DAIKEN

Long-Term Vision GP25

In 2015, the year of the 70th anniversary of DAIKEN CORPORATION, we established the long-term vision GP25, describing our ideal situation in 10 years.
To further accelerate growth strategies toward the realization of the vision, we launched a new medium-term management plan GP25 2nd Stage in fiscal 2020. All employees of the Group are working together to make progress toward steadily achieving the goals.

Long-Term Vision GP25

Grow/Glow Plan 25

Grow/Glow Plan 25

Significance of Existence and Ambitions

  • Contribute to the building of a sustainable society by efficiently using limited resources
  • Enrich people’s minds by creating more comfortable and secure spaces

How We should be in 2025

  • Leading global company for industrial materials, building materials, and engineering
  • Continue to challenge new business areas and grow the fourth pillar
  • Earn a great reputation among professionals for consumer- oriented product development, proposal capabilities, problem-solving skills, and organizational strength
  • Company culture that admires challenges, and system established to support challenges
  • Governance is strengthened to support sustainable growth and improvement of medium-to long-term corporate value

Business domains, markets, and sectors targeting Long-Term Vision GP25

From the current image as a housing materials manufacturer to the following:

  • Supply building materials and industrial materials for building materials as well as construction
  • Expand business areas from housing to public and commercial buildings, and industrial materials
  • Expand into global markets
All-embracing company for building materials

Positioning of Medium-term Management Plan to achieve Long-Term Vision GP25

As the roadmap toward the realization of the long-term vision GP25 that drew how we should be in 2025, the Daiken Group has set the medium-term management plan in three steps.

Positioning of Medium-term Management Plan to achieve Long-Term Vision GP25