Long-term growth strategy 1. Long-term growth strategy 'Mimaki V10'. In December 2020, Mimaki Engineering Co., Ltd. formulated the long-term growth strategy 'Mimaki V10' in the midst of the Corona pandemic. Pursuing a management vision of becoming an innovative development-oriented company that maximizes the individuality and ability of employees by aiming to lead the digitization of industrial printing with a consistent system of pre-process/print/cut/coat/post-process and product solutions unique to Mimaki. It focused on strengthening profitability and financial stability, achieving a V-shaped recovery from the low performance of the Corona pandemic, and aiming for further growth. In order to achieve this goal, it will focus on improving cost efficiency by improving the quality of ink, compressing fixed costs, and reforming production and sales systems in terms of profitability, and promoting growth by stacking the S-curve with new products in existing markets and expanding the FA business, 3D printers, and on-demand digital print solutions in terms of growth. In order to strengthen the financial foundation, it will work on improving inventory management and other measures. It aims to achieve an operating profit margin of 10%, an ordinary profit margin of 8%, and an average annual growth rate of 10% in sales by the end of March 2026.

So far, the company has continued to implement key measures according to the management vision such as market launch and sales expansion of new products, business development anticipating rapid changes in the market environment and customer needs, and building a foundation for improving profitability, achieving a V-shaped recovery from the Corona pandemic, and further building mechanisms and foundations for future growth. Currently, it continues to achieve double-digit profit growth, and its operating profit margin is improving towards the target of 10%, with the aim of achieving the goal of 'Mimaki V10' in sight. Therefore, to accelerate towards 'Mimaki V10', the group management policy for the end of March 2025 is to 'evolve' and position the year as one of evolution towards the new 'next-generation Mimaki' based on past challenges, steadily developing organizations and projects.

In December 2020, in the midst of the Corona pandemic, Mimaki Engineering Co., Ltd. formulated the long-term growth strategy 'Mimaki V10.' With the basic statement of 'Leading the digitization of industrial printing with a consistent system of pre-process/print/cut/coat/post-process and product solutions unique to Mimaki,' it pursues a management vision of becoming an innovative development-oriented company that maximizes the individuality and ability of employees, aiming to strengthen profitability and financial stability and achieve further growth. To achieve this goal, it will focus on improving cost efficiency in terms of profitability, promoting growth in terms of growth, and strengthening the financial foundation, including measures to improve inventory management. It aims to achieve an operating profit margin of 10%, an ordinary profit margin of 8%, and an average annual growth rate of 10% in sales by the end of March 2026.

So far, the company has continued to implement key measures according to the management vision such as market launch and sales expansion of new products, business development anticipating rapid changes in the market environment and customer needs, and building a foundation for improving profitability, achieving a V-shaped recovery from the Corona pandemic, and further building mechanisms and foundations for future growth. Currently, it continues to achieve double-digit profit growth and its operating profit margin is improving towards the target of 10%, with the aim of achieving the goal of 'Mimaki V10' in sight. Therefore, to accelerate towards 'Mimaki V10,' the group management policy for the end of March 2025 is to 'evolve' and position the year as one of evolution towards the new 'next-generation Mimaki' based on past challenges, steadily developing organizations and projects. For this purpose, the company will also promote management that takes into account capital costs and stock prices.

(Author: FISCO guest analyst Nobumitsu Miyata)