For more information on the Itoki Group's new medium-term management plan (RISE TO GROWTH 2026), please see below.
- Notice regarding the formulation of a medium-term management plan
- Supplementary explanation of financial results for the fiscal year ending December 2023 and explanation materials for the new medium-term management plan
- Article on the fiscal year ending December 2023 financial results and new medium-term management plan briefing published on Logmi Finance
- [IR Video Released] ITOKI IR DAY 2024
- ITOKI IR DAY 2024 Presentation Materials
We connect to tomorrow,
Fresh, valuable and fulfilling "WORK-Style"
Designed and
The "space" and "environment" in which our customers work
We practice creating spaces.
This time, we have established a sustainable growth
With the aim of improving
Towards a high profitability phase in 2026
We have formulated a medium-term management plan.
RISE ITOKI 2023
achievements 
Achieved the target by a large margin
Sales and operating profits both reached record highs
*Itoki Crebio Corporation and Itoki Corporation merged.Since 2005
The pride our employees feel,
significant improvement in external evaluation
機会と挑戦
- Growing interest in human capital management
- Diversification of lifestyles and work styles
- Accelerating digitalization
- Market growth as workplaces reassess
- Maximizing the power of working people
- Contributing to value creation through space
- Changing office design with real and digital
事業戦略と強み
主な事業領域
Workplace area
Work base
Remote Locations
Specialized facilities area
Logistics Hub
R&D Center
強み
- Manufacturing and technology
- Know-how and track record
- Data-Driven
- Product
- Interior
- UX (User Experience)
- Pride
- Motivation
- Professional
Vibrant People, Beautiful Planet.
We Design Tomorrow. We Design WORK-Style.
Numerical targets for 2026
Plans by segment
7Flags
7 key strategies
Office 1.0/2.0 area *
Office 3.0 area *
Specialized facilities area
High profitability
Group synergy
Human capital
Financial strategy
Office 2.0: Space-based product solution business *Office 3.0: Work style-based office DX business
Office1.0/2.0
領域
For new ways of working and the office spaces that implement those ways of working,
Strengthen value-added proposals and secure a base for sales and profits
By strengthening product appeal,
promoting the value of the experience
-
Improved design
increased brand presenceRebranding of our own products/
use of overseas brands and external designers -
Fusion with digital devices
furniture developmentAccommodating hybrid work
new product development and sales expansion -
Review of overseas sales structure
Expand sales mainly in the ASEAN region
In one space
Added value proposal
-
Strengthening the spatial design field
Expanding opportunities for young creators to develop their skills/
strengthening trend dissemination capabilities -
In the consulting field
expanding and deepeningProviding knowledge that meets modern needs, such as digital transformation of office space and diversifying and complex working styles
-
Construction products based on spatial integration proposals
(building materials and interior construction) sales expansionDevelop new building materials and expand sales
Office3.0領域
With the IoT of office furniture and spatial sensing,
develop services that provide optimal working styles and office spaces
New data service
development
Collaboration with AI companies and
capital alliance
Image processing, natural language processing,
Optimization simulation, etc.
Advanced AI technology
Startups
With companies
Create new value
専門施設領域
In the areas of logistics facilities and research facilities
allocate resources to development and engineering to develop it into the second pillar of our business
Expansion of specialized facilities
-
Logistics facilitiesWide variety of SAS *1 for logistics
- Developed for the growing frozen food market
- Compact size allows for automation in various fields
- Expansion to automated warehouses in ASEAN countries
-
Research FacilitiesExpanding market share by introducing new products
- Strengthening customer touchpoints
- Expansion to ASEAN and other regions
-
Drug discovery/Medical and semiconductor manufacturingEstablishing growth business areas
- Establishing a clean equipment business in the pharmaceutical/medical fields
- Strengthening sales of automatic cleaning equipment in the semiconductor manufacturing field
Establishing a maintenance business
-
Logistics facilities
Development of predictive maintenance services using data/IoT
-
Research Facilities
Establishment of a maintenance service business backed by architectural and air conditioning related technologies
高収益化
By restructuring the group's production and supply system and revamping the company's internal IT infrastructure,
Improve production and business efficiency
Supply chain
optimization
Improve efficiency through production reforms
promoting cost reduction
-
Group-wide production optimization
- Support for multi-product production
- Reorganization of 11 domestic factories
- Licensed production
- Expansion of OEM production
-
Reviewing procurement and strengthening cooperation with suppliers
- Joint procurement of materials through external collaboration
Improve efficiency through logistics reforms
reduce logistics costs
-
SCM * Supporting reform in the medium to long term
Foundation Building- Visualization of logistics costs
- System renovation to accommodate advanced ERP
-
Review of logistics and construction systems across the entire group
- Optimization of logistics distribution centers
- Improving delivery efficiency by using pallets
"Standardization, simplification, and automation" of operations
Advanced ERP for IT infrastructure
- Improve the accuracy of production and logistics planning
- Accelerate financial settlement (aiming for disclosure within the month)
- Utilizing AI to streamline processing operations
グループシナジー
Through structural reform projects implemented by Itoki alone
we will spread our success stories to group companies and pursue group synergy.
Group company structure
horizontal expansion of reform methods
Structural Reform Project
overview
- Sales reform project
- Production and supply reform project
- Asset efficiency project
- High profitability building materials project
- Product development strategy project
- Personnel and evaluation system project
- DX/IT strategy project
Between group companies
promoting functional collaboration
Examples of functional collaboration
-
Construction function
Strengthening integration and collaboration of engineering functions at the group level in the domestic office market and logistics and research facility market
-
Manufacturing function
Strengthening cooperation among group companies, including dalton
-
Overseas sales function
Strengthen sales of SAS for logistics and research facility products by utilizing sales channels in the overseas office market
人的資本
With personnel system reform at the core,
encourage proactive and proactive "creativity and ingenuity"
Reforming the personnel system
Continued business growth
strengthening the expertise we create
Highly motivated people
continue working energetically
Produce results
treating human resources
We Design Tomorrow. We Design WORK-Style.
財務戦略
From a medium- to long-term perspective,
plan and implement growth strategy investments, employee returns, and shareholder returns
Strategic investment/R&D/Capital investment (including strategic expenditure)
-
Strategic investments
Development investment for new businesses and business expansion, digital transformation investment, M&A, etc.
-
R&D
Research and development expenses, experimental research expenses
-
Capital investment
Introduction and renewal of equipment for production optimization, new product molds, other infrastructure investments, etc.
Human capital investment
-
Working environment investment
Renovation of ITOKI TOKYO XORK (head office), R&D, sales, production, logistics base, etc.
-
Education investment
Skills development and reskilling
-
Engagement investment
Strategic expenditures to improve employee engagement (strengthening internal communication, employee incentives, etc.)
Shareholder returns
-
Dividend
Maintain stable dividends and aim for a dividend payout ratio of 40%
-
Share buybacks
Consider flexible share buybacks
Cash allocation
Capital costs and
stock price conscious
management
towards realization
correspondence
- The cost of equity capital is calculated not only by CAPM (Capital Asset Pricing Model), but also based on the stock yield from an investor's perspective (assumed cost of equity capital is 9-10%).
- ROE improved due to the results of the structural reforms implemented in the previous mid-term plan, and profit margins improved significantly. We will continue to implement this in the new mid-term plan.
- PBR improved from 0.5 to over 1 thanks to structural reforms and IR initiatives.
ROE trends
PBR trends
Improve ROE,
and efforts to reduce shareholder capital costs
There is also a video of the briefing session on the new medium-term management plan.
Please take a look.(japanese only)
