Value Creation
By maximizing the strengths that underpin our business model, we will grow into a company that supports the Maruichi Steel Tube Ltd. industry, a decarbonized Social, and Social infrastructure. We will further evolve the production technologies and business domains that we have cultivated thus far, deliver Japanese quality to the world, and contribute to the growth of a sustainable Social.
INPUT Six types of capital
Financial Capital
Our stable profitability has enabled us to maintain a strong financial position, and we will continue to use our financial capital to achieve further growth.
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Manufacturing capital
Based on our management philosophy of supplying superior products and contributing to Social , we manufacture products that support daily life both domestically and overseas, thereby supporting the Sustainability of Social .
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Intellectual Capital
In order to respond to new Social needs and challenges, Maruichi Stainless tubes's Development Department conducts material research, develops steel types, and develops new tubes products.
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Social capital
With a flexible sales structure, including our sales company Maruichi Kohan, we are able to provide detailed services to customers in a wide range of industries, and we have established strong partnerships with our suppliers.
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Human capital
We will promote efforts to create a corporate culture in which diverse human resources can maximize their individual capabilities and are always eager to take on new challenges.
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Natural capital
We produce our products using highly recyclable materials such as iron and stainless steel. In response to climate change, we are systematically promoting efforts to achieve carbon neutrality by 2050.
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External Environment: Accelerating digitalization Decarbonization/Transition to a recycling-oriented Social/Increasing demand for Social infrastructure overseas/Decreasing demand for steel in Japan
BUSSINESS MODEL
As a leading pipe company, Maruichi Steel Tube Ltd. Group has contributed to Social by supplying superior products and earning the trust of its customers. Based on this management philosophy, we have adopted the basic manufacturing cycle of "buy, make, sell" as our business model for creating value, and by vigorously rotating this cycle, we aim to create further value, which means growth.
We will actively invest the management capital of our Group to enhance our corporate value by improving five elements that are important for turning the cycle of our business model: core activities, customer relationships, partners, customer segments, and channels.
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MARUICHI 2030 VISION
Long-term vision
What Maruichi Steel Tube Ltd. will be like in 2030
To be a company that supports
2030 Financial Goals
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Net Sales
400 billion yen
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Operating profit
50 billion yen
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ROE
10%
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Consolidated dividend payout ratio
50%
MARUICHI 2030 VISION
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