Message from Management

In the Morinaga Milk Group 10-Year Vision, which was formulated in 2019, we set out three things that we aim to become.

Vision1：A company that balances “delicious and pleasurable food” with “health and nutrition”

Vision2：A global company that exerts a unique presence worldwide

Vision3：A company that persistently helps make social sustainability a realityersistently

We are entering the second year of the Medium-term Business Plan (MTBP) 2025–2028 that we started in fiscal 2025, and are making steady progress with initiatives aimed at realizing the Morinaga Milk Group 10-year Vision. In the current MTBP, we declared our aspiration of becoming, one step into the future, “A Clearly Differentiated and Highly Profitable Company.” We aim to become a more profitable company by creating products and brands that will serve as pillars of revenue. From a medium- to long-term perspective we will promote the application of a Merihari mindset in all aspects of our business. This Merihari expresses our desire for everybody in the Morinaga Milk Group, whether in Japan or elsewhere, to bear the same words in mind and work together as one to achieve our goals.
The three basic policies we have set out in the current MTBP are growth strategy, structural reforms, and culture reforms. For growth strategy, we have clarified domains and roles in order to focus our resources in areas where we can leverage our strengths. These are categorized into the five areas of growth, core, fundamental, strategic transformation, and nurturing. Within these, probiotics, domestic yogurt and ice cream, and formula milk in overseas markets have been designated growth areas. We will take a proactive approach to investments in growth areas, including R&D and M&A, and open the way to creating the pillars of future earnings. In terms of structural reforms, we are promoting the rebuilding of the organization with a focus on enhancing product development and sales capabilities, and the reorganization of production structures to further enhance production efficiency. We have also begun work on reforming the organizational culture that underpins the Group, aiming to improve return on capital as well as build an energetic team with professional skills and diversity. By adopting ROIC as a management indicator, we are raising awareness of the cost of capital further, while also working on creating an organization and developing human capital that leads to increased employee engagement.
In the Sustainability Medium- to Long-Term Plan 2030, which is linked to the MTBP, we are implementing revisions to themes and important issues in response to changes in the internal and external environment.
Employees have repeatedly discussed what kind of value we can create for society in order for the Group to fulfill its corporate slogan of “For Ever Brighter Smiles,” and the idea we arrived at is “We want people to have the best gut.” This “gut” has three different meanings. The first is “Nurturing wellness from the gut,” the second is “Providing deliciousness and ‘healing’ to consumers,” and the third is “Speaking from the heart and building a culture that continually takes on new challenges.” It is this idea that we have incorporated into the catchphrase of “What we can do for your gut today,” and by taking on challenges and growing into the future, we will spread new value through society with a smile.
For the ever-brighter smiles of all our stakeholders, the Morinaga Milk Group will continue to seek out further innovation and challenges. I ask for your unwavering understanding and support going forward.