経営方針

長期・中期経営計画

In order to continue to grow sustainably after celebrating our 100th anniversary in 2020, our group has established Long-term vision for the future, with 2030 as the target year, based on Management philosophy.

Currently, we are conducting business activities in accordance with Corporate principles, Action guidelines, and Code of conduct in order to "contribute to the overall well-being of humanyty bringing unstinting innovation," as stated in our "Management philosophy." In order to realize our "Long-term vision," we are promoting "long-term-oriented management" by concretely defining what we want the Group to be and backcasting to close the gap between that vision and the current situation.

長期ビジョン

制定　2020年4月1日

経営理念に基づき、新明和グループが目指す2030年の姿を表したものです。

To respond to global society needs,
we will be a true value co-creation company that advances
urban, transportation and environmental infrastructures.

Long-term management plan
Sustainable Growth with Vision 2030 ([SG-Vision2030])
- Sustainable growth through value creation -

In order to continue achieving sustainable growth going forward, we will base our efforts on Management philosophy and set a future outlook with 2030 as our Long-term vision. By utilizing the management resources we have cultivated for over 100 years since our founding and the "six types of capital" we continue to accumulate through our business activities, we will strive to solve social issues and realize a sustainable future through our growth strategy (acceleration of overseas expansion, creation of new businesses, strategic M&A, and promotion of DX) and business portfolio strategy (providing value to stakeholders through five businesses).

Basic policy

The vision will be implemented with the following two management themes in parallel, improving corporate value by sustainably creating economic value and social value

1. "The Long-term business strategies": Lay out a future vision of society in 2030 and formulate and implement business solutions to achieve it
2. "Strengthening management foundations": Contribute to the SDGs through implementing sustainability management that supports Long-term business strategies

Promotion plan and target management indicators

The SG‐Vision 2030 period (FY2021 to FY2030) will be divided into three, with Medium‐term management plan for each period formulated and promoted, thus aiming to achieve the Long‐term vision and reach the various management indices.

Value Creation Process Conceptual Diagram

統合報告書2026　「価値創造プロセス」

Medium-Term Management Plan［SG-2026］

SG-2026 (FY2024 - FY2026) is Phase 2 “Expansion” of the long-term management plan, SG-Vision 2030, which has FY2030 as its goal. It is positioned as the second step toward the long-term vision, in which we will work to accelerate growth.

While steadily dealing with the issues that have already become apparent in SG-2023, we will work toward this expansion under the following six basic policies.

Basic policy

１．Realization of sustained growth

A）Acceleration of overseas expansion:Strengthen development in Southeast Asia, Oceania, and North America

B）DX promotion：Make proactive use of M&As for overseas expansion and new business creation

C）Promotion of DX:Create value and develop new business models through utilization of data

D）New business creation: Create new businesses through business synergies and value co-creation with external parties

E）防衛事業拡大：長年培った信頼と実績を礎とした事業基盤の拡充と事業拡大

２．Business portfolio management

A）Implement business portfolio management by categorizing the five businesses into “growth potential enhancement businesses” and “profitability enhancement businesses,” based on ROIC.

B）Aim to achieve SG-Vision 2030 through investments and new business creation based on these portfolio categories

３．Penetration and promotion of ROIC management

A）Deployment of inverted ROIC tree:Increase throughput, reduce operating expenses, and significantly improve productivity in all divisions and Group companies

B）Cash allocation: Increase ROIC through investment strategies in line with business portfolio strategy and procure funds with financial soundness in mind

４．Strengthening of human capital

A）Recruitment and development of human resources in line with growth strategies: Digital literacy education, global human resources education, recruitment of highly specialized human resources, and strategic human resources portfolio

B）Enhancement of employee engagement: D&I promotion, support for employees’ career development, development of female leaders

５．Contribution to the environment and society through products and services

A）Environment: Extend calculations of Scope 1 and 2 for GHG emissions to Group companies and introduce Scope 3, and consider green product certification system

B）Society: Enhance corporate value by expanding the value provided to stakeholders

６．Strengthening of risk management and compliance

A）Risk management： Monitor business risks arising from climate change and human rights issues and implement CSR measures. BCM/ BCP responses,* strengthening of information security measures, etc.

B) Compliance:Continue to conduct compliance education and compliance awareness surveys, and strengthen utilization of the whistleblowing contact points

※BCM：Business Continuity Management ※/BCP：Business Continuity Plan

Management Indicator

［SG-2026］Management Indicators


Management Indicator	FY2025 (Results)	［SG-2026］（Target standard）
Net Sales	2,850億円	320 billion yen
Overseas sales	466億円	80 billion yen
Operating Profit	163億円	18 billion yen
ROE（％）	9.7%	10% or more
ROIC（％）	6.7%	7% or more
Exchange rate (1 US dollar)	151.1円	140 yen (set value)

*ROIC = operating profit x (1 - effective tax rate) / Invested capital (= interest-bearing debt + equity capital) average value at the beginning and end of each period

［SG-2026］Management Indicators by Segment

(Billion yen)

Segment	Net Sales			Operating Profit
Segment	2026年3月期（実績）	2027年3月期（予想）	2027年3月期［SG-2026］（目標値）	2026年3月期（実績）	2027年3月期（予想）	2027年3月期［SG-2026］（目標値）
特装車	1,175	1,233	1,322	61	62	73
パーキングシステム	507	533	581	49	46	45
Industrial Machinery & Environmental Systems	273	375	435	5	12	34
Fluid	299	290	280	46	43	45
航空機	415	471	389	25	37	27
Others	178	197	183	15	14	10
New businesses	0	0	10	-4	-6	-18
Adjustment	―	―	―	-37	-38	-36
Total	2,850	3,100	3,200	163	170	180

［SG-2026］Growth strategies

持続的成長の実現 — 主な取り組み —


Acceleration of overseas expansion	航空機事業：ボーイング向けコンポーネントの増産対応と売価改善産機·環境システム事業：特殊電線の自動加工装置を開発し、東南アジア・北米・中国でのシェア拡大とインド・欧州などの新市場開拓
Strategic M&As	全ての事業セグメントで海外メーカーのM&A・アライアンスを検討中国内市場における業界再編、同業他社とのアライアンスを積極的に推進
DX推進	流体事業：マンホールポンプ場向けクラウド監視システム「マンポネット®(クラウド)」に不明水診断機能を追加産機·環境システム事業：リサイクル施設内で「リモートセンシング技術応用」（ホッパ内のごみ量可視化）、「火災・発煙検知技術」（火災事故を抑制）、車両管制技術（車両誘導人員、事務作業の削減等）の安全と省人化の効果
New business creation	産機·環境システム事業：次世代太陽電池の開発・製造に取り組むスタートアップ企業、株式会社エネコートテクノロジーズおよび、株式会社PXPに出資。当社の真空成膜装置などの技術提供を通じて、両社の製品量産化を支援パーキングシステム事業：次世代交通システムを開発するZip Infrastructure株式会社と資本業務提携し、社会実装に貢献
防衛事業拡大	航空機事業：新規誘導弾開発において、2025年3月期より大手顧客からコンポーネントを受注し、設計・試作作業を開始特装車事業：「25式地対艦誘導弾」および「25式高速滑空弾」に用いられる発射機の設計・試作作業に参画。2027年3月期からは量産対応を予定

Business portfolio management

Aim for “Advancement” from FY2027 in view of the goals of SG-Vision 2030

We will promote investment strategy by categorizing the five businesses into “growth potential enhancement businesses” and “profitability enhancement businesses” based on ROIC, and at the same time, work on the creation of new businesses through synergies among the five businesses and value co-creation with external parties.