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Medium-term Plan

The azbil Group outlines its long-term targets toward Fiscal 2021 and establishes Fiscal 2016 medium-term plan

1. Background of the establishment of long-term targets and medium-term plan

As the company name changed to "Azbil Corporation" in Fiscal 2012, the azbil Group has been accelerating the promotion of measures and policies for "human-centered automation." Presently, we are carrying out the azbil Group 10-year plan*1 initiated in Fiscal 2004. As organizational maintenance was implemented last year, we have set long-term targets toward 2021, the 115th anniversary year of our company, with the aim of responding appropriately to changes in business conditions and achieving sustainable growth in the future. In tandem with this, we also established a new medium-term plan for the period from this fiscal year to Fiscal 2016 and set forth concrete measures to achieve those targets.

*1: The 10-year plan sets the period from 2004 to 2006 as a "period of fostering azbil spirit," the period from 2007 to 2009 as a "period of firmly establishing the foundation ," and the period from 2010 to 2013 as a "period of Growth "

2. Fiscal 2021 long-term targets

Group Philosophy and Long-Term Targets

3.Fiscal 2016 medium-term plan

  1. Fiscal 2016 targets
    Fiscal 2016 targets

    Net sales: ¥280 billion
    Operating income: ¥22 billion
    Overseas sales/net sales: Over 20%

  2. Three initiatives aimed at global growth (Japan & overseas)

    We pursue our strengths through our firm commitment to the azbil Group philosophy, "human-centered automation," and draw on the synergy of Group companies in an effort to vitalize and expand both domestic and overseas businesses. To that end, we have established the following three initiatives: "Aiming to become a long-term partner for both the customer and the community through offering solutions based on azbil technologies and products," "Global expansion into new regions and a qualitative change of focus," and "Implementing organizational reforms to create a corporate organization that never stops learning so that it can continuously strengthen its corporate structure."
    These three initiatives point the way for the azbil Group to achieve sustainable growth. We continue to offer solutions based on technologies and products in Japan and overseas. When it comes to the actual implementation of measures and policies, we select and design products and structures to suit the market characteristics in each region.

    Three Initiatives
    1. Aiming to become a long-term partner for both the customer and the community through offering solutions based on azbil technologies and products
    2. Taking the Global business to the next level. Global expansion into new regions and a qualitative change of focus
    3. Aiming to become a corporate organization that never stops learning so that it can continuously strengthen its corporative structure
  3. Three growth fields for future business expansion

    In offering solutions to become a long-term partner for both the customer and the community (one of the three initiatives), we have designated the following three growth fields: "Next-generation solutions for production and working/living spaces," "Energy management solutions," and "Safety solutions." Accordingly, we will develop new business models by utilizing distinctly azbil products, technologies and services, and deploy them in Japan and abroad.

    Three growth fields for future business expansion
  4. Further reinforcement of business structures

    To achieve sustainable growth of the azbil Group, we will promote the following three reforms to strengthen our business structures: "Restructuring of global production and development," "Restructuring of engineering and service business," and " "Human resources reform."

    Three Reforms for Strengthening Business Structures
    1. Restructuring of global production and development
    2. Restructuring of engineering and service business
    3. Human resources reform
  5. azbil Group's CSR management

    As a world-class general automation manufacturer, the azbil Group regards corporate social responsibility as a top management priority. The azbil Group is committed to "human-centered CSR management" and implements CSR management in order to actively contribute to all stakeholders.

    azbil Group's CSR management
  6. Return to stockholders

    We continually place high management priority on returning profits to stockholders. In line with the new medium-term plan, we will strive to expand profitability through healthy business growth and maintain a stable dividend to return profits to stockholders.