長期・中期経営計画
In order to continue to grow sustainably after celebrating our 100th anniversary, our group has established Long-term vision for the future, with 2030 as the target year, based on Management philosophy.
長期ビジョン
制定 2020年4月1日
経営理念に基づき、新明和グループが目指す2030年の姿を表したものです。
To respond to global society needs,
we will be a true value co-creation company that advances
urban, transportation and environmental infrastructures.
In the future, we will promote "Long-term vision management" by embodying the vision of our group and backcasting the gap between that vision and the current state in order to realize our "Long-term vision."
Long-term management plan
Sustainable Growth with Vision 2030 ([SG-Vision2030])
-Sustainable growth through value creation-
Basic policy
The vision will be implemented with the following two management themes in parallel, improving corporate value by sustainably creating economic value and social value
- 1. "The Long-term business strategies": Lay out a future vision of society in 2030 and formulate and implement business solutions to achieve it
- 2. "Strengthening management foundations": Contribute to the SDGs through implementing sustainability management that supports Long-term business strategies
Promotion plan
The SG‐Vision 2030 period (FY2021 to FY2030) will be divided into three, with Medium‐term management plan for each period formulated and promoted, thus aiming to achieve the Long‐term vision and reach the various management indices.
Target management indicators
What we are aiming to be by achieving our targets
- Contribute to advancing global social infrastructure
- → Improve both profitability and corporate favorability
- Solve/improve key ESG issues
- → Create social/environmental values, contribute to SDGs
- Optimize capital formation based on sustainable growth
- → High returns to shareholders and other stakeholders
- Foster diverse personnel and establish a workplace environment that makes it rewarding to work
- → Improving employee engagement
Medium-term management plan
[SG-Vision2030] Phase1: [Transformation]: ([SG-2023] *)
- * "SG" in [SG-2023] refers to the name of the Long-term management plan, "Sustainable Growth," and "2023" refers to the final year of the activity period.
Basic policy
This is positioned as the first step toward achieving Long-term vision, and consists of the following four policies.
1.Continue to implement and reap the benefits of “Measures for expanded scale and increased profit of key businesses” as set out in CFG2020
製品・サービス |
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Overseas market |
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M&A, Alliance |
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2. Formulate and promote Long-term business strategies based on the Long-term vision
Improving profitability of existing businesses |
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Accelerating expansion of overseas business |
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Development of new businesses |
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Optimizing business portfolios |
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3. Strengthening management foundations
E | Preventing global warming and contributing to a recycling society |
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S | Promoting diversity and inclusion |
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G | Enhancing corporate governance system |
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Constructing an IT foundation for promoting DX |
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4. Create future value and share results with stakeholders
- Transform into a company that sustainably creates future value by enhancing the circulation of profits and assets through practicing ROIC management
- Share a certain level of profit with stakeholders (dividends)
Targeted management indicators, etc.
Management Indicators | Previous Medium-term management plan results (FY2020) | [SG-2023] Target (FY2023) |
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Net Sales | 209.2 billion yen | 250 billion yen |
Operating Profit | 10.4 billion yen | 15 billion yen |
Overseas sales | 27.1 billion yen | 45 billion yen |
ROE | 6.4% | 10% or more |
ROIC | 5.1% | 7% or more |
Cash allocation | Previous medium-term management plan results (Cumulative total from 2018 to 2020) |
[SG-2023] Target level (Cumulative total from 2021 to 2023) |
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Growth investment (Capital investment/M&A) |
26.8 billion yen | 30-40 billion yen |
Dividend | 11.6 billion yen | Basically implemented with a dividend payout ratio of 40-50% |
Acquisition of treasury shares | 45 billion yen | Flexibly implemented depending on stock price levels, etc. |
Operating policy and performance targets by segment
Segment | Management policy |
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航空機 |
(FY2023 target) Net Sales: 30 billion yen operating profit: 700 million yen |
特装車 |
(FY2023 target) Sales: 102 billion yen operating profit: 6.9 billion yen |
Industrial Machinery& Enviromental Systems(*3) |
Mechatronics products: Expand share of secondary battery market in Europe/North America for vacuum products (FY2023 target) Sales: 28 billion yen operating profit: 1.8 billion yen |
Fluid (*3) |
Use the sales synergy with TurboMAX to expand business overseas (FY2023 target) Sales: 24 billion yen operating profit: 3.1 billion yen |
パーキングシステム |
Mechanical car parking systems: Collaboration with G-PARK to expand sales of parking facilities in Southeast Asia (FY2023 target) Sales: 47 billion yen operating profit: 3.8 billion yen |
- *1 Performance Based Logistics: Where a private company (ShinMaywa) undertakes maintenance and servicing of US-2 supply parts and other items normally carried out by the Self-Defense Forces
- *2 ShinMaywa Smart Connect: A communication tool for understanding the operational status of special purpose trucks
- *3 From the fiscal year ending March 2023, "Fluid", which was included in the "Industrial Machinery & Enviromental systems" segment, will be treated as a separate segment.