"Shibaura Vision 2033" / 2023–2025 Medium-Term Management Plan

Long-Term Vision “Shibaura Vision 2033”
2023–2025 Medium-Term Management Plan

Long-Term Vision “Shibaura Vision 2033”

In FY2023, we developed "Shibaura Vision 2033", our long-term management vision that outlines our ideal vision to achieve in a decade. Through this vision, we aim to maximize value for customers by providing products and services designed to resolve issues they may have in the future.

Vision in 10 Years

A corporate group which comprehends future issues of society and customers and the potential needs that exist there, makes suggestions and gives solutions actively, and achieves growth with customers

State of key initiatives toward achieving this vision

Portfolio	SPE: Further increase centered on expanding global niche top products FPD: Increase new, next-generation products

Technology	Identify issues and needs, develop technologies leading to solutions, and apply them to products and services Increase overall added value with proposals that further integrate products and services

Human capital	Enhance the skills of human capital for achieving the vision, and actively hire personnel for sustainable growth Increase business productivity, including DX promotion

Finance	Maintain financial discipline for both potential growth and capital efficiency Achieve cash allocation focusing on business growth and shareholder returns

Aiming to achieve

We Aim to Achieve Net Sales of 100.0 Billion Yen or More and ROS of 20% or Higher In the Period of the Vision.

2026–2028 Medium-Term Management Plan

The Shibaura Mechatronics Group has formulated a three-year Mid-Term Management plan with fiscal year 2028 as its final year. This Mid-Term Management plan is positioned as Phase. 2 of the long-term vision, “Shibaura Vision 2033,” and is being promoted with the entire group acting as one.

Basic Policy of the Mid-Term Management Plan 2026–2028

Under the Mid-Term Management Plan 2026-2028, we have established the following four pillars as our basic policy. By implementing these initiatives, we aim to achieve sustainable growth and strengthen our competitiveness.

Portfolio strategy Sustained growth as an SPE player	Business expansion as an SPE player leveraging global niche top products Leveraging existing global niche top products and their core technologies, expansion to new customers, markets and promising future domains
Technology and business development strategy Leveraging of investment outcomes and ongoing investment in strategic development	To further enhance and promote development, leveraging the research and development facilities and evaluation equipment in which investments were made in Phase 1 While reaping the results of investments, continuing investment without easing toward enhancing the functionality of global niche top products and developing and launching new models
Product and service-integrated management (target business model) Implement and expand systems and expertise that respond to customer issues and needs	Realize the IPLUS^Cycle for developing proposals that bring together the Company's combined knowledge Drive the further scaling up of the service business IPLUS: Issue & Need, Propose, Leading Application, Unique Product, Support & Service
Approach to management Further promotion of sustainability management	Working on material issues which are linked directly to business, enriching people's lives and further enhancing our corporate value through accumulated efforts to create value and profit Drive activities to associate initiatives to work on sustainability-related issues with material issues, thereby developing them into initiatives which lead to the medium-to long-term enhancement of our corporate value