About the creation of the TOKYO KEIKI Vision 2030
Long before the birth of concepts like SDGs and ESG, our Group has engaged in business with an underlying mission of contributing to the realization of a safe and secure society, and has maintained a commitment to resolving the problems of society. TOKYO KEIKI has pioneered numerous businesses in Japan and we now boast a top share in multiple business domains. We also have a long history of being a pioneer in Japan for workplace environment development and employee welfare and benefits.
Serving as pioneers and accepting the challenge of resolving the problems of society;
That is TOKYO KEIKI’s DNA.
Thus far, we have largely focused on expanding our share of domestic markets. However, we will use our 125th anniversary and our commitment to the SDGs as an opportunity to shift into a stage of pursuing sustainable growth and long-term improvement in our corporate value by becoming a top business for niche global markets. To achieve this growth, we created the TOKYO KEIKI Vision for 2030. This Vision reaffirms the Group heritage that has guided us since our founding and outlines a plan for sustainable growth for the next 50 years and beyond.
As part of the reorganization of Tokyo Stock Exchange market categories and TOPIX, we chose to transfer to the Prime Market with the goal of being included in the new TOPIX index. We will maintain the level of governance expected of a company listed on the Prime Market and will embrace the mission of making continuous improvements to our corporate value as we strive to contribute to the formation of a sustainable society and the development of a digital society.
PDF
TOKYO KEIKI Vision
Strategy scenario for achieving the TOKYO KEIKI Vision 2030
To realize our vision, we identified management issues facing the Group and the issues society is projected to face in 2030 in order to outline business strategy and strategy for strengthening our foundation.
- Domains for strengthening business
We will strengthen five business domains to resolve societal issues through our main operations.
- Strategy for new business
To strengthen those five business domains, we will identify, select, and develop new businesses as growth drivers.
- Strategy for existing business
For existing business, we will achieve the targets of our three-year medium-term business plan by expanding business domains, promoting globalization, and continuously strengthening existing business. Furthermore, we will engage in backcasting to achieve our medium- and long-term strategy.
- Strengthening our foundation
We will strengthen three core areas by reforming into a corporate culture that enables us to achieve our targets.
- Engaging in high-level management
We will engage in sustainability management, ROIC management, and DX initiatives to implement corporate strategies, including our organizational strategy, human resource strategy, financial strategy, information strategy, and external alliance strategy.
Overview of TOKYO KEIKI Vision for 2030
Management goals through 2030
- Growth: Net sales of 100 bn yen or more
- Profitability: Consolidated operating profit of 10 bn yen or more
Consolidated operating margin of 10% or higher
Return on equity (ROE) of 10% or higher
- Corporate value: Market capitalization 50 bn yen or more
Growth investments through 2030
Five domains to strengthen business
Defining the five domains to strengthen business based on projections for society in 2030
Projections for society in 2030
- Global sharing and pursuit of SDGs
- Diversification and advancement of sensor functions applicable for use in AI, IoT, and big data
- Advancement of clean energy revolution
- Full-scale development of aerospace business
- Advancements in software technology in the mobility domain
Business domains to strengthen and existing businesses
We will select growth driver candidates with a focus on strengthening existing businesses and technology
New growth drivers
We will select growth driver candidates with a focus on strengthening existing businesses and technology
Strategy for existing business
Enhancing existing business based on domains for strengthening business
Backcasting-driven medium and long-term business strategy
+
Three-year medium-term business
Strengthen three core areas
To achieve our vision, we have identified three core areas to strengthen for developing human resources as the source of competitiveness and promoting company-wide changes in awareness regarding organizational reforms.
Engage in high-level management
