In 2023, the Komori Group established the new corporate philosophy of “Company that Delivers Kando Beyond Expectations” and Purpose of “Delivering Kando ‘beyond expectations’ by contributing to society with print technology” on the occasion of its 100th anniversary. Purpose is not merely a slogan. It also serves as a guidepost for the future that is in sync with the long-term vision Komori 2030; positions printing as a means to support education, art, economy, security and other elements of the social foundation; and clarifies the company’s direction.

Corporate philosophy and Purpose have been increasingly permeating the behavior of employees, and the perspective of solving social issues is taking root in product development and service proposals. In particular, younger employees are voluntarily making improvement proposals and participating in cross-divisional projects, such as mitigation of environmental impact and smart factory. The number of proposals linking DX and AI with social contributions is also increasing. There have been cases where production site employees recommended process improvement measures aimed at addressing environmental issues, which were then adopted by customers. These trends symbolize the growth of people who are the source of our corporate value.

The overseas sales ratio of the Komori Group is approximately 70% and exceeds 80% in terms of machine unit sales. Therefore, communicating the corporate philosophy and Purpose to overseas bases is also an important task. To this end, we began conducting quarterly meetings for executives outside Japan, which also serve to keep track of progress of the Medium-term Management Plan, from the fiscal year ending March 31, 2026, in addition to the existing town hall meetings. We have been holding quarterly meetings in Japan for >1 year, and this has contributed to changes in the management’s awareness regarding KPIs. I will disseminate these messages more frequently to further vitalize communication both in Japan and abroad and to build a self-managing organization.

Improvement of capital efficiency and management that is conscious of capital cost and stock price are also important issues. Komori’s price-to-book value ratio, which had declined to 0.38 times in the fiscal year ended March 31, 2022, recovered to >0.7 times most recently, but my understanding is that the expectations of our shareholders and investors are even higher than that. Komori recognizes its capital cost at approximately 8%, and its basic policy is to secure ROE that exceeds the capital cost level. However, under the 7th Medium-term Management Plan, we have set ≥6% in ROE as a realistic target and are implementing strategic investment in growth businesses while maintaining the profitability of the mainstay business. In the short term, we achieved the ROE target in the fiscal year ended March 31, 2025, and will also achieve it in the fiscal year ending March 31, 2026, and now aim to realize ROE that is constantly above the capital cost in the next Medium-term Management Plan. Each business has set well-balanced targets for net sales, cost structure, asset efficiency, strategic investment, and dividend policy and is working earnestly to achieve the goals of key measures. I am certain that pursuing both governance reform and improvement of capital efficiency will accelerate the speed of various business transformations.

I will demonstrate strong leadership to forge a new future for the Komori Group by working together with diverse stakeholders worldwide while building a self-managing organization where individual employees think for themselves and act proactively. I will continue to engage in management with a sense of urgency so that Komori will be always trusted and counted on by the stakeholders. I look forward to your continued warm support for the Komori Group.

May 2026