Investor Relations

Long-Range Vision and Medium-Term Management Plan

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Long-Range Vision 2018 and 2017 Medium-Term Management Plan

GLORY will celebrate its centennial anniversary in 2018. We established the Long-Range Vision 2018 as a shared goal for the realization of “GLORY as the world’s top brand,” the Group business vision, in this milestone year. Also, we have launched the 2017 Medium-Term Management Plan, a business plan covering the three-year period from April 2015, as the final step toward realization of the Long-Range Vision 2018.

Long-Range Vision 2018 and 2014 Medium-Term Management Plan (Image)

Long-Range Vision 2018

Long-Term Basic Policy

・ Create new value through “superb manufacturing technique” and pursue dreams for the future

・ Seek sustained corporate growth together with society through CSR activities

Long-Term Performance Targets (FY2018)

Consolidated net sales:260 billion yen, Consolidated operating margin:12%

Long-Term Basic Strategy

  • Business Strategy

    ・ Domestic operations: Capture untapped markets and introduce new products
    ・ Overseas operations: Enhance business expansion in new business fields in developed countries and in emerging economies
    ・ New businesses: Establish operations in the non-money-handling field

  • Constitutional Strategy

    ・ Develop pioneer technologies to become GLORY’s backbone and apply inimitable excellence in “manufacturing technique”
    ・ Realize QCD (quality, cost, delivery) that supports the business strategy

  • Corporate Management Strategy

    ・ Establish solid business infrastructure of the Group and develop global human capital
    ・ Maximize synergies of Group management

2017 Medium-Term Management Plan

The 2017 Medium-Term Management Plan Investor Conference (May 18, 2015)

Q1: As for the sales target for the financial market in the Plan, do you assume that the replacement demand for the products purchased at the time of the redesigning of Japanese banknote in 2004 will continue through the fiscal year ending in March 2018?

A1: Our sales target for the financial market for fiscal year ending in March 2018 is ¥52 billion, which is ¥4 billion higher than the past fiscal year. We expect that the demand for replacement will continue for about three years. Consequently, we aim to reach this target through sales growth centered on open teller systems.

Q2: In your sales target for the overseas market in the Plan, why is the growth rate in Europe higher than other regions?

A2: In Europe, we aim to increase sales for the financial institutions and expand our presence in the retail stores. We are strengthening our sales force in Europe to concentrate on achieving more sales growth.

Q3: Please explain how the production/procurement strategy in the Plan are different from the previous medium term management plan.

A3: During the previous medium term management plan, we promoted cost-cutting actions by increasing overseas production/procurement. But now the situation is very different because of the weaker yen. We intend to optimize production/procurement activities in Japan and overseas while taking into account exchange rate movements.

Basic Policy

Realize business growth through "customer-oriented superb manufacturing" and enhance profitability to achieve the Long-Range Vision 2018

2017 Medium-Term Management Plan Logo

Targets (FY2017)

Consolidated performance targets
Net sales: 260 billion yen(Overseas sales ratio:50%)/ Operating income: 28 billion yen
Consolidated management target
ROE:8%

*Exchange rate assumptions USD 1=JPY 120, EUR 1=JPY 130, GBP 1=JPY 175

Basic Strategy

1. Business Strategy
Enhance profitability by expanding business size/area

1) Domestic Business Strategy

・ Strengthen sales force

・ Expand business by enhancing ability to meet market needs

 Domestic sales by business segment

2) Overseas Business Strategy

・ Execute region-specific strategies based on exhaustive market analysis

・ Expand direct sales/maintenance network aiming for revenue growth

・ Explore and promote new businesses leveraging technologies accumulated in the domestic market

Overseas sales by geographical segment
2. Constitutional Strategy
Provide timely products and services meeting market needs

1) Product Development Strategy

・ Enhance development capabilities of core technologies

・ Reinforce product development structure for overseas markets

2) Production/Procurement Strategy

・ Establish global production system

・ Promote global procurement

3) Quality Assurance Strategy

・ Strengthen quality assurance function for overseas market

3. Corporate Management Strategy
Reinforce group management infrastructure

1) Group Governance Strategy

・ Promote management adhering to the corporate philosophy

・ Enhance management capability on a global level

2) Human Resource Strategy

・ Cultivate and utilize human resources for global business expansion

・ Promote diversity of human resources

3) Capital/Financing Strategy

・ Maintain stable dividend payouts

・ Improve capital efficiency

4) Information System Strategy

・ Establish information platform under pinning business activities

・ Enhance information security system

Past Medium-Term Management Plan

2014 Medium-Term Management Plan [FY2012-FY2014]

2011 Medium-Term Management Plan [FY2009-FY2011]

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