Explains our Long-Term Vision for 2032 「RAIZNEXT Group V-2032」 and Medium-Term Business Plan
Background to the Formulation of our Long-Term Vision (Changes in the Medium to Long-Term Business Environment, formulated in March 2021)
Our long-term vision "RAIZNEXT Group V-2032" is based on three major changes in the external environment that we expected to see in the future: the advent of low-carbon or zero-carbon society,
decline of working population in Japan, and the progress of digital revolution.
With regard to the "arrival of a low-carbon or decarbonized society," the government is aiming to achieve a carbon-neutral society by 2050, and demand for plant maintenance in the petroleum refining and petrochemical fields, our main business, is expected to decline in the future.
With regard to the "declining working-age population in Japan," it is expected that it will become difficult to secure mobilization capacity, which is one of our strengths, and that we will not be able to attain the necessary amount of completed construction work in the future.
With regard to "the advance of the digital revolution," as the movement to promote DX spreads within the industry, our Group must be ahead of its competitors in providing high-value-added services utilizing digital technology in order to maintain its superiority.
Although the business environment surrounding our company will become increasingly severe, we will create growth opportunities by promptly preparing for a new era of change in light of all risks. We see our long-term vision as a compass for this purpose.
Plan Direction (Aimed at the Vision for 2032)
The letter "V" in "RAIZNEXT Group V-2032" stands for "Vision," what we want to be, "Valuable," a company that can provide services with higher customer value, and "Vitality," a company where employees can work with satisfaction. While maintaining our pride as a company involved in energy, we will contribute to the realization of a carbon-neutral society and aim to be a company that can always introduce the latest technology and deliver evolving plant services.
Based on our long-term vision, we have also formulated a four-phase Medium-term Business Plan for 2032.
In the First Medium-term Business Plan (2019-2020), we worked on institutional integration and internal harmonization under the slogan "Integration for generating synergistic effects" in conjunction with management integration. In the Second Medium-term Business Plan (2021-2024), we will generate full-fledged synergistic effects while maintaining the basic policy of evolving our management foundation.
In addition, we see the following issues to be addressed in preparation for the coming carbon-neutral society: the generation of new services, such as in the renewable energy field; and the optimization of our existing business structure in the petrochemical field, where demand is expected to decline. We aim to create new services in the Third Medium-term Business Plan (2025-2028) and realize our long-term vision in the Fourth Medium-term Business Plan (2029-2032).
Themes of The Second Medium-Term Business Plan
The positioning of the Second Medium-Term Business Plan
The Second Medium-Term Business Plan is positioned as a period for generating full-fledged synergistic effects, based on the institutional integration and internal harmony that accompanied management integration in the First Medium-Term Business Plan.
We also consider this period as the first step towards achieving our long-term vision for 2032, so we will strengthen our management foundation and promote business strategies with an eye toward the advent of a carbon neutral society.
Basic Policy
Strengthening our Management Foundation and Strategies for Each Business
Even in the Covid-19 pandemic, where the global economy is slowing and the outlook remains uncertain, there is a growing emphasis on corporate CSR activities and ESG management. We established the basic policies of the Second Medium-Term Business Plan in light of this business environment.
In the area of strengthening management foundation, we have established a Digital Strategy Department and created and deployed Overtime Work Management Guidelines.
In our maintenance, engineering, and tank business fields, we have developed and are working on strategies to expand orders and earnings, and to strengthen our technical capabilities.
Synergistic Effects
Generating synergistic effects, a key theme of the Second Medium-Term Business Plan, refers to expanding orders and completions by integrating engineering and construction management technologies through strong inter-organizational collaboration. As a leading plant maintenance company in Japan with advanced engineering capabilities, we will strive to enhance our corporate value and advance interests of our stakeholders.