Hello everyone, this is Keita Ishii, President and COO. Thank you very much for joining us today despite the short notice. I would now like to explain the management policy, the Brand New Deal, Profit Opportunities Are Shifting Downstream, which was announced at 1:00 P.M. today. First, we have successfully completed our medium-term management plan, Brand New Deal 2023, as of FYE 2024. However, a change will be made going forward, which is the upcoming management plan will not be a medium-term plan but a combination of a long-term management policy and a short-term management plan that will be formulated annually. For a long time, many Japanese companies have adopted medium-term management plans to set multi-year action guidelines and quantitative targets. However, as you are aware, the recent economic situation is changing faster and is more complex than ever before, with volatility becoming greater.
In such a business environment, the actual economic situation may deviate from the assumptions of the plan set at the beginning of the term, and depending on the magnitude of the fluctuation, we may have to make changes during the course of the medium-term management plan. As a company that has been engaging in commitment-based management, we have been considering ways to show our commitment to investors and shareholders with more precision in any business environment. As a result, we have decided that it would be more precise to disclose the direction of management by presenting a long-term management policy, which will serve as a management compass, and by also announcing a management plan for each fiscal year. Today, I would like to talk about the management policy and give you a heads-up regarding the management plan for FYE 2025.
Please refer to the PowerPoint presentation entitled Management Policy, the Brand New Deal. First, please refer to page 2 of the presentation. The main pillar of our strategy is, as in the past, to promote a market-oriented strategy that starts downstream. The subtitle of the document is Profit Opportunities Are Shifting Downstream, which has always been communicated by our Chairman and CEO, Mr. Okafuji. As I mentioned earlier, the economic situation surrounding our management is changing daily in a complex and accelerating manner. In order to adapt quickly to these unprecedented changes, reconfigure our strategies, and to create new business models as we move forward, we need to have a market-oriented perspective, or in other words, quick access to market information is essential.
We believe that in all of our companies, developing businesses downstream closer to the consumer based on a market-oriented perspective, as well as developing and expanding into high-value-added fields, will enable us to further grow. We will strive to achieve sustainable growth in corporate value through the three pillars of growth earnings, enhancement of corporate brand value, and shareholder returns. I will explain the three pillars from the next page. The first pillar is growth earnings. Please refer to page 3 of the presentation. Under the slogan of No Growth Without Investments, we will accelerate growth investments starting from downstream, leveraging a stable business foundation in order to grow earnings. Since FYE 2011, when Mr. Okafuji took office as President, we have continued to grow earnings.
CAGR of consolidated net profit since FYE 2011 has been 13%, and during this period, our commitment-based management resulted in 13 wins and 1 loss during the 14 fiscal years, and on a medium-term management plan basis, we believe we have achieved more than 100% of our commitment. The 1 loss was back in FYE 2016 when resource prices plummeted, but it was also a year in which we happened to have ranked first amongst general trading companies in terms of performance. In order to maintain the confidence of the market, we will continue to aim for high growth rates in the future in terms of growing earnings. However, for further growth, it is not enough to achieve organic growth in the business to date, but is also necessary to aggressively make investments of a certain scale.
Large investments to date, including increases in stakes, have been made in FamilyMart, Hoken no Madoguchi, Descente, CTC, Hitachi Construction Machinery, etc., which were intended to expand the scope of existing investments and the breadth of the businesses. Going forward, we will continue to manage our steady businesses, which plays to our strengths, whilst we broaden the scope of our investments. Specifically, we will further strengthen our market-oriented perspective, focusing on investments in adjacent areas that have touch points with our existing businesses. For example, we will strive to accelerate the development of practical DX in collaboration with CTC, and also attempt to develop businesses such as composite service businesses that combine the domains and functions of each company. Next, please refer to page 4 for the second pillar, Enhancement of Corporate Brand Value.
We have been working on enhancement of corporate brand value through innovative initiatives on the qualitative front. Going forward, our policy is to make efforts to enhance corporate brand value by having not only the people engaged in sales but also the back office departments to embrace a market-oriented perspective, anticipate the trends in the world, and take the lead in rolling out measures in their respective fields. In order to enhance our corporate brand value, it is important not only to grow earnings but also to refine our qualitative aspects. We will continue to listen sincerely to all of our stakeholders and earn high evaluations from outside the company while embodying our corporate mission of Sampo Yoshi, and strive to improve our corporate brand value and become the best company in Japan.
We will continue to pursue our market-oriented perspective to anticipate the changes of needs and demands of society and stakeholders so as to enhance corporate brand value even more by evolving our unique work-style reforms, such as the morning-focused working system, maintaining our number one position in all industries in terms of popularity for employment, actively promoting and empowering women on the workforce, and obtaining high-quality SDGs-related ratings. Next, please turn to page 5. In the management policy, we set forth our medium- to long-term shareholder return policy and financial policy. First, regarding shareholder returns, our total payout ratio will be 40% or more. As we have shown in the past, we will continue to offer appropriate shareholder returns while pursuing sustainable growth and highly efficient management.
We will pay a dividend payout ratio of 30% or JPY 200 per share, whichever is higher, and with an eye to the profit stage in the future, we have set forth a minimum dividend that is greater than before. Our basic policy remains the same: to meet the expectations of our shareholders by increasing dividends through continuous growth in earnings power, by making growth investments, etc. What we presented in our management policy is not a one-time enhancement of shareholder returns but a sustainable return policy. Next, regarding our financial policy, we will continue to maintain a financial foundation based on a balance between investment for growth, shareholder returns, and interest-bearing debt control. We will maintain a strong financial foundation while steering our investments towards growth. Finally, please refer to page 6. This is an overview of the FYE 2025 management plan.
At the beginning, I said that we will set forth a long-term management policy, which will serve as a management compass, and that we will announce a management plan on a single fiscal year basis every year. Here are the details of the management plan. First, we plan to achieve a consolidated net profit of JPY 880 billion, which will be a record high. We plan to provide details of the plan by segment when we announce our financial results for FYE 2024 in May, so I won't go into details today. However, we are aiming for record high profits through steady growth in each segment. We plan to maintain a high level of ROE at 16% and will continue to achieve both high growth and high efficiency.
Next, in terms of shareholder returns, the company's policy for FYE 2025 on a single-year basis is to aim for a total payout ratio of around 50%. We also aim to increase dividends for the 10th consecutive year, with a minimum dividend of JPY 200 per share, an increase of JPY 40 per share from the previous fiscal year. In addition, we have conducted share buybacks for eight consecutive fiscal years, and in FYE 2025, we plan to buy back approximately JPY 150 billion worth of shares, which will be the largest ever. Next, in terms of growth investments, we plan to invest up to JPY 1 trillion in the current fiscal year, the largest single-year investment ever, which will be funded from core operating cash flows after deducting shareholder returns in FYE 2025 plus surplus capital from the previous medium-term management plan.
However, we intend to maintain a solid financial base and plan to keep the net DE ratio below 0.6 times. As I explained earlier, we are committed to no growth without investment, as well as accelerating investment for growth. I hope you understand that this is a plan that demonstrates the determination of our company's commitment. This concludes the overview of the management policy, the Brand New Deal, and the FYE 2025 management plan, which was disclosed today. We will continue to engage in commitment-based management to earn the trust of all of our stakeholders, so I hope you look forward to our future developments. That is all from me. Thank you very much for your attention.