Medium-term Management Plan
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The Group has formulated the Third Medium-Term Management Plan for the three years from the fiscal year ending March 2022 to the fiscal year ending March 2024. We aim to realize a "rich society in which people and plastics are in harmony" with the theme of becoming a XNUMX-year-old company.
Tenma Group Long-term Vision
We aim to realize a "rich society in which people and plastics are in harmony" with the theme of becoming a XNUMX-year-old company.
Third Medium-Term Management Plan Basic Policy
- Third Medium-Term Management Plan (FY2022 / 3-FY2024 / 3)
- [Basic position] "Transformation period" to achieve "aim"
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Basic Policy
1 - Promotion of sustainable management
- "Sustainability Promotion Office" (Newly established in May 2021)
E (environment), S (society), G (government)Promote sustainable management with an emphasis on - Of the 17 goals set by the SDGs as a guideline for activities to realize the vision,
Select 6 items that are closely related to our business and carry out company-wide activities
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Basic Policy
2 - Building a growth base
- Fundamentally reviewing the way of funding so far, including priority investment in R & D and DX,
Focus on building a foundation for the Tenma Group to grow over the long term
Third Medium-Term Management Plan Company-wide Strategy
Strategy 1
Initiatives for human resources
Strengthen the promotion of the active participation of "human resources," which is the source of competitiveness
- 1.
Efforts to promote diverse human resources
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- Respect for diversity: Creating a workplace where all employees can demonstrate their abilities regardless of gender, age, or nationality
- Personnel / compensation system reform: Toward treatment / evaluation according to the weight of function and responsibility
- Work style reform: It is possible to select a work style according to the life stage (introduction of telework flex system, etc.)
- 2.
Efforts to improve employee satisfaction
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- Improving and improving the working and working environment of employees
- Establishment of a system to promote non-regular employees to regular employees
- Improving the corporate brand value of the "Tenma Group" (improving employee attribution and status)
Strategy 2
Initiatives for environmental issues
Promoting the 3Rs of plastics as a leading company in resin molding
- Aiming to commercialize recycled plastics in order to make more effective use of plastics
- Researching the use of bioplastics in our products
Strategy 3
Strengthening governance
- Established a voluntary nomination and compensation committee in November 2020
→ Secure a more objective nomination / reward decision process - The ratio of independent outside directors should be at least one-third to further improve.
→ Objective and lively discussions on the board of directors
→ Realization of a highly transparent and effective board of directors - Established an internal control room and promoted the following
→ Strengthen control of overseas subsidiaries, review rules and ensure uniformity - Improving the efficiency of audit work through IT investment
Strategy 4
Promotion of DX and automation
Shift from operational efficiency to new business opportunities by promoting DX
- 1.
Actively promote digital shift in production and operations
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- Promote the digitization of company-wide infrastructure, improve operational efficiency, and establish a management base that can plan, execute, and evaluate business strategies using accumulated data.
- Strengthening cost competitiveness by automating product assembly and on-site logistics
- 2.
Strengthening the EC strategy of our products and expanding globally
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- Actively utilize online to strengthen marketing of new products and develop products that accurately capture market needs
- Global expansion and product development of in-house products utilizing IT in anticipation of the growth of the EC market
- 3.
Creation of new business
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- We will break away from the legacy corporate culture and take on the challenge of new business opportunities that are not bound by the traditional framework of the equipment industry.
- Aim to build a new business model by utilizing IT and leveraging domestic distribution network and brand awareness
Strategy 5
Promotion of technology development
Established "R & D Office" in Production Headquarters to concentrate on technology development (May 2021)
- Main efforts of the "Research and Development Office"
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- Established special molding technology and material development technology as our own elemental technologies
- In collaboration with the Development Department, Sales Department, Engineering Department, and Corporate Planning Department, we have established the technology to realize the functions required for the future market.
- Promote research activities related to materials and molds that are upstream technologies, and increase added value
- Promote the strengthening of decorative molding technology and robot utilization technology to increase the added value of existing businesses
Strategy 6
Business domain expansion
Expand business domain by promoting marketing strategy (strategy ④) and technology development (strategy ⑤)
The "Sales Planning Department" (newly established in May 2021) will take the lead in considering commercialization.
- Development of environment-friendly products (bioplastics, etc.)
- Entering a new field in the houseware field
- ASEAN expansion of house wear business
- Development of mold business by acquiring mold manufacturing technology
- Challenge to new products such as logistics materials, medical drones, toys, etc.
Third Medium-Term Management Plan Numerical Targets and Management Indicators
| Numerical goal | 2nd Medium-Term Management Plan Results | 3nd Medium-Term Management Plan Results | ||||
|---|---|---|---|---|---|---|
| 2019/3 | 2020/3 | 2021/3 | 2022/3 | 2023/3 | 2024/3 | |
| Sales (millions of yen) | 84,765 | 85,762 | 73,639 | 81,000 | 84,500 | 87,000 |
| Operating income (million yen) | 2,349 | 3,065 | 2,892 | 3,400 | 3,800 | 4,200 |
| Operating profit after deducting strategic expenses (million yen) | - | - | - | 3,900 | 4,600 | 5,400 |
| Operating income(%) | 2.8 | 3.6 | 3.9 | 4.2 | 4.5 | 4.8 |
| Same [excluding strategic costs] (%) | - | - | - | 4.8 | 5.4 | 6.2 |
