Seiko has formulated its 7th Mid-Term Management Plan starting in the fiscal year 2019 to realize our long-term vision in the fiscal year 2025, based on the group slogan "Moving ahead. Touching hearts"
Images on our Value Creation Process
We strive for continuous growth and value creation through our business activities, based upon the Seiko brand and our technology.
Basic Policy for the 7th Mid-Term Management Plan
Summary –the 6th Mid-Term Management Plan-
Strengthening Profitability
and Investing for Growth
- Shrinking of affordable watches market in the global watch industry from FY2016
- Shifted to mid-high price range, mainly for Global Brands (GB)
- Developed overseas boutiques and strengthened e-commerce initiatives
- Increased profitability of the Electronic Devices Business
- Achieved plan ahead of schedule for strengthening profitability in the Systems Solutions Business
Reinforcing the Management
Foundation
- Equity capital ratio (35.0% or higher)
- Net interest-bearing debt (75.0 billion yen or less)
- Continuing to pay stable dividends(75.0 yen per share for 3 straight fiscal years)
Achieved 6th MTP targets
Road Map
Basic Policies
"With everyone fully committed and focused,
We will invest aggressively in scenarios for the future.
Backed by the strength of the SEIKO brand, our precision technologies and ability to propose solutions
Will provide us with the sustained growth."
Policies by Segments
Watches Business
Electronic Devices Business
Systems Solutions Business
Clock / Wako / Time Systems Business
R & D for new products
Branding Strategies
Human Resources Strategies
Preparing an environment where personnel with diverse senses of value can work enthusiastically, aiming for sustainable growth of the Group by creating a virtuous cycle of "recruiting," "cultivating," and "leveraging" human resources
Financial Strategies
- Thoroughly implementing investment management to achieve "wins" through the generation of operating cash flow to support the "aggressive approach" period, well-balanced investing cash flow, and cost-controlled financing cash flow
- Continuously improving equity capital ratio (to 40%) by accumulating profit, and maintaining stable dividends
Corporate
- Corporate Governance
- Continuously reviewing and supplementing the present governance system
- Continuing to emphasize compliance risk
- Risk Management
- Checking governance and risk management systems at overseas subsidiaries
- Strengthening response to business risk
- Corporate Communication
- Actively promoting PR and IR activities
- Enhancing digital communications
- SDGs
- Continuing to promote, strengthen and expand current initiatives
- Actively ensuring that SDG initiatives are disseminated throughout the Group
Target Figures
Target Figures (Consolidated)
(Billions of yen)
| FY2018 Actual |
FY2019 LE |
FY2021 MTP | ||
|---|---|---|---|---|
| 7th Mid-Term Management Plan |
Comparison to FY2018 |
|||
| Net sales | 247.2 | 255.0 | 285.0 | Approx.+15% |
| Operating profit | 9.3 | 9.5 | 14.2 | Approx.+50% |
| Ordinary profit | 11.4 | 11.5 | 16.0 | - |
| Profit attributable to owners of parent | 9.2 | 9.5 | 12.5 | Approx.+35% |
| Equity capital ratio | 36.0% | - | 40.0% | - |
| Net interest-bearing debt | 72.1 | - | Maintain current level | - |
Net sales
Operating profit
IR Presentation
- Corporate Philosophy*
- Mid-Term Management Plan
- Corporate Governance
- Business Risks
* to Corporate Philosophy page in "About Our Group" section