IRManagement PoliciesThe Medium-Term Management Plan 2028

The Medium-Term Management Plan 2025

Position of Medium-Term Management Plan 2028
Numerical Targets・Plan
Regional and Segment Portfolio Strategy
Business Strategy

We have formulated our "Medium-Term Management Plan 2028" covering the period from FY2026 to FY2028.
＜New Medium-Term Management Plan 2028 Explanatory Material (February 25, 2026)＞

Position of Medium-Term Management Plan 2028

Under our corporate philosophy, “Create the cridge that bonds people and nature with the future”, we have set forth our vision:“To be a Value Creator for Professional Outdoor Solutions across the World.” We position Medium-Term Management Plan 2028 as a three-year period to solidify the foundation for achieving this vision and to firmly translate the transformation initiatives advanced under Medium-Term Management Plan 2025 into tangible earnings growth.

Numerical Targets・Plan

In addition to further deepening our existing businesses, we will firmly establish expansion into new markets and new business domains as sustainable businesses, thereby achieving concrete profit growth and striving to attain the following targets.

Regional and Segment Portfolio Strategy

We will optimize our regional portfolio by expanding our European operations, evolving from a North America-centered business structure.
At the segment level, we will promote growth in the general industrial machinery business while also strengthening electric and robotic products in OPE in addition to engine products, thereby advancing the diversification of our product portfolio.

Business Strategy

We will achieve sustainable growth by securing stable earnings through the further deepening of our existing businesses and by strategically investing the resources generated into growth areas.

❶Sales expansion

Changes in the business environment require us to move beyond the traditional framework of being a “comprehensive manufacturer of outdoor power equipment” and evolve into a company that continuously creates new value from a customer-centric perspective.
In addition to capturing solid demand in the U.S. market, we will expand the scale of our European operations and further advance our robotics and EMS initiatives, thereby strengthening and expanding the Group’s overall business foundation.

❷Profitability improvement

We will enhance profitability by increasing the sales ratio of high value-added products, such as professional-use and robotic products, while advancing structural reforms in our domestic operations and reviewing our supply chain.
In addition, by leveraging DX (Digital Transformation) and AI to promote operational efficiency across the Group, we will work to further improve overall productivity.

❸Strengthening of management base

We will strengthen our organizational capabilities through the development of human resources and the recruitment of highly specialized talent.
Through the enhancement of our governance framework and the steady implementation of our personnel systems, we will reinforce the management foundation that supports sustainable growth.

For details on our DX strategy, please refer to the page below.
https://www.yamabiko-corp.co.jp/dx-strategy/