Since FY2009, Sekisui Chemical Corporation has been promoting its five-year midterm management plan "GS21-SHINKA!", which will terminate in FY2013, across the entire Sekisui Chemical Group. For the purpose of achieving the "group vision (See Note 1)" that was established simultaneously, the midterm management plan aims as a group for large SHINKA (evolution, deepening and renewing) by advancing growth and reforms in all businesses centered on the seven fields ("Frontier 7 (See Note 2))" that have achieved high growth through the opening of the growth frontiers promoted to date.
Midterm Management Plan "GS21-SHINKA!" 2nd Stage Rolling Plan
From FY2011, involvement has started with the establishment of a rolling plan for the latter three years (2nd stage) focusing on growth. During these latter three years, a "change of business model" is planned by further polishing the three SHINKA (Frontier SHINKA, Manufacturing Development SHINKA, and Human Resources SHINKA) to achieve sustainable growth in the face of social convolutions such as changes in the external environment.
Promoting Growth Policies by each of the 3 Portfolio Classifications in 2 Business Areas
As described in the group vision, Sekisui Chemical Group is heading in the direction of two business areas: "Creation of housing/social infrastructure" and "chemical solutions". Consequently, we have classified the work into three: "Basic business", "Frontier 7", and "Next-generation business", and clearly determined the targets for each. (See Fig. 1.)
The rolling plan aims to improve the profitability of the "basic business" and to steadfastly increase profits, and to make "Frontier 7" the global No. 1 with a 60% operating profit, which will become a pillar of company-wide profits. We will take up the challenge of opening up the NEXT Frontier by carefully determining the direction of the "Next-generation business".
SHINKA (evolution, deepening, and renewing) in the Form Targeted by the "3 SHINKA"
The midterm management plan is involved in growth and reform by adopting as its basic strategy the three SHINKA (Frontier SHINKA, Human Resources SHINKA, and Manufacturing Development SHINKA) in each business to divert to being an "outstanding, high-profit premium company" by achieving the group vision.
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(Unit: Hundred million Yen)
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