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FY2024-2030Medium-term Management Plan
VISION2030
April 17, 2024
Forward-looking statements, such as those relating to earnings forecasts and other projections contained in this material, are management's current assumptions and beliefs based on currently available information. Such forward-looking statements are subject to a number of risks, uncertainties, and other factors. Accordingly, actual results may differ materially from those projected due to various factors.
01 Recap of Medium-term Management Plan "VISION2023″
New Medium-term Management Plan "VISION2030″ | |
Agenda | 2-1 Overview |
2-2 Towards a Sustainable Society | |
02 | |
2-3 Portfolio Management | |
2-4 Targets and KPI | |
2-5 Financial Capital Strategy | |
2-6 Strategy by Business |
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01 Recap of Medium-term Management Plan "VISION2023″
New Medium-term Management Plan "VISION2030″ | |
Agenda | 2-1 Overview |
2-2 Towards a Sustainable Society | |
02 | |
2-3 Portfolio Management | |
2-4 Targets and KPI | |
2-5 Financial Capital Strategy | |
2-6 Strategy by Business |
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FY2021-FY2023Medium-term Management Plan
1-1 | Recap of VISION2023
Achieved target of VISION2023 in Revenue and Operating income one year ahead of schedule. FY2023 is also expected to achieve a record high.
- KPIs for Capital Efficiency were not achieved, due to large capital expenditure in Bio-CDMO and Electronic Materials which were not in the original plan as well as ensuring enough inventory to prioritize stable supply under COVID-19.
VISION2023 | |||||||||||||
A | A-B | B | |||||||||||
FY2020 | FY2021 | FY2022 | FY2023 | 2024年3月期 | FY2023 | ||||||||
(Billions of yen) | Actual | Actual | Actual | Forecast | vs Original | Original plan | |||||||
As of 2024/4/17 | As of 2021/4/15 | ||||||||||||
Revenue | 2,192.5 | 2,525.8 | 2,859.0 | Record High | 2,960.0 | +9.6% | 2,700.0 | ||||||
100% | 100% | 100% | 100% | 100% | |||||||||
Profitability | Operating Income | 165.5 | 229.7 | 273.1 | Record High | 277.0 | +6.5% | 260.0 | |||||
7.5% | 9.1% | 9.6% | 9.4% | -0.2pt | 9.6% | ||||||||
Income before Income Taxes | 235.9 | 260.4 | 282.2 | Record High | 310.0 | +55.0% | 200.0 | ||||||
10.8% | 10.3% | 9.9% | 10.5% | +3.1pt | 7.4% | ||||||||
Net Income Arttribute to | 181.2 | 211.2 | 219.4 | Record High | 240.0 | +20.0% | 200.0 | ||||||
FUJIFILM Holdings | 8.3% | 8.4% | 7.7% | 8.1% | +0.7pt | 7.4% | |||||||
EPS | 453.28yen | 527.33yen | 547.21yen | 597.99yen | +97.72yen | 500.27yen | |||||||
Capital efficiency | ROE | 8.7% | 9.0% | 8.3% | 8.2% | -0.2pt | 8.4% | ||||||
ROIC | 4.3% | 5.6% | 6.1% | 5.6% | -0.5pt | 6.1% | |||||||
CCC | 123days | 122days | 125days | 122days | 19days | 103days | |||||||
Financial soundness | Shareholders' equity ratio | 62.1% | 63.3% | 66.8% | 65.8% | - | |||||||
D/E ratio | 0.23 | 0.18 | 0.14 | 0.16 | - | ||||||||
Exchange(Average) | USD | 106 yen | 113 yen | 136 yen | 145 yen | +41 yen | 104 yen | ||||||
EUR | 124 yen | 131 yen | 141 yen | 157 yen | +33 yen | 124 yen | |||||||
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FY2021-FY2023Medium-term Management Plan
1-2 | Recap of VISION2023: By Segment
Achieved steady development in Healthcare and Electronic Materials and set Imaging on a growth path,
while the challenge lies in improving resilience to volatility and enhancing profitability in each business field.
A | A-B | B | |||||||
FY2023 | 2024年3月期 | FY2023 | |||||||
(Billions of yen) | Forecast | vs Original | Original plan | ||||||
As of 2024/4/17 | As of 2021/4/15 | ||||||||
Healthcare | Revenue | 975.0 | +13.4% | 860.0 | |||||
Operating Income | 97.0 | -5.8% | 103.0 | ||||||
Operating Margin | 9.9% | -2.1pt | 12.0% | ||||||
Materials | Revenue | 687.0 | -4.6% | 720.0 | |||||
Operating Income | 43.0 | -54.7% | 95.0 | ||||||
Operating Margin | 6.3% | -6.9pt | 13.2% | ||||||
Business Innovation | Revenue | 830.0 | +1.2% | 820.0 | |||||
Operating Income | 71.0 | -13.4% | 82.0 | ||||||
Operating Margin | 8.6% | -1.4pt | 10.0% | ||||||
Imaging | Revenue | 468.0 | +56.0% | 300.0 | |||||
Operating Income | 102.0 | +4.1times | 25.0 | ||||||
Operating Margin | 21.8% | +13.5pt | 8.3% | ||||||
Corporate Expenses | Revenue | - | - | - | |||||
& Eliminations | Operating Income | -36.0 | +9.0 | -45.0 | |||||
Total | Revenue | 2,960.0 | +9.6% | 2,700.0 | |||||
Operating Income | 277.0 | +6.5% | 260.0 | ||||||
Operating Margin | 9.4% | -0.2pt | 9.6% | ||||||
- Medical Systems:Steady growth with IT and AI
- Bio-CDMO:Decision of investments for future growth.
- Challenge • Reinforcement of Small-scale manufacturing in Bio-CDMO, and Cell Culture media business in LS Solutions which are affected by biotech venture funding stagnation.⃞ Outcome
- Electronic Materials:Large M&As and aggressive investments
- Establishment of High Functional Materials Strategic HQ
- Challenge • Delayed recovery from COVID-19 impact (demand decrease in Graphics business, raw material price hikes, etc.)⃞ Outcome
- Smooth transition to new company and structure
- Steady growth in Business Solutions (M&A, new services)
- Challenge • Maintain profitability of Office Solutions, which is experiencing a gradual decline in Print Volume
- Improve profitability of Business Solutions⃞ Outcome
- Build on INSTAX's stable market base and dominant brand
- Two-line(X and GFX) strategy for digital cameras
- Challenge • Sustain silver halide photography (CLP and film)
- Develop new businesses (safety monitoring, inspection, etc.)⃞ Outcome
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FY2021-FY2023Medium-term Management Plan
1-3 | Recap of VISION2023: Sustainability (non-financial)
Toward sustainable growth and enhancement of corporate value over the medium to long term, We have worked to build a framework to continue to generate innovation and sources of value.
Environment
Human Resource
Corporate Governance
Diversity, Employee Satisfaction
and Human Rights
Co-creating value with
stakeholders
(Shareholders,Investors,Communit
ies)
- Expect to reduce GHG emissions from own energy (Scope 1 + 2) by 11% (compared to FY 2019).
- Introduction of Internal Carbon Pricing (ICP) schemes.
- Recognized by CDP as an 'A-list company' for the second year in a row, the highest rating in the field of 'climate change'.
- Develop human talent that continues to create change by the concept of "STPD" and "+Story"
- Realization of a dynamic human resource portfolio through job rotation across businesses.
- Acceleration of diversity led by the "DE&I* Promotion Office" and establishment of the "DE&I Committee"
chaired by the CEO.
- Separation of the Board Chair and CEO for clarification of "supervisory" and "executive" roles on the Board.
- Ensure diversity on the Board (review of the skills matrix, increase in the number of female directors).
- Introduced "Restricted share-based remuneration" and "Medium-termperformance-linkedshare-based remuneration" for Directors.
- Establish a Group-wide DE&I vision.
- Implementation of measures to support work-family balance and establishment of health check-up facilities for employees.
- Revision of Guidelines for Global Healthcare Code of Conduct.
- Organize business briefing hosted by the Company and participate in conferences hosted by securities firms.
- Strengthen timely, fair and impartial disclosure of information with simultaneous interpretation, transcripts, etc.
- Educational activities on tuberculosis screening, ICT to expedite issuance of disaster certificates.
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01 Recap of Medium-term Management Plan "VISION2023″
New Medium-term Management Plan "VISION2030″ | |
Agenda | 2-1 Overview |
2-2 Towards a Sustainable Society | |
02 | |
2-3 Portfolio Management | |
2-4 Targets and KPI | |
2-5 Financial Capital Strategy | |
2-6 Strategy by Business |
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New Medium-term02Management Plan "VISION2030"-1
Overview
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2-1-1 | What Should We Be in 2030
Enhance corporate value with focusing on Profitability and Capital Efficiency.
As a collection of global top-tier businesses, we will change the world step-by-step and create value (more smiles)
for various stakeholders.
01
Focus on Growth Investment and Profitability
- Investment focus on growth areas
- Achieve an operating profit margin above 10% in all businesses by focusing on profitability
02
Improvement of Capital Efficiency
- Improve efficiency of invested capital using ROIC as a KPI and combine capital policy to increase ROE
03
R&D Management
- Increase resources for research themes in areas which closely relate to our businesses
- In fundamental research, select themes that will lead to the creation of new business opportunities, to enhance speed and to ensure certainty of commercialization
04
Ensuring Investment Returns
- Improve profitability of the acquired Medical Systems business, and separately create synergies from acquired process chemical in Semiconductor Materials
- Ensuring a solid return on investments in Bio-CDMO and Semiconductor Materials
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Fujifilm Holdings Corporation published this content on 17 April 2024 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 17 April 2024 06:21:00 UTC.