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 an important milestone and further
defines our direction going forward. One year later, in May 2018, we devised the SECOM Group
Road Map 2022 to clarify the challenges we must address to achieve this vision.

Strategies for creating the ANSHIN Platform
To create the ANSHIN Platform, we areuse of advanced information technologies,

life more comfortable and convenient.

currently promoting initiatives in line withto respond to latent needs, while our

These strategies continue to guide ourfour core strategies. The “ALL SECOM”“Enhanced value” strategy revolves

efforts to create services and systems thatstrategy focuses on rallying SECOM Grouparound addressing everyday concerns byaddress increasingly diverse needs forstrengths to maximize synergies. Throughadding greater value to services that makesecurity and peace of mind.

our “Collaboration” strategy we are en-

Conceptual framework of the ANSHIN Platform

deavoring to integrate the business ideas
and technologies of various partners who

Guided by the SECOM Group’s Vision forsociety as a whole through collaboration withassociated with crimes, accidents, cybershare our mission. Our “Connection” strat-

2030, we are working to create the ANSHIN

partners in industry, government and aca-

crimes, natural disasters, illnesses and aging.

egy emphasizes strengthening relation-

Platform, a service infrastructure throughdemia who share our mission to help achieve

In addition to recognizing the importanceships with our customers and society bywhich we strive to provide services thata society free from concerns and who haveof routine advance preparation, we provide

leveraging Big Data analysis, which makes

deliver seamless peace of mind for anyone

diverse technologies and expertise.

comprehensive services designed to addressand everyone whenever and whereverFor both companies and individuals, thenecessary.

Connection

Enhanced value

potential risks by helping customers accu-

occurrence of an unanticipated crime or

rately grasp conditions, minimize impact anddisaster can interrupt daily rhythms. For com-achieve restoration. These four approaches,

we have cultivated with society, the ANSHIN

panies, productivity can fall sharply. More-which comprise what we call the SECOM

Platform seeks to provide peace of mind toover, the greater the damage is, the longer it

ANSHIN Flow, enable us to provide seamlesspeople in their everyday lives, as well as totakes to recover. Society faces significant risks

peace of mind.

Anchored in the relationship of trust thatlationships with customers and society
SECOM’s reforcing
n
i
e
r
ther
Fur

Platform
NSHIN
the A
f
o
n
tio
ea
Cr

ALL SECOM

Collaboration

Tha ANSHIN Platform Service Infrastructure

The SECOM Anshin Flow
<Value>Security andpeace of mind
Life/health/assets/informationIn
everydaylife

AdvancepreparationInthe event of Grasp
an emergency the situationInthe event of Minimize
an emergency damage

AI, IOT and Big Data

After
Restorean emergency operations

Targeting sustainable growth: Devising the SECOM Group Road Map 2022

Operations/emergency response services

Real-world

Crimes and accidents
Diverserisks

Cyber crimes
Natural disasters

Risks
isks mayoccur
simultaneously
neously

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

SECOM’s significant competitive edge

Illnesses/aging<Added value>

Comfort andconvenience
Issues to be addressed

20

SECOM Annual Report 2019In
everydaylife

Need to improve efficiency

E
Extensive
coverage

In May 2018, we used backcasting* to devise

and society in general, these issues can

the SECOM Group Road Map 2022 with the

become threats if not addressed properly.

intention of clarifying the challenges we

Accordingly, we believe that anticipatingmust address to achieve the SECOM Group’s

evolving needs for solutions will lead to

Vision for 2030. The road map identifies

major business opportunities that will allow

technological advances and a declining labor

us to contribute to the improvement offorce as priority issues in today’s rapidlysocial productivity.

* Backcasting is a planning method that starts withenvisioning a desirable future and working backwardfrom there to identify steps necessary to attain that
future.

changing society. For both companies

Everyday concerns

Need to reduce costs

Need to rely on others

SECOM Annual Report 201921

The SECOM Group’s Vision for 2030

Targeting sustainable growthseek to contribute to society. Specifically, weto create positive working environments andsecurity, BPO and ICT services and health-

are improving our ability to attract and foster

boost job satisfaction.

care, as well as in startups with advanced

We place a particular emphasis on the sus-

pursued service innovations that create

priority. We will continue working tirelessly

talented, experienced personnel, including

The SECOM Group Road Map 2022 also

tainability of society and our businesses andvalue. This is rooted in our fundamental com-

to enhance our ability to make effective use

IT specialists and individuals with global busi-

includes a strategy for making effective use

thus see related expenditures not as costs

mitment to offering services that anticipateof these intangible assets, positioning us toness skills. In addition, we make investmentsof capital assets. This includes allocating

but rather as investments that enable us towhat is needed to ensure sustainability for

cement our competitive edge and earn the

aimed at helping employees fulfill their¥200 billion over the investment and high-integrate changes in our operating environ-society, rather than simply providing services

trust of our customers and society, thereby

potential, including the enhancement of our

growth phases for M&As in promising

ment into our operations over the long term.

that will sell in any market. This is why people

growing sustainably.

various training programs and other effortsbusinesses, namely, physical security, cyber

Since our establishment, we have tirelessly

and technology will always be given top

technological capabilities.

SECOM Group Road Map 2022
Forecasts for the fiscal year ending March 31, 2023 (Japanese GAAP) (Provided for reference only)

Responding to demand related to the need for security in a connected society and the need to rely on others
Technological advances have brought an

demand related to the need for security in asuch as falling birthrates, the graying ofincrease in the variety of connected devices.

connected society, which involves the fusion

Japanese society and the prevalence ofThis is driving a variety of profound changes,of physical and cyber security.

families in which both parents work outside

including the realization of connected vehi-

Owing to a declining labor force, com-cles, the expanded use of drones and robots,

panies face a growing need to outsource

related to the need to rely on others, wethe advent of unattended retail facilities andnoncore functions, which enables them towill continue working to extend distinctive

a cashless society, and the rising popularity

concentrate on core businesses—the prin-services that provide safety and peace ofof smart homes, that is, homes equipped

cipal source of their competitiveness. We aremind, as well as make life more comfortablewith wireless smart locks and smart speak-also seeing an increase in needs related toand convenient, thereby helping to address

ers. Such changes are expected to push up

care of children and seniors, owing to factors

key social imperatives.

1.1trillion

Consolidated
revenue: ¥155.0billion

Consolidated
operating profit: ¥Under the SECOM Group Road Map 2022, weand reinforcing functions with the goal ofby technological progress and a declining

have positioned the two-year period ending

improving service quality and productivity

labor force.

March 31, 2020, as an investment phase andby reducing labor requirements and enhanc-

the three-year period ending March 31, 2023,

ing employee capabilities. We also invest

size the reinforcement of critical capabilities

as a high-growth phase.

actively in areas that help bolster the qualitythat cannot be replaced with technology.

and efficiency of our operations, including

Accordingly, we are stepping up efforts toInvestment phase

40%—45%High-growth 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

CAGR

2015

2016

2017

2018

Investment phase

2019

2020

0%
ox. 6.
Appr
:
)
t
fi
pro
ating
(oper

2021

AI, the IoT and RPA, as well as in efforts toenhance our human capital by securingresources. Investments in systems center

drive R&D targeting innovative services andhuman resources who have the ability to

on building next-generation core systems

products that respond to needs engenderedadapt to change and create value and who

2022(Years ended/2023 ending March 31)

High-growth phase

Investments in human resources empha-

focused investments in systems and human

SECOM Annual Report 2019

Dividend
payment ratio:

the home. In response to expanding demand

Investments in future growth under the SECOM Group Road Map 2022

22

8% plus

Note: Figures do not reflect the impact of new M&As.

: 3.09%g profit)
peratin(oR
GAC

During the investment phase, we promote

ROE:

Japan
Q Invest in human resources

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

Q Invest in systems

Overseas
Q Expand services in countries and territories

where SECOM has a presence
Q Actively establish operations in promising

new markets

SECOM Annual Report 201923