Management Strategy and Business Plan

The content of this page is based on the “Annual Results Presentation Material 2025/3,” announced in May 2025, and the “Integrated Report 2025,” released in September 2025.

Long-Term Vision

ORIX established a long-term vision for what it aims to become by the fiscal year ending March 2035.

ORIX Group Growth Strategy 2035

The strategy to realize Long-Term Vision is the “ORIX Group Growth Strategy 2035.”
By advancing our two core models—“Alternative Investment & Operations” and “Business Solutions”—centered around the three focus areas of PATHWAYS, GROWTH, and IMPACT, we believe we can continuously “make an impact” as set forth in ORIX Group Purpose & Culture.

Focus Areas “PATHWAYS,” “GROWTH,” and “IMPACT”

PATHWAYS will focus on future-oriented and new growth industries. These include investing in businesses and technologies that support building the infrastructure for the rapidly expanding IT domain, AI infrastructure businesses that create innovative businesses using new technologies, as well as in the Digital Transformation and Business Process as a Service (BPaaS^*). Examples include new mobility services, and space-related businesses including satellites.
GROWTH will address the needs of a growing global population and increasing financial assets, and how to capture this growth. Areas here include Alternative Investment, Hospitality & Entertainment, Investment & Financing in APAC, and Wealth Management.
IMPACT will focus on areas such as renewable energy, new energies, low environmental impact businesses, and the circular economy. We will invest in renewable and new energies to help achieve decarbonization, and drive forward the circular and shared economies.
We will provide solutions in these Focus Areas leveraging our diverse expertise and innovative thinking to generate sustainable growth now and into the future.

• BPaaS: A cloud service that outsources specific business processes to external companies with the aim of improving efficiency, reducing costs, and addressing labor shortages.

Business Models “Alternative Investment & Operations” and “Business Solutions”

The growth of these three focus areas is dependent on the utilization of the two business models that form the foundation of ORIX’s competitive strength.
The first is the “Alternative Investment & Operations.” This model involves fund-raising from third-party capital to fund assets that ORIX has invested in and managed, while continuing to manage and operate those assets to generate both asset value growth and fee income.
The second business model is the “Business Solutions.” This model creates added value by addressing customer challenges and providing solutions that leverage resources both within and outside ORIX Group including people, information, and technology.

Medium-term Business Plan

The three-year plan from the fiscal year ending March 2026 to the fiscal year ending March 2028 was formulated with “ROE of 11% or higher” and “maintenance of an A-rated credit rating” as key performance indicators.
The ROE target signifies a shift toward achieving sustainable performance rather than short-term gains. Specifically, we will focus on portfolio management that grows businesses and assets with high profitability and accelerates the capital recycling of those with low profitability, while maintaining international credit ratings and implementing flexible shareholder return measures to quickly optimize capital levels. To achieve this, we must further accelerate the speed of management decision-making.

Across the three categories of Finance, Operation, and Investments, we will implement specific measures over the next three years to enhance ROE in each area through the fiscal year ending March 2028. In addition, we will expand our asset management business across all categories, with the goal of increasing assets under management (AUM) from 74 trillion JPY to 100 trillion JPY. By leveraging our capabilities in deal origination, asset management and enhancement, and agile capital recycling, ORIX aims to capture a wide range of revenue opportunities without being constrained by our balance sheet. This approach will help ORIX build a stable earnings foundation based on fee income, driving profit growth and ROE improvement under the medium-term business plan.

Please refer to Latest Financial Results for progress on the medium-term business plan.

Financial Strategy and Capital Policy

For financial strategy and capital policy, please refer to Integrated Report 2025[10.3MB] (page 24 Financial Strategy). This section explains the following:

• Financial Soundness
• Enhancing Corporate Value with a Focus on Cost of Capital
• Non-Financial Information Disclosure

For shareholder returns, please refer to Dividend Policy / Dividend History.

The content of this page is based on the “Annual Results Presentation Material 2025/3,” announced in May 2025, and the “Integrated Report 2025,” released in September 2025.