The SECOM Group’s Vision for 2030

To accelerate the realization of our Social System Industry vision, in May 2017,
we formulated the SECOM Group’s Vision for 2030, which positions 2030 as animportant milestone and further defines our direction going forward. One year
later, in May 2018, we devised the SECOM Group Road Map 2022 to clarify thechallenges that must be addressed for us to achieve this vision, identifying 2022
as a particularly critical juncture.

Conceptual framework of the ANSHIN Platform
Guided by the SECOM Group’s Vision for 2030, we are working

For both companies and individuals, the occurrence of an

to create the ANSHIN Platform, a service infrastructure throughunanticipated crime or disaster can interrupt daily rhythms. For

which we strive to provide services that deliver seamless peace ofcompanies, productivity can fall sharply. Moreover, the greatermind for anyone and everyone whenever and wherever

the damage is, the longer it takes to recover. Society faces significant risks associated with crimes, accidents, cyber crimes, natu-necessary.
Anchored in the relationship of trust that we have cultivated

ral disasters, illnesses and aging. In addition to recognizing thewith society, the ANSHIN Platform seeks to provide peace ofimportance of routine advance preparation, we provide compre-mind to people in their everyday lives, as well as to society as ahensive services designed to address potential risks by helping

whole through collaboration with partners in industry, govern-customers accurately grasp conditions, minimize impact andment and academia who share our mission to help achieve aachieve restoration. These four approaches, which comprisesociety free from concerns and who have diverse technologies

what we call the SECOM ANSHIN Flow, enable us to provideand expertise.

seamless peace of mind.

Tha ANSHIN Platform Service Infrastructure

The SECOM Anshin Flow
<Value>Safety andpeace of mind

Ineveryday
lifeAdvance
preparationInthe event of Grasp
an emergency the situationInthe event of Minimize
an emergency damage

Life/health/assets/information AI, IOT and Big Data

AfterRestore
an emergency operations
Operations/emergency response services

Real-world

Crimes and accidents
Diverserisks

Cyber crimes
Natural disasters

Risks
sks mayoccur
simultaneously
ltaneouslyy

Rather than stand-alone services, we strive toprovide integrated packages that deliver seamless safety andpeace of mind and provide added value that makes life
more comfortable and convenient

ExEExtensive
coverage

Illnesses/aging<Added value>

Comfort andconvenience
Issues to be addressedIn
everydaylife

Need to improve efficiency

Everyday concerns

Need to reduce costs

Need to rely on others

SECOM REPORT 2020

19

The SECOM Group’s Vision for 2030

Strategies for creating the ANSHIN Platform
To create the ANSHIN Platform, we are currently promoting ini-technologies, to respond to latent needs and strengthen ourtiatives in line with four core strategies. The “ALL SECOM”

relationships with customers, while our “Enhanced value”

strategy focuses on rallying SECOM Group strengths to maxi-

strategy revolves around addressing everyday concerns bymize synergies. Through our “Collaboration” strategy we areadding greater value to services that make life more comfortableendeavoring to promote open innovation by integrating theand convenient. Guided by these efforts, we continue tobusiness ideas and technologies of various partners who sharepromote the creation of services and systems that respondour mission. Our “Connection” strategy emphasizes leveraging

to increasingly diverse needs for safety and peace of mind.

Big Data analysis, which makes use of advanced information

lationships with customers and s
SECOM’s reociety
forcing
nierreht
FurCreConnection

ionat

Enhanced value

Platform
SHINe AN
htofALL SECOM

Collaboration

Targeting sustainable growth: Devising the SECOM Group Road Map 2022
In May 2018, we introduced the SECOM Group Road Map

believe that anticipating evolving needs for solutions to these2022, devised using backcasting* with the aim of clarifying theissues will lead to major business opportunities that will allow us

challenges we must address to achieve the SECOM Group’s

to contribute to the improvement of social productivity.

Vision for 2030. The road map identifies technological advances
and a declining labor force as priority issues in today’s rapidlychanging society. For both companies and society in general,these issues can become threats if not addressed properly. We20SECOM REPORT 2020

* Backcasting is a planning method that starts with envisioning a desirable future
and working backward from there to identify steps necessary to attain that
future.

Targeting sustainable growth
We place a particular emphasis on the sustainability of society

what is needed to ensure sustainability for society, rather thanand our businesses and thus see related expenditures not as

simply providing services that will sell in any market. This is why

costs but rather as investments that enable us to integrate

people and technology will always be given top priority. Looking

changes in our operating environment into our operations overahead, we will continue working tirelessly to enhance our ability

the long term. Since our establishment, we have tirelessly pur-to make effective use of these intangible assets, positioning us

sued service innovations that create value. This is rooted in ourto cement our competitive edge and earn the trust of our

fundamental commitment to offering services that anticipate

customers and society, thereby growing sustainably.

Linking social change and business opportunities to address social imperatives
Technological advances have brought an increase in the variety

distinctive services that deliver safety and peace of mind andof connected devices. This is driving a variety of profoundmake life more comfortable and convenient, thereby helping tochanges, including the realization of connected vehicles, theaddress key social imperatives.

expanded use of drones and robots, the increasing prevalence of

The COVID-19 pandemic has brought fundamental changes

unattended retail facilities and cashless transactions, and theto society, transforming business practices, consumer behavior

rising popularity of smart homes. Such changes are expected toand work styles. With many of these changes likely to remain

push up demand related to the need for security in a connectedeven after the pandemic has eased, companies must respondsociety, which involves the fusion of physical and cyber security.

effectively to survive and thrive in what is emerging as a new

Owing to a declining labor force, companies face a growing

normal. In response to demand in diverse areas arising from theneed to outsource noncore functions, which enables them tospread of COVID-19, including that related to the advance ofconcentrate on core businesses. With the rising prevalence ofdigitization and the use of ICT, we will continue to drive social

families in which both parents work outside the home, we arechange to help resolve new social imperatives, thereby ensuring

also seeing an increase in needs related to the care of children

our ability to play a key role in both the social and consumerand seniors. In response to expanding demand related to theinfrastructures.

need to rely on others, we will continue working to extend

Investments in future growth
Recognizing that responding to demand arising from an increas-that respond to needs engendered by technological progress

ingly connected society and from the need to rely on others

and a declining labor force.

would require us to change significantly ourselves—a process weInvestments in human resources emphasize the reinforcement

dubbed “SECOM-Transformation”—we positioned the two-yearof critical capabilities that cannot be replaced with technology.

period ended March 31, 2020, as an investment phase, during

Accordingly, we are stepping up efforts to enhance our humanwhich we would promote the focused outlays in the areas ofcapital by securing human resources who have the ability tosystems and human resources.

adapt to change and create value and who seek to contribute toInvestments in systems center on building next-generationsociety. Specifically, we are improving our ability to attract andcore systems and reinforcing functions with the goal of improv-

foster talented, experienced personnel, including IT specialists

ing service quality and productivity by reducing labor require-and individuals with global business skills. In addition, we makements and enhancing employee capabilities. We also invest

investments aimed at helping employees fulfill their potential,

actively in areas that help bolster the quality and efficiency ofincluding the enhancement of our various training programs andour operations, including AI, the IoT and RPA, as well as inother efforts to create positive working environments and boost

efforts to drive R&D targeting innovative services and products

job satisfaction.

SECOM REPORT 2020

21

The SECOM Group’s Vision for 2030

Achieving the Goals of the SECOM Group Road Map 2022
Having made extensive, focused investments in systems andphysical security, cyber security, BPO and ICT services andhuman resources, the next challenge we face is to develop andhealthcare, as well as in start-ups with advanced technologicaldeploy new services that build on these investments. To thesecapabilities both in Japan and overseas.
In addition to promoting new businesses, we will respond toends, we will step up efforts to collaborate with partners whoshare our mission. Overseas, we will continue working to expand

changes arising from the COVID-19 pandemic. Through thesethe variety of services we offer, as well as to actively enterand other efforts, we will strive to achieve the quantitative

promising new markets.

targets we have set for the fiscal year ending March 31, 2023,
including consolidated revenue of ¥1.1 trillion and consolidated

We have also allocated ¥200 billion from equity over fiveyears (April 1, 2018–March 31, 2023) for M&As. During thisoperating profit of ¥155.0 billion. (Targets are based onperiod, we will seek to invest in key growth businesses, namely,Japanese GAAP.)SECOM Group Road Map 2022
Targets for the fiscal year ending March 31, 2023 (Japanese GAAP) (Provided for reference only)

1.1 trillion

Consolidated
revenue: ¥155.0 billion ROE: 8% plus

Consolidated
operating profit: ¥Dividend
payment ratio:

40%—45%Note: Figures do not reflect the impact of new M&As.

Investment phase
Consolidated revenue

Consolidated operating profit

Consolidated revenue ¥1.1 trillion
Consolidated operating profit ¥155.0 billion

Consolidated revenue ¥970.6 billion
Consolidated operating profit ¥135.4 billion

6.0%rox.
ppAt):
profitingare(opCAGR: 3.09%profit)
eratingp(oRCAG

2015

2016

2017

High-growth phase

2018

2019

2020

Investment phase

2021

2022

(Years ended/2023 ending March 31)

High-growth phase

Japan
Leverage investments to introduce new services
Q Promote more active collaboration with partners
Q
Q

Invest in human resources

Q

Invest in systems

Overseas
Expand services in countries and territories
where SECOM has a presenceQ Actively establish operations in promising new markets
Q

22

SECOM REPORT 2020