“Road to Prestige 2030”
〜Demonstrating Principles through Ownership and Responsibility〜

  • ● The “Long-Term Vision 2030” established in 2020, which sets long-term financial targets as gross profit of 8 billion yen and ordinary profit of 3 billion yen, that composed of 3 periods, namely, 1) an approach run period of “Step Up”, 2) making the leap period of “Jump Up” and 3) a renewing challenges period as a final stage. The Plan has been to build up earning power through these three phases, with the aim of increasing corporate value.
  • ● In the Medium-Term Management Plan “Step Up 2023”, which is an approach run period, though we set the ordinary profit target as 2 billion yen, it exceeded 2.8 billion yen in the end of the period as a result. Furthermore, in the Medium-Term Management Plan “Jump Up 2026”, as of end of FY2025, it exceed 3 billion yen in ordinary profit which is a financial target set under “Long-Term Vision 2030”.
  • ● Considering the above-mentioned current situation, we decided to renew “Jump Up 2026” into “Road to Prestige 2030” setting new target of originally profit as 5 billion yen, aiming to reach higher stage.

Business Strategies

  • 1.Expand Revenue Base
  • Accelerate expansion of revenue base by maximizing company’s profit-earning power through the activities in creating company’s value proposition and providing integrated solution to the customers.
  • 2.Drive new businesses
  • Expand into fields related to existing businesses.
  • Create business ideas to materialize in ASEAN and other emerging markets.
  • Enhance alliances with external partners.
  • 3.Strengthen revenue base
  • Implement “Business Portfolio Management” to adapt to the changes of business circumstances.
  • Strengthen and expand the revenue base by sharing customer bases and leveraging human resources.

Corporate Strategies

  • 4.Individuals and Organizational Development
  • Make the growth of individuals a top priority, with each person acquiring good character, logical thinking and rationality.
  • Develop organizational capabilities for delivering strategies.
  • Build systems and frameworks to maximize the driver(human resources) and adapt to the times.
  • 5.Enhance Management Fundamentals
  • Seek for sustainable growth through contribution to our stakeholders such as business partners, employees, society and shareholders.
  • Grow sustainably by maintaining a stable financial base.
  • Embed “Nomura Trading Way” as our corporate culture, leverage corporate frameworks (governance, committees, ISO), and make the management base stronger.

Act with Principles

～Towards Long-Term Vision 2030～