Long-term vision & Management Strategies
SJC Group Vision 2030
We have formulated our long-term vision “Sekisui Jushi Group Vision 2030” in May 2023, which defines our future vision in order to sustainably fulfill our mission of “supporting safe, secure, and comfortable living for people worldwide” in an environment where the business environment is changing rapidly and the values of our stakeholders are diversifying every day.
What We Aim to be in 2030 and Basic Policy
A corporate group that continues to ensure the safety, security, and comfort of people worldwide through the sustainable development of value-creating processes centered on human capital
Three Fundamental Values Underlying Our Long-term Vision
Position human capital as the most valuable management resource and actively promote investment in human resources
Strengthening existing core businesses, Leverage core technologies in existing businesses to expand into new business domains
Put ESG-based management into practice, Remain committed to the safety, security, and comfort of future generations
Medium-term Management Plan 2027
Basic Policies of Medium-term Management Plan 2027
The Medium-Term Management Plan 2027 sets four basic policies: (1) Maximize the value of human capital, (2) Expansion through growth strategy, and (3) Promoting Sustainability Management in addition to the three basic policies of the Sekisui Jushi Group Vision, and (4) Engaging in management with an awareness of capital costs and stock price.
Priority Action Items of Medium-term Management Plan 2027
(5) Building Organizations to Become a 100-Year Company, including laying the foundation for sustainable value creation through human resources, will be a priority in addition to initiatives based on the four basic policies.
Recruit and retain talent, and maximize the value of human capital
- Revise personnel systems, revamp the grading, evaluation, and remuneration systems
- Strengthen human resource development
- Reform the organizational structure,Create a safe and secure workplace,Improve employee engagement
- Implement well-being management
- Promote D&I
Implement growth strategies at an early stage while preparing for the future
- Strengthen existing businesses and Rebuild regional strategies in key regions
- Expand overseas operations
- Enhance development/sales of products contributing to sustainability
- Expand new business and solutions business
- Strengthen R&D
Incorporate sustainability factors into management
- Improve ratio of products contributing to sustainability to consolidated net sales
- Enhance decarbonization initiatives
- Strengthen initiatives to reduce single-use plastic usage
Long-term course of capital finance strategy
We will strive to achieve ROE of 8% - the target of SJC Group Vision 2030 - as soon as possible and make efforts to improve profitability and optimize our capital structure with an eye toward our vision of ROE of 10%, a level that exceeds the cost of shareholders' equity.
We will promote the measures in Medium-term Management Plan 2027
with the aim of achieving a P/B ratio of 1x as soon as possible.
Three pillarsfor improving capital efficiency
- Total return ratio policy
Through FYE March 2027, we aim to maintain a total return ratio - the sum of dividend of surplus and repurchased treasury stock - of at least 100% or higher.
- Dividend policy
During the period of SJC Group Vision 2030 (through FYE March 2030), we will provide progressive dividends as a basic policy and maintain a consolidated dividend payout ratio of at least 40% or higher.
- Reducing cross-shareholdings
We will further accelerate efforts to reduce cross-shareholdings.
Apart from the basic policy, we believe that the role of “human capital,” which are diverse and full of unlimited potential, will become even more important in order to sustainably increase corporate value.
We recognize that building a foundation to maximize the potential of our “human capital” over the next 30 years is also a current management issue, and we will promote it in our Mid-term Management Plan 2027.
Establishing a foundation for sustainable value enhancement through human capital
- Improve R&D environment to facilitate creation of innovation
- Enhance corporate governance
- Renovate IoT infrastructure
- Strengthen the foundation of manufacturing
Testing and verification infrastructure and co-creation facility for future urban space
- *Photo: Dream Way at present
Cash Allocation during Medium-term Management Plan 2027
Quantitative Targets of Medium-term Management Plan 2027
| Previous fiscal year | Medium-term Management Plan 2027 | For reference: SJC Group Vision 2030 | |||
|---|---|---|---|---|---|
| Actual (expected) | Target | Difference | Target | Difference | |
| Consolidated net sales | ¥62.7 billion | ¥84.0 billion or more | +¥21.3 billion | ¥100.0 billion or more | +¥37.3 billion |
| [Overseas sales portion] | [¥4.2 billion] | [¥13.0 billion or more] | [+¥8.8 billion] | [¥20.0 billion or more] | [+¥15.8 billion] |
| Consolidated operating income | ¥6.2 billion | ¥8.5 billion or more | +¥2.3 billion | ¥13.0 billion or more | +¥6.8 billion |
| ROE | 4.5% | 7.0% or more | +2.5 pt | 8.0% or more | +3.5 pt |
| Previous fiscal year | Medium-term Management Plan 2027 | For reference: SJC Group Vision 2030 | |||
|---|---|---|---|---|---|
| Actual (expected) | Target | Difference | Target | Difference | |
| Diversity among core personnel * | 25.2% | At least 27% | +1.8 pt | At least 30% | +4.8 pt |
| Single-use plastic reduction (compared to FYE March 2022) |
11.0% reduction | 15% reduction | +4.0 pt | 25% reduction | +14.0 pt |
| Ratio of products contributing to sustainability to consolidated net sales | 55.4% | 60% or more | +4.6 pt | 70% or more | +14.6 pt |
- *Ratio of women, non-Japanese, mid-career hires, and others to managerial positions and above.