Makita : Report 2024 (Two-page spread view) (for viewing)

Long-term Target

Strong Company

Makita has set itself the goal of contributing to the creation of a sustainable society and consolidating a strong position in the industry worldwide as a global supplier of a comprehensive range of tools for creating comfortable homes and living environments that includes cordless power tools, ­battery-operated outdoor power equipment and pneumatic tools.

Table of Contents

Management for Sustainable Growth

3 President's Message

Makita's Value Creation

9 Value Creation History

11 Value Creation Process

13 Makita's Strengths

15 Evolving into a Supplier of a Comprehensive Range of Cordless Products

1. Contributions to Solving Social Challenges

1. Financial & Non-financial Highlights

23 Message from the Director of the Administration Department

27 Business Overview

Makita's Sustainability Management

1. Progress of Sustainability Management
2. Society (Disclosure of Human Capital, etc.)

1. Environment
   39 Initiatives in Line with the TCFD Recommendations

1. Corporate Governance 49 List of Directors
   51 Messages from Outside Directors

Corporate Data

1. 10-YearSummary

1. Stock Information
2. Corporate Data

About This Report

Editorial Policy

The Makita Report is published with the objective of presenting the Company's initiatives for creating value over the medium- to long-term in a way that integrates both financial and non-financial information. In preparing the report, information that is particularly important for the Company's value creation was compiled concisely,

referencing­ international frameworks such as those of the International Financial Reporting Standards Foundation (IFRS). Please see the Company website (https://www.makita.biz/) for more information. Also, financial ­information, environmental information, and governance information is presented in detail in the Additional Information, Earnings Release, and Fact Sheet in the Investor Relations section of the Company's website, Environmental Report, and the Corporate Governance Report, respectively.

• This report covers 54 companies, including Makita Corporation and its 53 consolidated subsidiaries (as of March 31, 2024), but some of the information reported only covers Makita Corporation.

Reporting Period FYE 2024

(April 1, 2023 to March 31, 2024) However, information from outside of this period is reported when it is appropriate to the presentation of past circumstances and data as well as recent examples.

Issued: August 2024

Main Content

Financial Information

Non-financial Information

Periodic Report

• Annual Securities Report
• Financial Results
• Fact Sheet
• Environmental Report
• Corporate Governance Report

Makita Report

Latest Information

Makita's website

Management for Sustainable Growth

President's Message

To evolve into "a Supplier of

a Comprehensive Range of Cordless Products," we will focus on pioneering such new fields of business as cordless OPE while increasing returns by investing in efficiency and working to achieve coexistence and mutual ­prosperity with all stakeholders.

Makita's Strengths Shine Even Brighter in Times of Market Difficulty

President, Representative Director

Munetoshi Goto

PRESIDENT'S MESSAGE

The Makita Group's FYE 2024 performance was impacted by decreased production and inventory reductions in

reaction­ to stagnant housing investment due to fiscal tightening policies around the world as governments scrambled to curb inflation. Nevertheless, operating profit recovered to ¥66.2 billion, about 70% of our peak performance. During the COVID-19 pandemic- which had driven the adoption of stay-at-home­lifestyles-higher demand drove production. A sudden decline in demand as the market returned to normal resulted in inventory growing to a record high in September 2022. However, we then cut back production in response to market changes and reduced inventory to appropriate levels by the end of FYE 2024. Cash flows from operating activities were ¥237 billion, enabling us to pay back increased borrowings.

• We expect that the market for cordless power tools and cordless OPE will remain flat as the trend of stagnant housing investment due to high interest rates continues in Europe and North America, and FYE 2025 will be somewhat unpredictable. On the other hand, we believe that demand will remain strong and resilient for tools

that help address social ­challenges like environmental issues and labor shortages. Over the medium term, we will increase returns on invested capital by expanding our lineup with such ­products as the 40Vmax battery series, high-power,high-voltage models, and by investing to strengthen our brand and improve efficiency.

Focus on Supporting Our Customers Even in Hard Times Makita has a history of turning adversity into strength by harnessing its employees' talents during difficult times in the market, as shown in our recent inventory optimization. Whenever disasters like earthquakes or floods occur, one of the Group's deeply rooted strengths is that we are always ready to provide support. Makita began its journey as a power tool manufacturer in 1958 offering portable electric planers, and in 1959 its work to help to address reconstruction demand in the wake of "Ise Bay Typhoon" marked a major ­turning point for the Company. Cordless power tools are crucial for building infrastructure and are used

by essential workers-our customers­ -making them essential in times of disaster. We have built strong relationships of trust with our ­customers by providing stable service

and quick responses to restoration and reconstruction efforts. In addition, we have established an internal first response system to be used in the event of a disaster.

• While our factories furnish products, our sales
  department­is responsible for providing swift customer service at our bases. We place the utmost importance on our customers and the market, and when society faces difficulties, Makita's mission is to help solve them.

Emphasize Persistance, Coexistence, and Mutual Prosperity with Our Stakeholders

A strong feature of our business model is that we have established roots in communities all over the world and provide complete services in every region where we work. Our corporate culture prioritizes permanence rather than radical change and we have long maintained

a business model that enables us to work with our

­customers and give them peace of mind. This aligns with

the origin of the Makita brand, which centers on

­achieving coexistence and prosperity together with all our stakeholders, especially our customers.

• The corporate culture we have cultivated comes from the philosophy of Jujiro Goto, who transformed Makita into a power tools manufacturer, and our code of conduct for employees. Grounded in Mr. Goto's philosophy, "Don't be angry, arrogant, panic, mope, or give up," we strive to provide every Makita employee with the opportunity to exercise his or her talents. As a leader, I will guide Makita toward achieving its long-term goal of being a "Strong Company." To achieve this goal, I always value the Company's Management Policy/Quality Policy: 1. Makita strives to exist in harmony with society; 2. Makita values its customers; 3. Makita is managed in a consistent and proactive manner; and 4. valuing a stalwart corporate
  culture,­ Makita encourages each individual to perform to his or her highest level.

Management for Sustainable Growth

President's Message

Business Model and Unique Development and Design Capabilities

Continue Reinforcing Development and Design Capacity

Our product development and design processes

within certain categories which enable them to develop specializations and gain knowledge within their category.

The Makita Group's growth is driven by the shift to

cordless­ power tools and, furthermore, by the expansion of range of cordless products, including OPE and cleaning equipment, utilizing its proprietary charging system and motor technology. Our cordless product batteries handle different voltages depending on the application, meaning that one battery can be used with multiple products. In 2005, Makita was the first in the industry to launch a professional-use ­cordless impact driver, TD130D using a lithium-ion battery, and since then we have

continued­ to expand our lineup of cordless products every year.

• Cordless products accounted for only 29% of revenue in FYE 2014, but this figure had risen to 54% as of FYE 2024. At the same time, the proportion of sales revenue attributable to OPE and equipment other than cordless power tools grew steadily, demonstrating our progress towards becoming "a Supplier of a Comprehensive Range of Cordless Products."

are characterized by the responsibility that individuals are entrusted with. During development, the designer is responsible for a given product from design to launch, so that the designers can gain insight and get ­motivated to make a better product by responding to customer feedback.

• Fulfilling the market needs and selling the products also leads to their job satisfaction and happiness. Our
  designers continuously­develop and design products

Proportion of Cordless Products, OPE, and Other Equipment in Consolidated Revenue

We expect our existing cordless power tools business to mature, and our strategy for the future is to increase returns by improving efficiency and expanding cordless OPE. OPE made up over 10% of our total sales revenue in FYE 2024, while growth has accelerated in recent years thanks to cordless OPE. As with the shift to electric

vehicles,­ the shift to cordless OPE may take some time, but society as a whole is steadily progressing toward decarbonization, so we will work to solve environment problems when we can. To effectively meet our customers' needs for efficient labor and improved productivity, we will take a steady approach by streamlining our business model to generate cash so that we can invest both time and capital. Cordless OPE is still in ongoing development, and it is our intention to take the time needed to ­continuously pioneer new businesses, just like we did with cordless power tools.

Past and Present OPE Business

battery series. In this way, we have been working to identify further customer needs. In 2022, we decided to end production of engine-powered products, and we are now focusing our management resources on cord- less OPE.

Reason Behind Strong Growth in High-powered 40Vmax Products

Over the past few years, we have been working to strengthen the lineup of products in the high-powered 40Vmax battery series launched in 2019 and have achieved solid results. After we launched this series, we realized that it was a good fit for the current market environment. On-site labor shortages have led to rising labor costs, driving up demand for efficiency, and Makita's high-powered technology offers a perfect answer for this issue. With 40Vmax products, it is now possible to tackle heavy-duty tasks that were previously impossible with conventional cordless tools due to ­insufficient power. We have discovered a new market for highly efficient, high-powered cordless tools and so we

are focusing on product development with a healthy optimism that this range will drive our growth for the future.

• We are planning to develop 40Vmax products for the resource and energy industries as well as for disaster recovery and preparedness. The market for the resource and energy industries is particularly large, and our 40Vmax products are already being used for installing and maintaining solar panels as well as in many other applications. To differentiate ourselves from our compet- itors, we must add new technologies to further enhance our customer-­oriented services. At this time, 40Vmax
  batteries can be used with more than 200 models­ (in Japan, as of April 2024), but we plan to expand into new markets going forward.

We first entered the OPE business in January1991 with the acquisition of Sachs Dolmar GmbH in Germany, and we later strengthened operations through a business partnership with Fuji Robin Industries Ltd. (which was made into a wholly owned subsidiary in August 2007), but our market share was stagnant. In 2009, when our performance worsened during the financial crisis, we expanded our OPE product lineup to create a second pillar of business in addition to cordless power tools. However, our engine-powered OPE products were not able to get an edge over their competitors, and the profit margin was relatively low. Since the COVID-19 pandem- ic, we have taken advantage of the opportunities

presented­ by stay-at-home demand and the benefits of cordless OPE, and have ­significantly expanded our cord- less OPE lineup, focusing on our high-powered 40Vmax

Management for Sustainable Growth

President's Message

Issues and Initiatives Aimed at Increasing Returns on Investment

battery recycling. I view these efforts as effectively promoting the Company in the medium to long term. By promoting our environmental sustainability, including

and have been sent to work overseas (or for training) as a KPI for our human resources. My role as the top executive is to create an environment in which each individual

Makita has never been a company that dramatically changes its business style. Rather, it has always focused on providing practical services that are closely aligned with our customers' needs. However, it is also true that a pioneering, innovative image could help attract new customers. It is my conviction that once a customer becomes aware of how good Makita's products are, they become a lifelong supporter. To achieve that, we need to be creative to attract younger customers in the first place.

• In good market conditions, it is obvious that higher production capacity contributes to higher returns. We need to establish a unique system that increases returns through efficiency even in less favorable conditions. I believe that Makita's durability is most evident when the market is in a trough.

Top Management's Role

My role is to identify areas for future investment and ­create a corporate culture in which employees think

active development of cordless products, we will both contribute to the realization of decarbonization as well as increase Makita's corporate value.

• We have also set "strengthening the management base" as a material issue. As part of this, we strive to boost our human capital, and I believe we need to pro- mote human resource development that can support operations globally. To realize global sustainable growth, we have set the percentage of employees comprising those who have joined Makita within the past five years

can utilize their talents, and to ensure that compensation is proportional to performance. It is important to give our employees responsibilities and create a culture in which they can thrive. To achieve that, we need to have fair, equitable evaluation systems in place and imple- ment. Furthermore, I believe that good governance

relates to human capital,­ and I will strive to maintain this awareness. Any governance failure harms stakeholders, and it takes time to regain trust. Good governance is ­crucial to the long-term sustainability of the Company.

­strategically about what we should be investing in. Across Makita, we work every day to improve and streamline various processes, from development to ­production and sales, even if it is only shaving one

Management Initiatives that is Conscious of Stock Prices

second­ off from a process. Although it is important to build up improvements incrementally through frugality and resourcefulness, if significant improvements in

efficiency­ can be realized quickly and deliver a proportionate return on investment, we should invest accordingly. Thus, I would like to foster a corporate culture in which employees, including managers, think strategically about what they should do to increase management speed in view of efficiency and returns and proactively ­support the necessary investments.

Recently, we summarized the Makita Group's policy on implementing management that is conscious of cost of capital and stock price, in line with the directive of the Tokyo Stock Exchange for companies listed on the Prime Market. Makita's stock price is currently above a PBR of

• The Makita Group's continued success is thanks to the coexistence and prosperity gained through the support of our stakeholders and how we have grown together, which will never change in the future. Meeting the expectations of all our stakeholders, including
  shareholders,­will further strengthen our operations. We would appreciate your continued support
  and encouragement.

Sustainability Activities and Makita's Strategy

Three years have passed since the establishment of the Sustainability Committee in 2021. One of the greatest resulting impacts was making data on our GHG emissions from our business activities transparent. This has helped us to better understand where to begin our efforts to reduce GHG emissions to net zero by FYE 2040 and across the entire supply chain by FYE 2050. Every ­relevant department has a representative who participates in the Sustainability Committee, ensuring that the importance of reducing GHGs is commonly understood by employees, and that everyone works to do so in their own area of responsibility. Although we are currently working to fully comprehend the figures and discussing internally how to proceed, we are already starting to see potential

for energy conservation and the use of renewable

­energy. We are also installing solar panels at our bases around the world, which is in line with our BCP.

Environmental Initiatives to Strengthen Makita in the Medium to Long Term

Since 2022 when we set "reducing environmental impact" and "contribution to affluent communities and daily lives" as material issues for the Company, we have positioned the active development of cordless products, including cordless OPE, as a priority initiative. I believe that Makita can demonstrate its strengths through

a wide range of environmental responses, including ­promoting the elimination of plastic and increasing

Makita's Value Creation

Value Creation History

Continuously Evolving to Meet the Needs of the Times and Our Customers

Makita began in 1915 as a repair and sales company handling such items as lighting equipment, electric motors, and transformers. Since then, we have pursued expansion on a global scale, evolving to overcome challenges while meeting the needs of our customers and the times. By leveraging our strengths, including a worldwide network of sales and service bases, we will continue to evolve, becoming "a Supplier of

a Comprehensive Range of Cordless Products" and achieving further growth. Moving forward, Makita will ensure the provision of products and services that accurately meet the needs of our customers and the times and thereby achieve sustainable growth.

Highlights of Makita's Evolution

1958-59

Overcoming Adversity, Becoming a Power Tool Manufacturer

The recession following the Korean War caused a slump in sales, and developing original products became an ­important management issue. After much trial and error, in 1958, the first Japanese-made portable electric planers were launched with the catchphrase "20 times more

efficient­ than a human." The electrification of this product was well received, and perfectly met the needs of ­carpenters nationwide amid a boom in construction demand. On the tailwind of the planers' popularity, in 1959, the Company decided to withdraw from the electric motor business and become a power tool manufacturer.

1970

Taking the First Step toward

Overseas Expansion

As Japan began to see a slowing of the rapid pace of postwar economic growth, Makita established its first overseas subsidiary, Makita U.S.A. Inc. in the U.S., with the goal of expanding exports. In a fierce market crowded with competitors, including major power tool manufacturers, we had some difficulties at first. However, we developed a finely tuned sales strategy that reflected the value we place on being close to customers, and our products' excellent cost performance along with our high quality after-sales service earned high evaluations. As a result, we were able to successfully penetrate the North American market.

Social Changes and Makita's History of Evolution

Social

Changes

Makita's History

of Evolution

Japan's modernization

• Increased demand for electric power

Began repairing and selling­ lighting equipment, electric motors, transformers, and other products

1915 Mosaburo Makita founded Makita Electric Works (proprietorship) in Nagoya, Japan

Japan's rapid postwar economic growth

• Arrival of the construction boom

Released Japan's first portable­ electric planer

1958 Released the 1000 portable electric planer, Japan's first such domestically produced tool

Globalization of the economy triggered by two oil shocks

• Companies expanded overseas

Began building a finely-tuned sales and ­service network that

spans the globe

1970 Established Makita U.S.A. Inc., our first overseas subsidiary

1980 Started production of power tools

Discovering the sustainable society concept

• Heightened interest in environmental­issues and strengthening measures to prevent global warming

• Growing demand for energy conservation and efficiency

First in the industry to launch professional cordless tools with lithium- ion batteries Realized longer battery life and more ­compact, light tools

End production of engine-powered products to accelerate shift to cordless products (away from engines)

Launched a varied lineup of cordless products that contribute to the resolution of social issues

1938 Incorporated the proprietorship and established Makita Electric Works, Inc.

1945 Moved to the present location in Sumiyoshi-cho, Anjo City, to ­accommodate World War II related evacuations

1959 • Decided to convert to a power tool manufacturer

• Shipped the 1300 hand-held electric planer to Australia, our first export of power tools

1962 Changed company name to Makita Electric Works, Ltd.

in Canada,* our first overseas production site

• Production terminated in January 2009 1991 Changed company name to
  Makita Corporation

Makita's Value Creation

Value Creation Process

With the long-term goal of being a "Strong Company," we identified important social challenges that we should address as priority material issues. Striving to help solve these social issues through our business

activities,­ we are actively developing cordless products and offering robust services that leverage our ­worldwide network of sales and service bases.

• We believe that further developing our strengths by solving social challenges will differentiate us from other companies and serve as the foundation for sustainable growth.

Long-term Strong Company

Target

Makita has set itself the goal of contributing to the creation of sustainable society and consolidating a strong position in the industry worldwide as a global supplier of a comprehensive range of tools for creating ­comfortable homes and living environments, including cordless power tools, battery-operated outdoor power equipment and pneumatic tools.

Input

Sustainable Growth

Business Model

for Makita

Financial capital

• Equity attributable to owners

Social capital

•Number of sales and service bases

• Japan 129 (as of April 2024)
• Overseas Approx. 50 countries

• Number of countries where Makita sells products Approx. 180
• Quality and service at the core of the Makita brand

Evolving into a Supplier of a Comprehensive Range of Cordless Products pp.15-16

Material Issues to Prioritize pp.17-19

Society, including Customers

• Reducing environmental impacts
• Boosting work efficiency and productivity
• Early recovery from disasters
• Peace of mind during times of disaster
  p. 20

Shareholders and Investors

• Medium- to long-term enhancement of corporate value
• Returns to shareholders

• Enhancement of information disclosure Meetings with shareholders

(Fiscal year ended March 31, 2024)

pp. 23-26

Employees

Manufacturing capital

• Plants 8 countries (including those in Japan)
• Capital expenditures ¥17.9 billion

Intellectual capital

• R&D costs ¥14.3 billion
• Number of patents and utility model registrations held 4,683

PlatformMakita

Reducing

environmental

impact

Contribution

to affluent

communities and daily lives

• Contributing to decarbonization
• Contributing to a resource-recycling society
• Improving onsite work efficiency and productivity
• Supporting early recovery from disasters
• Offering peace of mind during times of disaster

• Workplaces where diverse human resources can work with passion and enthusiasm
• Systems that create an environment supportive of employees' self-driven growth
  Average length of service of

female employees 16.8 years (non-consolidated)

Percentage of female managers

17.4%

(Makita Group, consolidated)

Natural capital

• Energy usage 180,203 MWh
• Water usage 102,477 m3 (non-consolidated)
  (Fiscal year ended March 31, 2024)

Sustainability Management pp. 29-54

Management Policy/Quality Policy p. 1

pp. 30-34

Business Partners

• Realization of fair, equitable, transparent, and honest transactions
• Sustainable supply chain through CSR procurement

p. 34

Makita's Value Creation

Makita's Strengths

Makita has set itself the long-term target of becoming a "Strong Company" and is striving to contribute to the creation of a sustainable society and consolidate a strong position in the industry worldwide as a global supplier of a comprehensive range of tools for creating comfortable homes and living environments, including cordless power tools, battery-operated outdoor power equipment, and pneumatic tools.

• On the financial side, it is Makita's basic policy to maintain a business structure that is resilient in the face of unforeseen changes in the business environment while working to both sustainably enhance
  corporate­ value and secure stable dividends for our shareholders and investors.

Development

In 2005, Makita was a pioneer in selling professional-grade electric power tools utilizing lithium-ion batteries, and this provided the catalyst for our launch of a number of new

cordless­ products that utilize our industry-leading battery charging/discharging technologies and motor technologies. Makita's provision of the industry's preeminent lineup of products is the direct result of proactive development over a broad range of product categories, including cordless

­products that provide alternatives to AC products with power cords and engine-powered products. Moreover, batteries are

available in several voltages for various applications and each battery can be used with a range of our products, making high compatibility and a rich product lineup one of our major product strengths.

• In recent years, we have been expanding and enhancing our cordless products beyond power tools to include outdoor power equipment (OPE); cleaning equipment such as cleaners; and products with utility for outdoor activities and times of disaster when power sources are difficult to come by such as cooler & warmer boxes and microwaves.

3,441 people

Makita's Global Network

With production bases in eight countries (Japan, China, Romania, Thailand, the U.K., Brazil, the U.S., and Germany), approximately 90% of Makita products on a product unit basis are manufactured overseas. By maintaining

­production bases in major regions around the world, we are

positioned­ to not only promptly address currency, disaster, geopolitical, and other risks but to quickly meet changes in demand in each region. In recent years, we have been working to increase production capacity in anticipation of sales ­expansion and the further multipolarization of

global production.

• In addition to taking advantage of the persistent ingenuity of employees in our factories, we are adopting and utilizing cutting-edge technology, such as IoT and robotics, to build a framework that can efficiently manufacture consistently high-quality products anywhere in the world, regardless of the experience or intuitive understanding of individual workers. By deploying and sharing our ingenuity and know-how related to thorough waste elimination at every factory, we are
  continuing­ our efforts to pursue an even more advanced level of craftsmanship to ensure stable and profitable manufacturing even in a changing cost and demand environment.

Sales and Services

Makita operates 129 sales and service bases in Japan (as of April 2024) in addition to directly managed sales bases in some 50 countries overseas, allowing the execution of

finetuned­ sales and services. One of our strengths lies in our industry-leading sales and service network around the world, where we provide customer- and community-based services. Moreover, Makita's policy is to maintain inventories of ­products and repair parts at each location to ensure the prompt and stable provision of products and services, and to be ready to respond to supply chain disruptions. We are able to contribute to efficiency and productivity gains for customers, which helps us build trusting relationships. In addition, by

using this network to gather feedback on our products and services from customers throughout the world, we can ­understand their needs and incorporate them into plans for new products and services.

• In recent years, sales of cordless OPE, which are physically larger than power tools, have been growing worldwide, and we have proceeded by establishing new and expanded
  distribution­ bases, and establishing bases close to the
  cordless­ OPE market. With the foundation for customer
  service­ completed, going forward we will continue to fully utilize our existing locations to enhance our services.

Makita Corporation Head Office  Sales and Production Subsidiaries  Production Subsidiaries  Sales Subsidiaries  Sales Subsidiary Branches   Service Centers  Technology Development Subsidiary  Procurement Subsidiaries

Makita's Value Creation

Evolving into a Supplier of a Comprehensive Range of Cordless Products

Having started out as a manufacturer of power tools, we are now striving to evolve into "a Supplier of a Comprehensive Range of Cordless Products." To this end, we will leverage the battery charging/­ discharging and motor technologies we have cultivated through cordless power tools to expand our

cordless­ product lineup such as cordless outdoor power equipment (OPE), cleaning products, disaster ­preparedness and rescue products besides power tools.

• For OPE, engine-powered units were once the standard. However, in recent times there has been a shift toward cordless products in step with growing awareness of climate change. Cordless OPE emits no exhaust gas during use, makes less noise, and produces little vibration and thus has the potential to greatly help in addressing major social issues like climate change. We are strengthening our cordless OPE with an eye to eventually establishing it as a pillar of our business alongside cordless power tools.
• Because Makita's cordless products run on batteries, they can be used anywhere, even without a power source. This also makes them easier to maneuver since there is no power cord, so they can be used for
  a wide range of applications, including cleaning and post-disaster reconstruction.
• Going forward, we will continue to expand our lineup of cordless products, promoting the shift toward battery-powered products rather than the engine-powered and thereby helping to solve social issues.

Merits of Cordless Products

Business Description

Power Tools

Makita power tools are used in many settings, such as residential and large-building construction sites, factories, and a variety of other locations. Since becoming the first company in Japan to manufacture and sell portable electric planers in 1958, we have dedicated ourselves to the development of technology to enable better approaches that include drilling, fastening, cutting, polishing, and more. We are responding to the diverse needs of customers with a robust lineup of products embodying our advanced technological expertise.

Outdoor Power Equipment (OPE)

In the outdoor power equipment category, which includes lawn mowers, grass trimmers, chainsaws, and blowers, we are focusing on developing cordless products that, in addition to such merits as being lightweight and quieter, making them easy-to-handle for people from all walks of life, produce zero exhaust emissions. Makita is contributing to decarbonization by proactively developing cordless OPE that can be used by professionals for even heavy-duty tasks.

Cleaning Products

Makita's cordless products play important roles in building maintenance tasks beyond construction sites, such as in offices, shops, and warehouses. We are expanding our product lineup to better meet the needs of ­professionals, including developing products with strong suction power, durability, and excellent mobility.

Disaster Preparedness and Rescue Products

Makita's highly durable, highly powered cordless products are also used in post-disaster reconstruction. In contrast to engine-powered products, cordless products are easy to start and can be used both indoors and underground as they do not emit exhaust, making them advantageous in rapid disaster reconstruction. We also offer products that support daily life in the wake of a disaster, such as our Cordless Cooler & Warmer Box and microwave oven.

Parts, Repairs, and Accessories

Accessories (including consumable parts such as saw blades and whetstones) can significantly impact work quality and efficiency. Makita provides

a lineup­ of long-life accessories optimized for work tasks. In addition, our network of businesses in each part of the world facilitate rapid and stable repairs and parts supply, enabling us to contribute to improving our ­customers' production and work efficiency.

Makita's Value Creation

Contributions to Solving Social Challenges

Material Issues and SDG Initiatives

Makita has identified material issues that should be prioritized from among the various social issues. Through our business, we will contribute to the achievement of the SDGs by working to resolve challenges related to these issues.

Material Issue Identification Process

Priority material issues were identified through the following process.