Transformation of the business structure centered on expanding business areas

「We view the growth of the mail-order market and changes in demand for paper materials driven by the shift away from plastics as business opportunities. In our core Package Solutions Business, we are actively introducing products for the packaging materials and product packaging fields and have begun entering new areas.」

「The Group regards the growth of the mail-order market and changes in demand for paper materials resulting from the shift away from plastics as business opportunities. In its core package solutions business, it is working to strengthen its business foundation by actively introducing products for the packaging-materials and product-packaging fields and beginning to enter new domains. In addition, in February 2026, it placed the Nara Shinjo Plant No. 2, hereinafter the “new plant,” into operation in western Japan, consolidating the functions of the package solutions business and the mailing & digital solutions business. The Group aims to increase production capacity and create synergies between the businesses while improving its ability to respond to customer needs and strengthening its foundation for medium- to long-term growth.」

「Through these initiatives, we are working to increase production capacity and create synergies between businesses, while enhancing our ability to respond to customer needs and strengthening the foundation for medium- to long-term growth.」

「The Company has advanced initiatives to improve and upgrade its production system, including commencing construction of a new plant to strengthen the functions of the package solutions business and the mailing & digital solutions business. It has also implemented measures to expand its operations by making a Vietnamese paperboard packaging manufacturer a subsidiary.」

「Under its long-term vision, “IMURA VISION 2030,” the Company aims to become “a corporate group with diverse growth engines through rebuilding its business foundation” and has identified the creation of new growth engines as a priority. The Company has decided to make SLP, which has more than 20 years of experience in the packaging field, a subsidiary in Vietnam, where particularly strong growth is expected in Southeast Asia.」

「From the first quarter of the current consolidated fiscal year, the Company changed the name of the former “Mailing Services Business” to the “Mailing & Digital Solutions Business” and transferred the “Information Systems Business,” previously included under “Other,” into the “Mailing & Digital Solutions Business.” The organizational change was made to strongly promote new services integrating print media and digital technologies in response to the expansion of the BPO business.」

「The Company will build a strong business foundation by further accelerating transformation and innovation, establish a trajectory of sustainable growth, and further enhance corporate value.」

「In terms of earnings, despite rising material prices, operating income was ¥826 million, up 19.1% year on year, partly due to reduced subcontract processing costs through the promotion of in-house production and lower fixed costs.」

「In terms of earnings, despite rising raw-material prices, operating income was ¥737 million, up 18.7% year on year, owing to reduced subcontract processing costs through the promotion of in-house production and lower fixed costs.」

「To achieve the management targets set out in the medium-term management plan and realize the desired state set out in the long-term vision, “IMURA VISION 2030,” the Group will undertake the following 7 initiatives: ① reduce costs through production reform and strengthen cost competitiveness through business-process reform; ② create new added value by expanding the value chain and diversifying business functions in the mailing services business; ③ contribute to the development of a sustainable society by providing paper-based solutions to reduce plastic use; ④ develop new markets and expand existing businesses by integrating existing services with digital technologies; ⑤ promote business reform through digital transformation (DX); ⑥ reform the corporate culture by sharing the corporate philosophy (internal branding), and transform the corporate image through a company-name change (external branding); and ⑦ reinforce a performance-based evaluation system by enhancing the operation of the job-grade and competency-evaluation systems and introducing a new qualification system for professional functions.」

「The Company decided to make Hashimoto Corporation Co., Ltd. a wholly owned subsidiary because the acquisition of all its shares is expected to support stable operations in the package solutions business and the integration and efficiency gains of operations through in-house production of the printing process.」

「(Package solutions business) In terms of earnings, in addition to promoting in-house production and improving productivity, the improvement in profitability described above contributed to operating income of ¥757 million, up 21.5% year on year.」

「(Package solutions business) In terms of earnings, in addition to promoting in-house production and improving productivity, the improvement in profitability described above contributed to operating income of ¥688 million, up 3.8% year on year.」

「The Company launched the new three-year medium-term management plan, “IMURA VISION 2030 Stage I,” with the basic policy of “realizing a new growth trajectory through transformation and innovation, and providing the highest added value to all stakeholders by further enhancing corporate value.”」

「The Company will work to rebuild its business foundation by shifting from volume to added value, strengthening e-commerce sales, rebuilding production sites with smart factories in mind, and executing a decisive cost-leadership strategy in the package solutions business.」

「Profitability improved substantially as a result of cost reductions through the rationalization of the production system, including reviewing personnel allocation and optimizing the placement of machinery and equipment, fixed-cost reductions through the closure of unprofitable plants, reductions in variable labor costs and selling, general and administrative expenses in response to the COVID-19 pandemic, and the penetration of various sales initiatives focused on profitability, including a review of unprofitable projects. Operating income was ¥886 million, up 36.8% year on year.」

「Profitability improved substantially as a result of cost reductions through the rationalization and restructuring of the production system pursued since the previous fiscal year, including a review of personnel allocation and the optimal placement of machinery and equipment; reductions in fixed costs through measures such as closing unprofitable plants; reductions in variable labor costs, personnel expenses and selling, general and administrative expenses in response to the COVID-19 pandemic; and the broad adoption of various profitability-focused sales measures, including the review of unprofitable projects. Operating profit was ¥937 million, up 30.5% year on year.」

「In terms of earnings, operating income was ¥87 million, up 65.9% year on year, as a result of expanding business domains, particularly through entry into planning and design.」

「Strengthening the earnings power of the mailing services business through structural reform」

「Advancing business structure transformation centered on expanding business domains」