Management Policy
Medium to Long-Term Plan
Long-term Vision (～2030)
Having Mission (Raison d’être) and Vision (Ideal self) as the overarching concepts, we have formulated a long-term vision that shows what each of our businesses aims to become by the fiscal year ending March 31, 2030.
Medium-term Plan (FY2022/3～FY2024/3)
Targeting ¥45.0 billion in ordinary income and 10% in ROE in the fiscal year ending March 2024
Quantitative Goals
Improving ROE by Shifting Management toward a Capital Efficiency Focus
Breakdown by Segment
Targeting ¥45.0 billion in ordinary income and 10% in ROE in the fiscal year ending March 2024 by achieving further earning growth in the Entertainment Contents Business and building a business structure that can steadily generate revenue in the Pachislot and Pachinko Machines Business.
(Billion yen)
| FY2022/3 (Initial Forecast) |
FY2022/3 (Results) |
FY2023/3 (Initial Forecast) |
FY2023/3 (Results) |
FY2024/3 (Initial Forecast) |
FY2024/3 (Single-year forecast [revised on Fev. 9]) |
||
|---|---|---|---|---|---|---|---|
| Entertainment Contents |
Net sales | 213.0 | 235.9 | 238.0 | 282.8 | 242.0 | 313.5 |
| Operating income |
23.0 | 33.9 | 28.5 | 38.7 | 39.0 | 23.0 | |
| Ordinary income |
25.0 | 36.8 | 30.0 | 41.1 | 40.0 | 24.5 | |
| Pachislot and Pachinko Machines |
Net sales | 89.0 | 75.8 | 88.0 | 94.2 | 96.0 | 136.0 |
| Operating income |
9.0 | 9.3 | 9.0 | 20.0 | 13.0 | 41.5 | |
| Ordinary income |
9.0 | 10.2 | 9.0 | 20.7 | 13.0 | 42.0 | |
| Resort | Net sales | 9.5 | 8.6 | 10.5 | 11.5 | 10.5 | 12.0 |
| Operating income |
-3.0 | -2.5 | -1.5 | -1.1 | -1.3 | -1.0 | |
| Ordinary income |
-5.0 | -6.7 | 0.0 | -3.2 | 1.0 | 0.0 | |
| Other and eliminations |
Net sales | 0.5 | 0.6 | 0.5 | 1.1 | 1.5 | 1.0 |
| Operating income |
-9.0 | -8.7 | -9.0 | -10.9 | -8.7 | -12.5 | |
| Ordinary income |
-9.0 | -7.0 | -9.0 | -9.2 | -9.0 | -13.0 | |
| Consolidated | Net sales | 312.0 | 320.9 | 337.0 | 389.6 | 350.0 | 463.0 |
| Operating income |
20.0 | 32.0 | 27.0 | 46.7 | 42.0 | 51.0 | |
| Ordinary income |
20.0 | 33.3 | 30.0 | 49.4 | 45.0 | 53.5 | |
| ROE | 5.0% | 12.7% | 7.0% | 14.7% | 10.0% | ー | |
Strategies for Each Business
Entertainment Contents Business
Long-Term Goal
Key Strategies
Strategy 1) Strengthen the global branding of existing IPs
Growing mainstay IPs into global brands
- Expanding touchpoints
- Prolonging product life cycles
- Strengthening user engagement
Strategy 2) Creation of “Super Games”
Taking on the challenge of creating major global titles
Target lifetime sales of ¥100.0 billion
Pachislot and Pachinko Machines Business
Long-Term Goals
Key Strategies
Creation of Hits
- Review of product lineup
- Increase the profitability of a hit
- Strengthening media functions
Improvement of Business Efficiency
- Improvement of development efficiency
- Cost reduction
- Promotion of EC
Resort Business
Long-Term Goal
Realize the investment in gaming area
We will pursue possibilities in the gaming area as a whole, including opportunities for entry into the integrated resort business in Japan and overseas as well as overseas online casinos and sports betting.
Investment Strategy (～FY2026/3)
Implemented investment in the following growth area
Sustainability
Set the milestones and targets per material issues to be addressed
4 key indicator for human resources
We have set four key indicators for “Human resources”, and all of them are in good progress up to FY2023/3.
[Target Company]
1), 2), 3) : SEGA SAMMY HOLDINGS, SEGA (Japan), Sammy
4): Major Group Companies in Japan
Financial Strategy (～FY2026/3)
Shift to the management focusing on capital efficiency
