*The details given here correspond to the plan as of May 2021. See here for actual results.
Medium-Term Management Plan
- Period covered: Three-year plan from fiscal year ending March 2022 to fiscal year ending March 2024
- Publication date: May 13, 2021
- A period of challenge towards “business model reform” aimed at sustainable growth
- Contributions to the resolution of social issues through business with an ESG perspective
- Maximization of the human resource value that will create the future
- The creation of next generation growth drivers
- Contributions to the creation of a new society as a leading company
- Reform of management foundations
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Return On Equity (ROE) |
14% or higher |
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Return on invested capital (ROIC) |
11-12% level maintenance |
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<Basic policy>
- We will aim to enhance shareholder returns appropriately.
- We will make growth investments in new areas while continuing to invest towards the sustainable growth of existing business.
- We will prepare for strategic product procurement and unforeseen circumstances while securing a certain level of liquidity on hand.
Dividends
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We will make a stable dividend of 60 yen per share (including interim dividends) our basic policy and also consider dividend increases matched to our cash situation. |
Growth investment |
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We will invest in equipment towards the sustainable growth of existing business and implement marketing, R&D and the hiring of human resources.
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Growth investment |
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We will start to consider business partnerships and M&A to nurture new business pillars, centered on DX-related areas where market growth is expected.
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Acquisition of |
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We will consider the flexible acquisition of treasury stock in accordance with the market environment.
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Securing of |
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Securing of liquidity on hand in readiness for fund demand in association with strategic product procurement in IT Infrastructure Distribution Business and unforeseen circumstances. |
- Acquisition of share in each category in IT device distribution
- Efficient proposals using information infrastructure and the building of a support system
- Pursuit of competitive superiority based on partnerships in each area
- Wide-ranging implementation of proposals and support for the transition to ICT in the education sector
- Implementation and strengthening of high-level support functions
- Implementation of technical and proposal capabilities in response to various needs such as NW toughening
- Creation of new business driving force based on the development of a group of high quality engineers
- Branding as a cloud distributor
- Functional expansion of iKAZUCHI and expansion of the user base
- Expansion of share in the SaaS market and acquisition of foundation business based on mega cloud proposals
- Productivity improvements in the supply chain as a whol
- Realization of the strengthening and greater efficiency of sales activities using RPA and BI tools
- Sales expansion based on potential customer selection using MA and tactical support
- Continued pursuit of low-cost operatio
Net Sales Plan
Operating Profit Plan
- Reform into a company satisfying to work at centered on ESG
- Prevention of the reoccurrence of fraud based on the promotion of compliance and the strengthening of internal control
- Reduction of CO2 emissions and implementation of regular environmental audits
- Environmentally friendly-type product development, including biodegradable, biomass and recycling
- Greater business efficiency based on work environment improvements, human resource education and use of IT
- Strengthening of the development of unique materials based on the deep plowing of fiber strategy
- Cross-sectional R&D system based on the new establishment of Technology and Development Division
- Sales expansion using functional materials and sustainable materials
- Horizontal development across the Group of materials and post-processing technology
- Expansion of R&D areas based on industry-academia-government collaboration
- Business activities conscious of invested fund efficiency
- Sales expansion of synthetic fiber cotton using R&D
- Consolidation of Izumo Plant production bases towards increased sales of industrial materials
- Reduction of number of months for inventory turnover based on the reduction of long-term inventories and appropriate management
- Reinforcement through business restructuring in product business
Net Sales Plan
Operating Profit Plan
- Business expansion into potential markets in machine tools
- Handling of changes in the energy industry due to decarbonization
- Acquisition of demand for 5G-related small scale power generation equipment and offshore wind power generation
- Handling of domestic and foreign demand for dedicated railway equipment
- Expansion of proposal-type sales leading to improvements in user operations
- Capture of demand for packaging machine automation in automatic machinery
- Quality improvements and cost reductions based on the standardization of automatic supply devices
- Improvement of competitiveness in the market for the Chinese chemical industry
- Participation in new markets such as online shopping and the logistics industry
- Development of new products and new devices in response to manpower reduction needs
- Improvement of profitability by strengthening services
- Construction of a service system through a service improvement project
- Handling of customer needs based on retrofit and overhaul proposals
- Acceleration of initial handling based on service contact office development
- Expansion of service business including annual railway inspections
Net Sales Plan
Operating Profit Plan