Management Policy

Basic Management Policies

Basic Management Policies: Creativity/Best/Enthusiasm
  • We have focused our efforts on developing digital technologies and providing creative devices that make it possible for our customers around the world to Transform Imagination into Reality, based on our vision. With the rapid advances of digitalization, our customers needs are growing more advanced and diverse, and it is critical to proactively and rapidly develop new technologies to support these needs. We believe that we can gain the trust of our customers, developing together, not by simply aiming to achieve greater sales volume, but by supplying high quality products and services.

    Led by this philosophy, we are working to create a unified operation system, consisting of our sales and development departments and affiliated companies, with the common mission of collecting customer information and developing new products. We are constantly launching development projects, which continually share information and generate awareness as they strive to develop products based on new research themes.

    At the same time, the results of this high value development work must be commercialized using optimal production systems. We consider improving quality and production efficiency our greatest missions as a manufacturer, and are dedicated to develop our structures and systems. Our Digital Cell (digitally-controlled cell production system), which fully leverages IT equipment, has reduced lead time and ensured reliability in quality.

    We consider the effort we put into this manufacturing to be one of the joys of creation, and will continue to engage in proactive, unified company operations in the future.

Target Management Benchmarks

  • We are firm in our belief that customer and shareholder trust can be created through stable corporate growth. We have set as our basic targets an annual net sales growth rate of 10% or more, and an operating income to net sales of 10% or more, focusing on our core group-wide business activities from the perspective of global management.

    Click here to see "Historical Financial Data"

Medium to Long Term Business Strategy and Issues to be Addressed

  • Our group has continued to grow by creating high value-added markets globally based on color & 3D digital control technology. Currently, we are working on creating new markets in response to the maturing of mainstay markets. In addition, we will reform our solutions while responding to structural changes of the digital network society aggressively, and reform the business structure for sustainable growth.

    Click here to see "Business Summary"

Response to Maturing of Mainstay Markets

  • The mainstay sign markets in developed countries are maturing in line with the widespread use of inkjet printers. Through creation of business opportunities with customers via development of various other usages and the strengthening of solution proposals, we will focus on maximizing customer value, while also leveraging our global sales network to create customer bases in emerging countries with the intent of creating profitable and continuous business models.

Commercialization of Growth Fields

  • Aiming to achieve sustainable growth, we are promoting business diversification from the business structure centered on the sign market into creation and nurturing of new unique fields. Redefining the business areas as “Imaging & Healthcare,” we will further create high added values in growth fields such as digital printing, dental and 3D MONO-Zukuri fields that allow us to leverage our digital technology and aim at prompt commercialization.

Response to Changes of Markets and Customer Needs

  • Considering value creation and market creation as the core of growth, flexibility to market changes including diversification of customer needs is critical. Based on our group-wide corporate structure “GlobalOne,” which enables speedy responses to changes, we will aggressively invest in our core technology innovation, and realize sustainable growth by looking to ICT (Information Communication Technology) and addressing group-wide solution reform that positions everything that generates customer values as “services.”

  • Strengthening R&D and Production Structure

    • In terms of the structure behind R&D and production, our company thinking is based in the “digital factory” concept, which ensures speedy and effective development and production by sharing 3D data company-wide as well as suppliers. Multiple products are realized by concurrent engineering, and assembled with cell production system which is optimized for low-volume, high-variety production work.
      Furthermore, we are currently aggressively conducting research and development investment to strengthen our technological base in order to respond to rapid changes in the market environment and the diversification of needs. Through unique technological proposals taking advantage of our core technologies, we will advance the creation of additional customer value and added value markets.
      In production and procurement, we aim to improve cost competitiveness and production lead times through our two bases at the domestic plant and the Thai plant, at the same time strengthen our capabilities to respond to changes in demand for the realization of further optimization.

    • Improving Business Sustainability

      • As part of our natural disaster preparedness, we are striving to improve the continuity of our business activities through means such as multi-faceted review of BCP (business continuity planning) that includes supply chains, and decentralization of risk. We are implementing the latter by extending our production system across plants in Japan and Thailand, and by promoting overseas parts procurement.

      • Environmental Protection

        • We are taking a number of initiatives to ensure the protection of the environment. This includes considering environmental impact during product development, preparing our facilities to prevent contamination, efforts to reduce energy consumption, and company-wide education on efficient usage and recycling of materials. Going forward, we will continue to make sustainable environmental efforts that can contribute to development of a sustainable society.

        • Enhancing Corporate Governance and Strengthening Internal Control

          • As a listed company, corporate governance is our responsibility to society, and to realize this, we must strengthen the internal control of our company. We have set “Basic Policies on the Internal Control System“ as sought by the Companies Act and maintain a risk management structure. Furthermore, regarding internal control for financial reports as instituted by the Financial Instruments and Exchange Act, we are planning structural and organizational measures to ensure the appropriateness of such reports in accordance with the above basic policy.
            Furthermore, “Japan’s Corporate Governance Code” has been applied to companies listed on the Tokyo Stock Exchange from June 2015. Through understanding the purpose and spirit of this code fully and enhancing corporate governance, we will strive for sustainable growth and increase of the corporate value over the medium to long term.

Recommend contents