Long-term Management Goals, Medium-term Management Plan

The Stanley Group formulates scenarios every 10 years towards realizing the Stanley Group Vision. Our Third Long- Term Management Goals (3LTMG) lay out the scenario which starts from 2020, and one of its major principles is to “contributing to a society that has achieved a sense of safety and security.”

We formulated the VIII Three-year Mid-term Management Plan (VIII MTP) by backcasting from the external environment we expect in 2030, and incorporating this perspective into the three-year management plans presented in the 3LTMG. The external environment in which our company exists is changing rapidly as we approach 2030, and the pace of change is accelerating. As we are unlikely to be able to respond to these changes based on the 3LTMG alone, we have decided to add this approach.

We started our VIII MTP in FY2023 as the three-year period that corresponds to the “growth” stage in our run up to 2030. We aim to improve our corporate value through highly efficient manufacturing that fully utilizes the functions and assets of our Group, and by refining our unique technologies that pursue the value of light, while underpinning this with a financial strategy that enhances asset efficiency. In addition, we will strive to achieve a “progress” as a competitive company in 2030, through our IX Three-year Medium-term Management Plan starting in FY2026, which we have positioned as the “achievement” stage of our strategy.

• 

• (A) Net sales

  We are aiming to achieve net sales of 590 billion yen in FY2025, with our globally expanding Automotive Equipment Business, and our Electronic Components Business and Applied Electronic Products Business that leverage our strengths as a company that handles light sources to expand into new markets.

  (B) Operating margin

  We are aiming to achieve an operating margin of 10.5% in FY2025, which is higher than 10% of responsible profits, by further enhancing our corporate structure.

  (C) ROE

  We have positioned ROE as one of the most important indicators for strengthening management with an awareness of capital costs, and we are aiming to reach 8% in FY2025 and 10% in FY2028.

The strategic concepts of our VIII MTP, aimed at helping us to achieve our management goals and become a competitive company in 2030, includes “Manufacturing under TADAS concept,” “Developing new markets with distinct light technology,” and “Challenging with speed as ’One Stanley’.” We will also focus on Quality, which is required under any environment.

Three Strategic Concepts

• Manufacturing under TADAS concept

  TADAS is a philosophy of providing safety and security to all people. TADAS is a term coined by our company through combining the words “TADA (free)” and “ADAS (Advanced Driver Assistance Systems).” It means to create new value by making use of existing products, and correcting them to their ideal forms. We make use of all of our functions to provide society with products that are good and affordable through highly efficient manufacturing.

• Developing new markets with distinct light technology

  We will be cultivating new markets by creating new products that help resolve problems faced by customers and society with our unique technologies that pursue the value of light, such as onboard lamp systems that “combine safety and security with design” and “enhance driving safety in bad weather,” sensing products using IR and UV light that are invisible light, and disinfection products.

• Challenging with speed as “One Stanley”

  To survive in a rapidly changing world, we will provide value not just from Japan, but globally as well. “One Stanley” is what it looks like when our Group employees around the world work together to achieve this goal by taking the same vector of approach to challenges and producing results. By coming together as “One Stanley,” we will deliver value globally and at speed.

Examples of efforts to maximize profits based on TADAS