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Medium-Term Management Plan

SHIP VISION 2020: Our medium-term management plan

This year, to mark the 25th anniversary of our founding and the 10th anniversary of our listing on the First Section of the Tokyo Stock Exchange, the SHIP Healthcare group formulated the SHIP VISION 2020 medium-term management plan for the 2018–2020 fiscal years. Under this plan, we will seek to achieve further growth. Increasingly, amid declining populations due to low birthrates and an aging Japanese society, hospitals are merging or closing, or consolidating their functions under a regional healthcare vision intended to provide sustainable, higher-quality healthcare services. Conditions in the healthcare industry are expected to grow increasingly harsh due to constant measures seeking to minimize medical expenses. Under these conditions, this plan targets sustainable high growth and strengthened management capabilities to support growth amid a rapidly changing industry.

SHIP VISION 2020’s Goals

Sales target of 1 trillion yen as an unwavering top runner in healthcare business

Strategic framework

Sustainability of stable and high growth

Sharing the SHIP philosophy to become a healthcare enterprise group that remains strong in the face of change

To realize further growth as a corporate group targeting net sales of 1 trillion yen, all 50 companies in the group will work side by side under the SHIP philosophy. In addition to sustaining high growth within each business, we will strive to strengthen management capabilities by sharing our management foundations and steadily implementing kaizen (improvement) activities while establishing new business domains one step ahead of the changing times. Our goal is to become a healthcare group characterized by a constant eye on the future and strength in the face of change.

安定と高成長の持続

1.Further growth of core businesses

Total Pack Produce Business

Trading company function

Building expertise in integration and reorganization, strengthening the capabilities needed to handle large-scale and long-term projects; expanding and intensifying Group synergies; developing overseas projects

Manufacture function

Further advancing the shift from simply producing products to creating new value and activities by creating new products, strategically developing overseas businesses, and improving management capabilities through the integration of the IT system infrastructure and revisions to company facilities

Medical Supply Business

In addition to proactively and strategically focusing on M&A activities targeting the expansion of our business base nationwide, integrating product master files and IT systems in the Kansai area (our core business territory) to strengthen our purchasing power and initiating the planning of construction of a core logistics center; advancing the proposal and development of new products

Lifecare Business

Facility operations

Further enhancing integrated management of facilities nationwide and maintaining occupancy rates of over 98 % by promoting community engagement and offering an increasingly diverse range of occupancy plans; securing human resources by enhancing training programs, accepting foreign trainees, and other means

Food service

Growing opportunities for securing profits by commercializing the new food service model for nursing care homes

Dispensing Pharmacy Business

In addition to expanding business facilities through strategic M&A activities to achieve regional dominance, enhancing family pharmacies and strengthening development of structures to support comprehensive community pharmacy systems

2. Building the fifth business segment: Healthcare Service

Domestic businesses

Bringing the Heavy Ion Therapy Center into the black on an annual basis in FY2020 and achieving stable operation of the Akishima International Justice Center as a PFI project

Vicinity of Osaka Heavy Ion Therapy Center
Vicinity of Osaka Heavy
Ion Therapy Center

Overseas businesses

Bringing the business in Bangladesh into the black on an annual basis in FY2020 and achieving stable management of the business in Myanmar; growing business opportunities for the TPP business through our expertise and interpersonal networks based on currently operating facilities

Perspective drawing of planned hospital
Perspective drawing
of planned hospital

3. Proactive M&A activities

Implementing a cumulative total of more than 60 billion yen in M&A investment since our founding

We will maintain our proactive M&A activities into the future as drivers of the Group’s growth and key to goals including building the business base and adapting to current trends.

4. Increasing shareholder returns

Realizing returns to shareholders of up to roughly 16 billion yen

We intend to increase shareholder returns during the period of this medium-term management plan and to maintain a stable dividend payout ratio of at least 30 % while implementing dynamic shareholder return policies, including purchase of treasury stock, based on comprehensive consideration of matters such as future business developments, levels of retained earnings, and trends in stock prices. (We expect dividends to be about 10 billion yen in three years and purchases of treasury stock to be limited to not more than 2 billion yen per year.)

Secure Payout ratio more than 30%/Acquisition of treasury stock up to a maximum of  22 billion yen per year