Mid-Term Management Plan

The Takeuchi Manufacturing Group has formulated its Fourth Mid-Term Management Plan (Fiscal Years Ending February 2026 to February 2028) to achieve sustainable growth.

In executing this plan, we will share our management vision with all stakeholders, covering both financial and non-financial aspects. Through proactive and thorough dialogue, we will refine our management strategy and strive to enhance the corporate value of our group.

Review Our Fourth Mid-Term Management Plan

Management Vision

As a key player in a soundly circulating economy and society, we will connect with the global community and contribute to the happiness and prosperity of people worldwide.

• We aim to develop, produce, and deliver globally the world's highest-quality compact construction equipment—our core competency—essential for maintaining and improving people's living environments.
• We aim to share happiness with our stakeholders as our group grows.

4th Mid-Term Management Plan Slogan

Building Excellence - Challenging to achieve consolidated sales of ¥300 billion through high quality, high performance, and high engagement.

Basic Policy

• High Quality
  • Develop, manufacture, and sell the world's highest-quality compact construction machinery.
• High Performance
  • Expanding sales and profits, strengthening returns to shareholders.
• High Engagement
  • Proactive and thoughtful dialogue with shareholders, investors, employees, and the value chain

Key Initiatives

• Expansion of Sales Network and Aftermarket Parts Sales
  • Expanding the dealer network in North America (280 locations → 360 locations), adding a distributor in Australia
  • Proposing extended manufacturer warranty periods contingent on customers using genuine parts
• Reorganization of Production Models and Construction of New Loader Plant
  • Double loader production volume by FY2/2028 compared to FY2/2025
• Expansion of Battery-Powered Mini Excavator Lineup
  • Following the currently sold 2-ton class, prototypes of the 1.5-ton and 3.5-ton classes are undergoing market testing
• Investment in human capital
  • Initiatives include sharing our group's vision, providing learning opportunities, implementing health management, improving work-life balance, and promoting Diversity, Equity, and Inclusion (DE&I)
• Advancing sustainability management
  1. Environment (reducing GHG emissions)
  2. Society (strengthening stakeholder engagement)
  3. Corporate Governance (enhancing governance, compliance, and risk management)

Cash Allocation (3-Year Cumulative)

We allocate funds for growth investments and shareholder returns after securing working capital equivalent to 2 to 2.5 months of monthly sales, utilizing operating cash flow, cash on hand, and borrowings as needed.

• Growth Investment (Capital Expenditures + Human Capital Investment)
  • ¥45.8 billion
• Shareholder Returns (Total Dividends over 3 Years)
  • ¥39 billion

Shareholder Return Policy

Basic Policy

Prioritize allocating cash flow to growth investments. After securing working capital equivalent to 2 to 2.5 months of monthly sales, allocate surplus funds to shareholder returns.

1. We aim for a consolidated dividend payout ratio of 40% and will increase it gradually.
2. We will flexibly implement share buybacks, taking into account stock price levels and capital efficiency.

Dividends & Shareholder Returns