OHARA INC.

Long-Term Vision 2035/
Medium-Term Management Plan

Introducing the vision that the OHARA Group pursues in the future and the efforts to realize it.

Introducing the vision that the OHARA Group pursues in the future and the efforts to realize it.

Long-Term Vision 2035

Long-Term Vision 2035Founded in 1935, OHARA will celebrate the 100th anniversary of its founding in 2035. Global conditions are changing at an accelerating pace, making this an era where we face difficulties in foreseeing the future business environment. To become a 100-year-old company depended on by society in the years to come, we formulated the Long-Term Vision 2035 and started putting it into action, aiming to become a company that can change proactively and take swift actions.

Realizing the Corporate Message with the Value Creation Model

The OHARA Group created the Corporate Message in FY 2020 to clarify its future path and its future vision.
Our initiatives towards becoming a company that brings about “The Future Made Clear,” the brand slogan set forth in the Corporate Message, have been summarized in OHARA’s value creation model.
The Long-Term Vision 2035 is about realizing the Corporate Message by implementing the value creation model. We believe that the achievement of the Long-Term Vision 2035 is itself the achievement of sustainable growth and the realization of sustainability of the OHARA Group.

Management Policy under Long-Term Vision 2035

Under the Long-Term Vision 2035, we aim to improve our corporate value from a medium- to long-term perspective by strengthening our management base through the structural reforms of existing businesses and creation of new businesses, based on the following management policy and financial indicators.

■Contribute to optics technology

Contribute to technological innovation in the optics technology field that is expected to grow to build a strong earnings base

■Develop new businesses through value co-creation

Accelerate efforts to develop new businesses through value co-creation with customers and processing companies
Diversify the business mix and increase resilience to downward pressures on business performance to realize sustainable growth

■Increase value creativity, efficiency, and profitability

Improve value creativity by diversifying human resources and fostering a challenge culture
Strengthen financial management that supports growth and improve capital efficiency and profitability

Concept behind Financial Indicators and Business Mix

The OHARA Group’s business mix and resource allocation will be optimized based on a medium- to long-term perspective, considering factors such as consistency with the long-term vision, competitive advantage, capital efficiency, and profitability for sustainable growth.
Under the Long-Term Vision 2035, ROE will be used as a financial indicator. We aim to achieve ROE of 8.0% or higher by improving efficiency and profitability.

Corporate Message The Society and the Future OHARA Desires

Medium-Term Management Plan


Medium-Term Management Plan Phase2(Fiscal Year Ending October 2024 to Fiscal Year Ending October 2026)

PDF  Ending October 2024 to Fiscal Year Ending October 2026 Medium-Term Management Plan(Phase2) (352KB)


OTHER CONTENTS

Related information can be viewed by following the links below.
The things we focus on in manufacturing are explained.