Positioning of the 2025–2027 Medium-Term Management Plan Financial Targets Six essential features set out in the new Medium-Term Management Plan Target Business Portfolio for 2030 Positioning of the 2025–2027 Medium-Term Management Plan To attain the 2030 Vision, the Group works as one team toward new value creation and business expansion We have been systematically advancing our business to realize our Vision of "Creating robust, people-friendly cities around the world." While our previous Medium-Term Management Plan was positioned as an "Internal Investment Phase" focused on building a foundation for growth, our current plan is positioned as the "Powerful business expansion phase" to drive further business expansion. 2025–2027 Medium-Term Management Plan 2030 Vision Roadmap to achieving Vision 2030 Basic Policies of the Medium-Term Management Plan We have established four basic policies to achieve our goals of "increasing revenue and sales" and "maximizing corporate value." Financial Targets Consolidated net sales Operating margin Market cap Stock price Six essential features set out in the new Medium-Term Management Plan 1Establishment of sustained revenue streams Developing more solid pricing policies and proposals of high value-added products to increase profit margin Expanding subscription services to advance preventive maintenance and secure steady revenue Making company-wide improvements on prime costs through greater production and sales efficiency 2Contributions to the environment and recycling-based societies Developing innovative environmental products such as AI-driven sorting machines and lithium battery removal devices Developing advanced systems for material handling, crushing, and segregation geared toward waste recycling Working collaboratively with municipalities and private businesses on the social implementation of the environment business 3Faster launch of global operations mostly in the ASEAN market Establishing international offices mostly in ASEAN, China, and Taiwan Building systems for product supply, technical support, and services that suit each country’s market needs Establishing standards for responsible procurement and quality as a global enterprise 4Product evolution and quality enhancement Developing products designed chiefly for automation, labor reduction, and remote operation Making effective use of quality guidelines and problem databases to improve quality Offering products and services designed to bolster customers’ safety, sense of reassurance, and satisfaction 5Human resource development and co-creation with partners to enhance the quality of services Hiring and training young human resources and enhancing skill transfer programs Stabilizing supply chains through joint training and safety assistance with contractors Providing work environments designed to support diverse workstyles 6Management transparency and stronger governance Making effective use of ERP and other tools to visualize information and speeding up management decision-making Working collaboratively with Group companies to pursue total optimization Establishing a management foundation that prioritizes sustainability Target Business Portfolio for 2030 We will transform our business operations in our existing domestic AP, BP, environmental, and conveying businesses. In areas targeted for further development, such as overseas AP, crushers, and contract manufacturing, we will leverage the Group's technologies to pursue scale expansion. Furthermore, we will continue to form alliances through M&A and explore new growth areas. Target Business Portfolio for 2030
