The AMITA Group has established "AMITA Vision 2030" as our business vision to realize our mission. This vision aims to establish an ecosystem society through our Social Circular Platform―a mechanism that connects people, resources, and information within communities. Built on a foundation of rich relationships, we are working to realize a society where people, nature, tangibles, and information are all interconnected, maintaining overall optimization through continuous cycles of metabolism and transformation, much like a natural ecosystem. (For more details on our vision, click here)

Aiming to lead the social-impact solutions market by 2030, we are introducing the corporate management architecture. This framework enables the enterprise-level optimization of our operating resources, ensuring that every asset―human, physical, financial, and information―is strategically deployed to support effective business design and proactive investment under our Long- and Medium-Term Business Strategy.

• □ Redefine our primary management objectives
  • ・Prioritize profitable growth over revenue growth
  • ・Pursue business opportunities primarily in the social-impact solutions market
• □ Pursue stakeholder-centric business management
  • ・Consolidate our stakeholder capabilities
    • ➢ Enhance our operating profit margin by exploring strategic partnerships that can reduce transaction costs and optimizing our value productivity
• □ Cultivate competitive advantages through ecosystem-driven business management
  • ・Pursue partnership and joint-venture opportunities to achieve multidimensional value creation
    • ➢ Pursue sustainable growth of our ordinary profit
• □ Invest in the future and upgrade our corporate management approaches
  • ・Invest more than 30% of profit annually in creating future value
  • ・Implement advanced management accounting techniques, such as treating employees as capital assets rather than costs and assessing the anticipated value of future investments
  • ・Implement more proactive corporate governance measures to support our investment-driven business management

The AMITA Group has formulated its Long- and Medium-Term Business Strategy to realize our core vision, AMITA Vision 2030. We identified FY2024 and FY2025 as the Groundwork Phase, during which we drove business model transformation by restructuring our business and organizational frameworks. From FY2026 to FY2027, we enter the Business Expansion Phase to leverage this solid foundation and deploy our services in the social-impact solutions market. From FY2028 onward, designated as the Accelerated Business Growth Phase, we aim to capture and expand our presence in this market by broadening our business scope and accelerating growth.

*Note: To respond flexibly to changes in the business environment, we formulate our management plan using a rolling basis with annual revisions.

To achieve our Five-Year Management Plan and AMITA Vision 2030, we are strengthening the profitability of our existing businesses, expanding into international markets, and launching new businesses to develop a circular market in Japan.

• ・Expand the scope and scale of the Cyano Project service suite through strategic partnerships with companies across diverse industries (e.g., Sustainable Executive Alliance (SEA): executive community)
• ・Strengthening sales capabilities (e.g., enhancing sales negotiations through AI integration)
• ・Continue the development of novel service offerings and the expansion of our value propositions to facilitate corporate clients in transitioning their primary business domains to the social-impact solutions market

• ・Establish "Circular 3.0", the business model aiming to enhance resource productivity through AIX and DX
  • ➢ Reducing manufacturing costs through full automation of production processes (Operation of smart plants)
  • ➢ Streamlining operations and enhancing responsiveness to clients (Development and implementation of a booking system for inbound and outbound shipments)
  • ➢ Strengthening the development of circular materials (Deployment of a conversational AI that generates ideas for optimum resource circulation)
• ・Optimal design of circular supply chains

• ・Strengthen the service infrastructure by expanding our team of assessors and implementing DX solutions for administrative processes
• ・Expand into international markets
• ・Increase revenue by expanding the scope of certification service offerings

• ・Generate enhanced value through collaboration with local business partners to share knowledge and networks and diversify investment risks
• ・Reduce business development costs and risks by leveraging Japanese government-sponsored public-private partnership schemes
• ・Build a profitable business foundation through step-by-step implementation of circular solutions in ASEAN markets

• ・Complete the design of fundraising, information usage, and community association schemes
• ・Develop a prototype of MEGURU STYLE through field tests in pilot communities
• ・Design a standardized model in preparation for the nationwide launch of MEGURU STYLE

• ・Develop an AI-assisted information-gathering system at MEGURU STATION® and establish a scheme to effectively use the gathered information
• ・Quantify the social value generated by MEGURU STYLE
• ・Seek corporate partners

FY2026 and FY2027 mark our Business Expansion Phase. We will solidify our presence as an Integrated Sustainability Solutions Company by providing integrated resolutions to our clients' fundamental interest in sound corporate sustainability, thereby establishing a distinctive presence in the social-impact solutions market. In FY2026, the first year of this phase, we will focus on the following initiatives.

• ・Leveraging the Sustainable Executive Alliance (SEA) as a strategic hub for solution delivery, we aim to enhance our share of wallet through deeper, management-level engagement
• ・Establishing a consultative, relationship-selling approach through AI tools that enable thorough pre-meeting preparation, interactive planning during meetings, and rapid, intuitive demo sharing after meetings.

• ・Malaysia
  • ➢ Bolster our closed-loop resource-recycling operations to produce more cement alternative materials and fuels
    • ・Invest in the installation of crushers to bolster the production of cement alternative fuels
  • ➢ Proceed with preparations for the launch of our first biomass energy business outside Japan
    • ・Use biomass derived from residue from palm oil production
• ・Indonesia
  • ➢ Proceeded with preparations for the launch of the production of cement alternative materials and fuels by the end of FY 2027
    • ・Raise funds/Start the construction of the circular materials plant

• ・Develop a prototype of MEGURU STYLE in Kameoka, Kyoto, and prepare for expansion
  • ➢ Expanding the network of MEGURU STATION® to all locations around the city
  • ➢ Develop a fundraising scheme in the community
• ・Develop IoE solutions
  • ➢ Kameoka: Use IoE sensing technology to establish an information-gathering network for monitoring residents' resource circulation practices and community engagement
  • ➢ Tachiarai, Fukuoka: Proceed ICT-enabled traceability test

• ・Service development and delivery
  • ➢ Enhance our production and supply services of circular materials
  • ➢ Develop AI-assisted service products as part of the new SEA service of the Cyano Project
• ・Internal operation
  • ➢ We leverage AI as a strategic decision-making aid to support the execution of our business strategies and as a team-building support aid to ensure the attainment of our organizational goals

• ・Integrate group-level strategy development and business operations by Appointment of New Directors and Concurrent Board Memberships at Parent and Subsidiary Companies

The latest financial performance information is available on our "Financial Highlights" page.