Value Enhancement of the Business Portfolio Under the New Medium-Term Management Plan “SHINKA Plus ONE 2.0”

「Against this backdrop, in the current fiscal year, the second year of the medium-term management plan SHINKA Plus ONE 2.0, we are pursuing sustainable growth by maximizing the benefits of investments made under the previous medium-term management plan and working toward the medium-term consolidated management targets: consolidated revenue of at least ¥113.0 billion, consolidated operating profit of at least ¥5.0 billion, ROE of at least 8.0%, a recycling rate of at least 88.5%, and a reduction of at least 58% in industrial waste emissions compared with fiscal 2019. During the first quarter, we worked on initiatives including expanding nylon-spinning facilities for tile carpets, reducing manufacturing costs, and developing proprietary products.」

「Under these circumstances, in the fiscal year ending March 2027, the second year of the medium-term management plan “SHINKA Plus ONE 2.0,” we will pursue sustainable growth by maximizing the benefits of investments made under the previous medium-term management plan. We will advance initiatives toward achieving the medium-term consolidated management targets: consolidated net sales of at least ¥113.0 billion, consolidated operating income of at least ¥5.0 billion, ROE of at least 8.0%, a recycling rate of at least 88.5%, and a reduction of at least 58% in industrial waste emissions compared with fiscal 2019.」

「Under these circumstances, the TOLI Group is implementing the medium-term management plan “SHINKA Plus ONE 2.0” from the current fiscal year as Phase II toward achieving its long-term vision <TOLI VISION 2030>. The plan is positioned as the “challenge of further evolution” phase, in which the Group will maximize the benefits of investments made under the previous medium-term management plan, develop new growth strategies, implement strategies for its 3 business segments—① Interior, ② Global, and ③ Building Materials and Other—and strengthen the management infrastructure supporting their growth through ④ the value enhancement drivers strategy, with the aim of achieving sustainable growth for the TOLI Group.」

「The Group has established the long-term vision <TOLI VISION 2030> as its target state for fiscal 2030 and is implementing the medium-term management plan “SHINKA Plus ONE 2.0” as Phase II toward achieving it. “SHINKA Plus ONE 2.0” is positioned as the “challenge of further evolution” phase toward achieving <TOLI VISION 2030>. Along with maximizing the benefits of investments made under the previous medium-term management plan, the Group will pursue new growth strategies and aim for sustainable growth and value enhancement of the TOLI Group.」