Message from the CEO

Progress of Our Four-Year Business Plan and Initiatives to Realize Our Long-Term Vision

In May 2024, the Daifuku Group announced its long-term vision, Driving Innovative Impact 2030 and four-year business plan for 2027. Within these, we set integrated goals that take into account both economic and social value perspectives, and guided by them, we are working toward realizing a sustainable society and improving long-term corporate value.
In fiscal 2025, automation investment in manufacturing and logistics sites recovered against the backdrop of labor shortages and rising labor costs. In addition, the rising demand for semiconductors to power AI continues to push investment in advanced semiconductor fabrication, and the increase in air passenger numbers continues to drive demand for improved automation at airports. By accurately identifying these market needs, securing orders, and continuously working to strengthen our profitability, we are making steady progress toward achieving our management goals.
To realize our long-term vision, we view various social challenges as business opportunities and are focusing on creating new business areas that leverage the technologies and know-how of the Group. We are working to reduce the physical burden of river cleanup by developing machines that automatically collect floating plastic waste. We are also committed to the R&D of agricultural automation, including indoor farming, to address the aging of agricultural workers and extreme weather caused by climate change.
We are making good progress with our environmental, social, and governance (ESG) initiatives and will continue to meet the expectations of our stakeholders at an ever higher level.

Vision and Four-Year Business Plan
Materiality
Targets and Results

Aiming for Sustainable Business Operations

The Daifuku Group is committed to environmental management that harmonizes with nature. The Daifuku Environmental Vision 2050 calls for “Aiming for a world where material handling systems have zero environmental impact in 2050.” Our Group is united in working to reduce environmental impact in line with this vision. As part of our initiatives to address climate change, we are currently focusing on introducing renewable energy at our sites and reducing CO2 emissions. We have identified that Scope 3 emissions account for the majority of the Group's CO2 emissions, and as such, we are holding briefing sessions with our major domestic suppliers and collecting emission data from them. Coexistence with nature is also a key priority of ours, and we are striving to minimize any negative environmental impact of our business activities through ecosystem surveys and biodiversity conservation activities, primarily centered around our main manufacturing hub, Shiga Works. In June 2025, we adapted our information disclosure based on the Taskforce on Nature-related Financial Disclosures (TNFD) framework. Taking into account the nature-related risks and opportunities identified through our analysis, we will continue to expand our global efforts.
During product and system development, we conduct sustainability performance evaluations to assess the degree of contribution to the environment and society. By considering factors such as CO2 emissions, recyclability, efficiency, and safety in our design and development processes, we strive to create products that our customers will continue to choose for years to come.
Under the Daifuku Group Human Rights Policy, we work diligently to minimize any possibility of negative impact on human rights throughout our business operations. In fiscal 2025, as part of our human rights due diligence process, we conducted risk assessments and follow-up measures for improvements globally. In April 2026, we launched a grievance mechanism to receive complaints and consultations on human rights. This is intended to respect the human rights of all stakeholders involved in our business activities. We will continue to strengthen our efforts to protect human rights throughout our supply chain.

Achieving Further Growth Through Organizational Strengthening and Talent Development

To continue providing higher added value to society, our Group must recruit and develop personnel with highly specialized skills. In particular, expanding our ability for development that leverages cutting-edge technologies, such as AI, will be a key factor in further strengthening our competitiveness. In fiscal 2025, we established two new R&D hubs, Kyoto Lab and Tokyo Lab, which will help us secure advanced technical talent and enhance our R&D system to adapt to changes in the market environment. In addition, we have begun training related to AI and digital transformation (DX) for employees in various job types to raise the overall level of knowledge across the Group.
At the same time, we place focus on promoting active participation and fostering self-directed career development to enable each employee to maximize their potential. Our internal recruitment and transfer systems give employees a wide range of career path options that stretch across business divisions. Furthermore, by expanding leadership development and other selective training programs, we are investing in the talent that will shape our future and building a strong organizational foundation for the Group’s continued global growth.

To Our Stakeholders

Two years into our medium-term business plan, our progress is clear and our direction is firmly set. We will continue to engage with all our stakeholders as we advance with focus and determination toward the realization of our long-term vision. Together, we will shape the next stage of the Group’s global growth.