2029 Sumitomo Riko Group Vision
2029 Sumitomo Riko Group Vision and Approach to the Mid-Term Management Plan
2029 Sumitomo Riko Group Vision
The Sumitomo Riko Group had previously formulated a five-year medium-term vision, however, in order to respond flexibly to the rapidly changing business environment, we have made 2 additional types of visions for the Group, one is a Long-Term Vision, which indicates the long-term direction and another is a Medium-Term Management Plan, a three-year business plan.
The long-term vision, the 2029 Sumitomo Riko Group Vision (2029V), regards the year 2029, the 100th anniversary of our founding, as a milestone and sets forth a vision of the future society we wish to realize after 2029, and also selected issues that the Sumitomo Riko Group should address from that context.
In 2029V, we set three directions and six materialities for the realization of the ideal state of the Sumitomo Riko Group in 2029, with the aim of resolving these issues.
In our long-term vision, the “Sumitomo Riko Group Vision (2029V),” we set the year 2029, the 100th anniversary of our founding, as a milestone and set forth a vision of the future society we wish to realize after 2029, and selected issues that the Sumitomo Riko Group should address toward the year 2029.
Related information
[What We Strive to Be in 2029]
A leading solution provider taking on social challenges by collecting whole resources of Sumitomo Riko and its partners.
We set “What We Strives to Be in 2029” as “A leading solution provider taking on social challenges by collecting whole resources of Sumitomo Riko and its partners.” We aim to be a group that can continue to solve social issues that need to be addressed for 2029 in a speedy and dynamic manner through co-creation of value through internal and external collaboration, using the people, technology and information of the Sumitomo Riko Group as a starting point.
In addition to deepening existing businesses, we will create new businesses and products that transcend the boundaries of business divisions, and take on challenges such as social issues that are difficult for the conventional Sumitomo Riko Group to address.
Activities to Raise Awareness of the Vision among Employees
We have released an explanatory video to help each and every employee of the Sumitomo Riko Group understand 2029V in an easy-to-understand manner and to promote its permeation into their work practices.
What is the Sumitomo Riko Group Vision 2029? [Basic Knowledge Version]
What is the Sumitomo Riko Group Vision 2029? [Explanatory Version]
Related information
2029 Mid-term Management Plan (2029M)
We have formulated "2029 Medium-Term Management Plan (2029M)," covering the four-year period from 2026 to 2029.
Under 2029M, building upon the robust earnings foundation established in the previous medium-term management plan (2025P), we have adopted the concept of "bold challenges for further growth."
At the same time, we will further strengthen synergies with the Sumitomo Electric Group, leveraging them as a driving force to realize our 2029V.
“2029 Mid-term Management Plan” Theme
Continuing the 2025P Policy, Maintaining a Robust Earnings Base while Boldly Taking on New Challenges
"2029 Medium-Term Management Plan": Key Indicators and Targets
Customers
- Continuously providing solutions to address social issues
- Continuously supporting societal comfort through manufacturing
- Building trust with customers and realizing "Sumitomo Riko: A Company Defined by Quality"
Employees
- Workplace Environment: Zero major accidents
- Wage Increases: Target of inflation rate plus an additional margin
- Presenteeism (Productivity Achievement Rate) : Domestic Group average: 80%
- Male Paternity Leave: 90% rate of taking 28 days or more of childcare leave
- Ratio of Female Managers: 15.0% (Global) / 3.0% (Non-consolidated)
Suppliers
- Facilitating dialogue, including price negotiations
- Rationalization of transaction prices
- Strengthening supply chain resilience through partnerships
- CSR procurement assessment: 100% implementation rate (top 90% by procurement amount)
Regional Communities
- Contributions to social contribution activities: Target of 1% of profit after tax
- CO₂ emissions reduction: Scope 1&2: 50%; Scope 3: 30%
- Eco-initiatives (2030): 70 or more cases per year
Shareholders/Investors
- Strengthening collaboration with the SEI Group
- ROE: 10% or higher
