Bringing “Japanese Seeds Reaching the World” to Life

「Through this Transaction, we believe that, together with the Luxshare Group, we can promote production and sales tailored to each region, using Japan, our home market, China, Luxshare’s home market, and its global network as our platform, thereby enhancing corporate value over the medium to long term on the path from “SEED of Japan to SEED of the world.”」

「The medium-term management plan covering April 2024 to March 2027 sets out the goal of “achieving consolidated revenue of ¥50 billion and securing the production base needed to establish a presence in the global contact lens market.” In particular, the Group is addressing “maintaining competitiveness by building labor-saving production systems,” “pursuing safety and security through quality improvements,” “enhancing corporate value by rebuilding the corporate brand,” “promoting environmental management,” and “developing the business base by strengthening human resources” as priority issues for achieving its corporate goals.」

「The Group aims to achieve consolidated revenue of ¥50 billion and secure the production base needed to establish a presence in the global contact lens market. For the fiscal year ending March 2025, the first year of the medium-term management plan covering April 2024 to March 2027, the Group pursued “strengthening earnings power through a fundamental increase in production capacity,” “strengthening and providing services for domestic and overseas markets,” “manufacturing products to meet market needs,” “strengthening internal infrastructure and securing and developing human resources,” “promoting the SDGs,” and “stable shareholder returns” as growth strategies for achieving its corporate goals.」

「Against this backdrop, the Group aims to achieve consolidated revenue of ¥50 billion and secure the production base needed to establish a presence in the global contact lens market. For the fiscal year ending March 2025, the first year of the medium-term management plan covering April 2024 to March 2027, the Group is pursuing “strengthening earnings power through a fundamental increase in production capacity,” “strengthening and providing services for domestic and overseas markets,” “manufacturing products to meet market needs,” “strengthening internal infrastructure and securing and developing human resources,” “promoting the SDGs,” and “stable shareholder returns” as growth strategies for achieving its corporate goals.」

「Against this backdrop, in the fiscal year ending March 2024, the final year of the three-year medium-term management plan covering April 2021 to March 2024, the Group is continuing to pursue “Adding New Value to ‘Seeing’” by treating “strengthening market competitiveness and earnings power,” “trusted manufacturing,” “promoting the SDGs,” and “stable shareholder returns” as its most important initiatives, while expanding its overseas business scale and strengthening its earnings base by actively capturing the recovery in demand in countries overseas, with stable domestic growth as its core.」

「Against this backdrop, in the fiscal year ending March 2024, the final year of the three-year medium-term management plan covering April 2021 to March 2024, the Group is continuing to pursue “Adding New Value to ‘Seeing’” by treating “strengthening market competitiveness and earnings power,” “trusted manufacturing,” “promoting the SDGs,” and “stable shareholder returns” as its most important initiatives, while expanding its overseas business scale and strengthening its earnings base by actively capturing the recovery in demand in countries overseas, with stable domestic growth as its core.」

「Against this backdrop, in the fiscal year ending March 2023, the Group, which celebrated its 65th anniversary in October 2022, continued to pursue “strengthening market competitiveness and earnings power,” “trusted manufacturing,” “promoting the SDGs,” and “stable shareholder returns” as its most important initiatives in the second year of the three-year medium-term management plan, while seeking stable growth in Japan and a recovery in demand in countries overseas to expand its overseas business scale and strengthen its earnings base.」

「Against this backdrop, in the fiscal year ending March 2023, the Group, which celebrated its 65th anniversary in October 2022, continued to pursue “strengthening market competitiveness and earnings power,” “trusted manufacturing,” “promoting the SDGs,” and “stable shareholder returns” as its most important initiatives in the second year of the new three-year medium-term management plan, while seeking stable growth in Japan and a recovery in demand in countries overseas to expand its overseas business scale and strengthen its earnings base.」

「Against this backdrop, in the fiscal year ending March 2023, the second year of the new three-year medium-term management plan, the Group, which is celebrating its 65th anniversary, continued to pursue “Adding New Value to ‘Seeing’” as its basic initiative, centered on its core wholly domestically produced One Day Pure series, while seeking stable growth in Japan and a recovery in demand in countries overseas to expand its overseas business scale and strengthen its earnings base.」

「For the fiscal year ending March 2023, the Group will manage its business flexibly in response to the external environment while taking the medium-term management plan into account.」

「Against this backdrop, the Group announced the “Medium-Term Three-Year Management Plan (April 2021–March 2024): Adding New Value to ‘Seeing’” on 12 November 2021. For the fiscal year ending March 2022, the first year of the new three-year medium-term management plan, the Group is working to expand the scale of this business and strengthen its earnings base by pursuing stable growth in Japan, centered on its core wholly domestically produced One Day Pure series, while seeking a recovery in demand in countries overseas.」

「The Group announced the “Medium-Term Three-Year Management Plan (April 2021–March 2024): Adding New Value to ‘Seeing’” on 12 November 2021. For the fiscal year ending March 2022, the first year of the new three-year medium-term management plan, the Group is working to expand the scale of this business and strengthen its earnings base by pursuing stable growth in Japan, centered on its core wholly domestically produced One Day Pure series, while seeking a recovery in demand in countries overseas.」

「In sales, the Group has invested management resources to highlight the development capabilities, quality, and safety associated with “Made in Nippon” and “Japan Quality,” centered on its core wholly domestically produced One Day Pure series, and to translate these strengths into stronger future competitiveness by pursuing stable domestic growth, expanding sales specifications in overseas export markets, and developing new countries of operation.」

「For the fiscal year ending March 2021, the final year of the current medium-term management plan, the Group will manage its business flexibly in response to the external environment while taking the plan into account.」

「Against this backdrop, in the fiscal year ending March 2020, the second year of the three-year medium-term management plan, the Group is continuing to put “A New Challenge from Year 61: From Japan’s Seed to the World’s SEED” into practice by achieving stable growth in Japan and bold global expansion, centered on its core wholly domestically produced One Day Pure series, while expanding its business scale through wider sales channels and strengthening the business base that will support future growth.」

「Against this backdrop, in the fiscal year ending March 2020, the second year of the three-year medium-term management plan, the Group is continuing to put “A New Challenge from Year 61: From Japan’s Seed to the World’s SEED” into practice by achieving stable growth in Japan and bold global expansion, centered on its core wholly domestically produced One Day Pure series, while expanding its business scale through wider sales channels and strengthening its future growth base.」

「Against this backdrop, in the fiscal year ending March 2020, the second year of the three-year medium-term management plan, the Group is continuing to put “A New Challenge from Year 61: From Japan’s Seed to the World’s SEED” into practice by achieving stable growth in Japan and bold global expansion, centered on its core wholly domestically produced One Day Pure series, while expanding its business scale through wider sales channels and strengthening its future growth base.」

「For the fiscal year ending March 2020, the Group will focus on promoting sales of new and renewed products launched in the fiscal year ended March 2019, while highlighting the high quality of its products and its detailed product lineup, centered on its core product, One Day Pure Moisture Plus. In addition, it plans to launch a new multifocal lens product using a completely new optical design, add products to its existing lineup, strengthen its orthokeratology business under a joint commercialization agreement with TORAY INDUSTRIES,INC. and 株式会社ユニバーサルビュー, and begin overseas sales of the Group’s first daily disposable contact lenses made from silicone hydrogel material.」

「Against this backdrop, in the fiscal year ending March 2019, the first year of the new three-year medium-term management plan, the Group is working to put “A New Challenge from Year 61: From Japan’s Seed to the World’s Seed” into practice by achieving stable growth in Japan and bold global expansion, centered on its core wholly domestically produced One Day Pure series, while expanding its business scale and strengthening its earnings base.」

「Against this backdrop, in the fiscal year ending March 2019, the first year of the new three-year medium-term management plan, the Group is working to put “A New Challenge from Year 61: From Japan’s Seed to the World’s Seed” into practice by achieving stable growth in Japan and bold global expansion, centered on its core wholly domestically produced One Day Pure series, while expanding its business scale and strengthening its earnings base.」

「Against this backdrop, in the fiscal year ending March 2019, the first year of the new three-year medium-term management plan, the Group is working to put “A New Challenge from Year 61: From Japan’s Seed to the World’s Seed” into practice by achieving stable growth in Japan and bold global expansion, centered on its core domestically produced One Day Pure series, while expanding its business scale and strengthening its earnings base.」

「Against this backdrop, for the fiscal year ending March 2018, the final year of the three-year medium-term management plan, the Group is continuing to make active investments in management resources, with a “sales strategy,” “product strategy,” “strengthening production and development capabilities,” and “strengthening the management structure” as its most important initiatives, with the aim of translating these investments into responses to changing markets and stronger future competitiveness.」

「For the fiscal year ending March 2018, the final year of the three-year medium-term management plan, the Group is continuing to make active investments in management resources, with a “sales strategy,” “product strategy,” “strengthening production and development capabilities,” and “strengthening the management structure” as its most important initiatives, with the aim of translating these investments into responses to changing markets and stronger future competitiveness.」

「Against this backdrop, for the fiscal year ending March 2018, the final year of the three-year medium-term management plan, the Group is continuing to make active investments in management resources, with a “sales strategy,” “product strategy,” “strengthening production and development capabilities,” and “strengthening the management structure” as its most important initiatives, with the aim of translating these investments into responses to changing markets and stronger future competitiveness.」

「For the current fiscal year, the interim year of the three-year medium-term management plan, the Group will continue, as it did in the previous fiscal year, to make active investments in management resources, with a “sales strategy,” “product strategy,” “strengthening production and development capabilities,” and “strengthening the management structure” as its most important initiatives, with the aim of translating these investments into responses to changing markets and stronger future competitiveness.」

「For the current fiscal year, the interim year of the three-year medium-term management plan, the Group is continuing to make active investments in management resources, as it did in the previous fiscal year, with a “sales strategy,” “product strategy,” “strengthening production and development capabilities,” and “strengthening the management structure” as its most important initiatives, with the aim of translating these investments into responses to changing markets and stronger future competitiveness.」

「The Company formulated a three-year medium-term management plan beginning in the fiscal year ending March 2016 and positioned the three-year period as one in which it would bring “Japan’s Seed Expanding Worldwide” to life, identifying a “sales strategy,” “product strategy,” “strengthening production and development capabilities,” and “strengthening the management structure” as its most important initiatives.」