2027 MEDIPAL Medium-Term Vision
We have formulated 2027 MEDIPAL Medium-Term Vision “Change the Oroshi Forever ~ Constant Innovation~” as our new medium-term vision. This vision describes our strategy for realizing the MEDIPAL Group’s “ideal situation” by pursuing various possibilities in the business fields of “Pharmaceuticals, Health, and Beauty.”
2027 MEDIPAL Medium-Term Vision – Basic Policy
The MEDIPAL Group will contribute to people’s health and the advancement of society by thinking proactively and constantly evolving, no matter what changes we face in the operating environment.
Overall Growth Image
We will carry out the following five growth strategies through business portfolio prioritizations and collaboration with partners.
① Expansion of overseas business
② Expansion of prevention and pre-disease business and AGRO & FOOD business
③ Enhancement of business with and in digital
④ Building sustainable logistics
⑤ Value co-creation in community healthcare
Our human resource strategy and financial strategy are the foundation of our growth strategies. We will create social value and customer value through execution of our strategies to achieve the sustainable growth of the MEDIPAL Group.
Business Portfolio Prioritizations (Ordinary Profit)
To realize our vision, we designated new businesses, the medical devices and reagents business, and the AGRO & FOOD business as priority businesses that are resilient to changes in government systems. By intensively investing management resources in these priority businesses, we aim to grow their share of ordinary profit to approximately 50% in the fiscal year ending March 31, 2027 from approximately 30% at present, and to achieve ordinary profit of ¥100 billion. Our core businesses consist of the Prescription Pharmaceutical Wholesale Business - the Group’s largest business - and the Cosmetics, Daily Necessities and OTC Pharmaceutical Wholesale Business, both of which provide a stable supply of products that are indispensable to people’s daily lives. We will grow our core businesses while further raising their added value and increasing productivity.
Aim for ordinary profit of ¥100 billion in the fiscal year ending March 31, 2027, with approx. 50% coming from priority businesses
- 1. Figure does not equal the sum of core businesses and priority businesses shown in the pie chart, mainly due to the inclusion of the elimination of transactions among business categories.
- 2. The ordinary profit figure for PALTAC business in the fiscal year ending March 31, 2027 is calculated based on PALTAC’s currently disclosed medium-term management plan, past performance, and other factors.
Breakdown of increase in ordinary profit by growth strategy
Implementing growth strategies to expand priority businesses
Management Targets
Key Financial Indicators
| Item | Target | |
|---|---|---|
| Total Profitability | ROE | 9% in five years |
| Ordinary profit | ¥100 billion in five years | |
| Investment | Investment in growth | Approx. ¥100 billion over five years |
| Shareholder Returns | Total shareholder return ratio | Target of 40% with stable dividends over the five-year period |
Resolving ESG Issues through Growth Strategies
Set medium-to-long-term targets to steadily resolve ESG issues through growth strategies.
Initiatives for Decarbonization
Targets for Reduction of Greenhouse Gas Emissions*
FY2031: 50％ reduction (compared with FY2021)
FY2051: Carbon-neutral* Total of Scope 1 + Scope 2
Promotion of Diversity and Inclusion
Women’s activity promotion target
FY2031: Proportion of women in managerial positions of 20% or higher
Sound and Transparent Corporate Management
• Expand training in compliance
• Construct a corporate governance system to accommodate group companies