copper and aluminum, as well as non-metallic materials and micro processing to be used in growth industries.

2. Strategy for Overseas Market Expansion

Our current distribution of sales is 40% in Japan and 60% overseas, but this is expected to be 35% in Japan and 65% overseas in Long-term Vision 2030. To establish the overseas supply structure to support this, we will improve costs, lead time, and inventory through local production for local consumption, while improving profitability at the same time.

Global manufacturing reform to strengthen our supply structure and improve profitability

Quick delivery system through local production for local consumption, common quality globally, cost competitiveness reinforcement, and appropriate inventory (SCM strategy) reinforcement

  • Japan
  • North America
  • Europe
  • Asia
3. Medium-term Strategic Investment Plan

Shift the purpose of investment from tangible assets mainly for expansion of production capacity to soft aspects of business such as DX, technology development, the environment and human resources.

R&D and M&A
Approx. 50 to 60 billion yen		 R&D: Construction of new processing technologies, shift to soft aspects and Green products
Synergy development: Strengthening of the Group for market strategy and manufacturing strategy
M&A: Accelerate the speed of expansion into new business
Supply system
Approx. 20 to 30 billion yen		 Supply strategy in Asia (including global procurement)
Supply strategy in Europe and America (Automation system reinforcement)
Shift to IT and DX
Approx. 10 billion yen		 Global CRM construction, security investment, manufacturing and supply linkage system construction
Human resources
investment
Approx. 10 billion yen		 Technology education centers, reskilling, DX and global human resource development
Environmental investment
Approx. 10 billion yen		 Business sites, ECO products, manufacturing efficiency improvement
Total
Approx. 100 to 120 billion yen		 Medium-term Business Plan 2025
3. Capital policy
1. Cash Allocation
Strategic investment /Renewal investment Approx.
100 to 120 billion yen
Working capital Approx.
100 billion yen
Shareholder returns Approx.
100 to 120 billion yen
2. Shareholder Return Policy

(1)Set a consolidated dividend payout ratio of 50% as a guideline and determine the annual dividend within the range of around 3% to 4% Dividend on Equity Ratio (DOE)

(2)Assume a purchase of treasury shares of 40 billion to 60 billion yen and conduct the purchase of treasury shares on an ongoing and gradual basis, taking into account cash flow conditions and other factors

4. ESG Management and Structure Reinforcement
Indicator FY2022 FY2025 FY2030
Environment Product CO2 reduction 811,635 t-CO2
(FY13)		 50% reduction
(from FY2013)		 50% reduction
(from FY2013)
Office
CO2 reduction		 59,185 t-CO2
(FY13)		 70% reduction
(from FY2013)		 75% reduction
(from FY2013)
Social Education and training hours per person 33.4 hours
(AMADA)		 40 hours
(Group in Japan*)		 45 hours
(Group in Japan)
Number of female managers 15
(Group in Japan)		 24
(Group in Japan)		 40
(Group in Japan)
Rate of female new graduates hired 20.4%
(Group in Japan)		 25%
(Group in Japan)		 25%
(Group in Japan)
Rate of paid leave acquisition 68.4%
(AMADA)		 80%
(Group in Japan)		 100%
(Group in Japan)
Rate of childcare leave acquisition Male/Female 60.9%/100%
(Group in Japan)		 70%/100%
(Group in Japan)		 100%/100%
(Group in Japan)
Governance Securing the diversity of the Board of Directors Independent
Outside Directors: 4/9, Female directors: 1		 Improvement of diversity Maintenance and improvement
Reconsideration of officer remuneration and systems – Introduction of medium- to long-term incentive plans Strengthening of
responsibility
structures
*Group in Japan: Five companies of AMADA, AMADA MACHINERY, AMADA WELD TECH, AMADA PRESS SYSTEM and AMADA TOOL

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