Sustainable Growth and Medium- to Long-Term Enhancement of Corporate Value

「The target of a PBR above 1x has been achieved, while we will continue to pursue the early achievement of ROE of 8% or higher.」

「Based on the new growth strategy “Revive Vision 2030,” formulated in 2024, we are steadily implementing initiatives to transform our business portfolio, reform our structure and improve capital efficiency.」

「Under the new growth strategy, fiscal 2024 through fiscal 2026 constitute Phase I and fiscal 2027 through fiscal 2030 constitute Phase II. We have set a target ROE of 8% or higher for fiscal 2026 and 12% or higher for fiscal 2030 and aim to achieve them.」

「From the first quarter of the current consolidated fiscal year, we changed our reporting segments in line with an organizational change intended to shift from the conventional “product-based” structure to a “market-based” structure, in order to accelerate solutions provision as the “ ‘Light’ Solutions Company” we aspire to become in 2030.」

「To achieve the 2030 Vision of becoming a “ ‘Light’ Solutions Company,” as set out in the previous medium-term management plan, and the quantitative targets of sales of ¥250 billion, an operating margin of 12% or higher and ROE of 10% or higher, we have positioned this medium-term management plan as a period for “planting the seeds of growth.”」

「Our group’s Mission is to “promote the use of light as illumination and energy and support people’s happiness and the development of society” through the technologies we have refined since our founding. We have defined our desired future state, or Vision, as becoming a “ ‘Light’ Solutions Company” that expands economic value and achieves sustainable increases in corporate value by helping solve social issues.」

「In the medium-term management plan announced in July 2020, we positioned the initiative as a “second attempt to lay the foundations,” sought to transform our earnings structure toward sustainable growth through fiscal 2022, and set out a path to realizing our fiscal 2030 Vision, “Becoming a ‘Light’ Solutions Company.” As part of this, we decided to make a major shift in management policy from “independent (individual optimization)” to “collaborative (overall optimization),” and in addition to “offensive strategies” and “defensive strategies” in each business area, we established a “coordinating strategy” to achieve overall optimization.」

「With a view to achieving sales of ¥250 billion and an operating margin of 12% or higher in fiscal 2030, we will clarify the path to fiscal 2030 in this medium-term management plan as we again work to lay the foundations for sustainable growth.」

「We recognize that realizing the aspirations set out in our corporate philosophy and achieving sustainable growth and medium- to long-term increases in corporate value will lead to the satisfaction of all stakeholders. To achieve this, we will work to strengthen corporate governance that ensures transparency and efficiency in management and enables swift, bold decision-making.」

「We recognize that realizing the aspirations set out in our corporate philosophy and achieving sustainable growth and medium- to long-term increases in corporate value will lead to the satisfaction of all stakeholders. To achieve this, we will work to strengthen corporate governance that ensures transparency and efficiency in management and enables swift, bold decision-making.」

「Against this backdrop, Ushio Inc. has decided to conduct a special early-retirement program in order to address workforce optimization, win global competition going forward, and increase corporate value over the long term.」

「We recognize that realizing the aspirations set out in our corporate philosophy and achieving sustainable growth and medium- to long-term increases in corporate value will lead to the satisfaction of all stakeholders. To achieve this, we will work to strengthen corporate governance that ensures transparency and efficiency in management and enables swift, bold decision-making.」