With the motto “The time for change is now”, we will persistently implement structural reform to overcome challenges and strive to be a company that “adds value to people’s lives”.
Our target performance indicators are as follows:
- 1. Operating profit ratio (consolidated)：10% or more.
- 2. Consolidated ROE (Return on Equity): 10% or more.
Seiren and its group companies ground their basic philosophy of business on their consolidated business activities to maximize their group total corporate value, achieving the following target performance indicators on a consolidated basis:
①Operating profit ratio (consolidated) of 10% or more(against 4.4% for the year ended March 2011); and
②Consolidated ROE （Return on Equity）of 10% or more(against 4.8% for the year ended March 2011).
We also have engaged and will continue to engage in business activities to strengthen our corporate value with ROA (Return on Asset), capital adequacy ratio, cash flow management and other relevant indicators in mind.
With the aim of “creating new value”, we will strive to the best of our ability to develop our business through the 21st century.
For over 20 years since 1987, with “The time for change at Seiren is now” as our corporate slogan, our company has directed all our best efforts toward reforming its corporate structure to become an excellent company for the 21st century by committing to the following four strategies:
The four basic strategies
Utilization of Information Technology (IT) and “Direct Distribution to Customers
- To construct a new business model through utilizing IT
Expansion into the Non-textile Field
- To create new business activities through unrivaled and unique technology
Global Expansion of Business
- To develop business on a global scale (through seven centers worldwide)
Reformation of corporate structure
- To create a strong business structure through creativeness, responsibility, and commitment
Since establishing these four key strategies in 1988, we have repeatedly overcome profound changes in the economy, the structure of society, and distribution channels. Looking back on our accomplishments, we are firmly convinced that these strategies have always been forward-looking and dependable throughout the years. In the future, we will maintain these key strategies as we continue to progress as a company.
With the motto “The time for change is now”, we will persistently implement structural reform to overcome challenges and strive to be a company that “adds value to people’s lives”.
