In keeping with the management principle of the “HORIBA Group is One Company.” and its corporate motto “Joy and Fun,” HORIBA has pursued integrated group management by enhancing matrix management of the five business segments (Automotive Test Systems, Process & Environmental, Medical-Diagnostic, Semiconductor, and Scientific) and three regions (Asia, Americas, and Europe), and has achieved business growth.
Recently the business environment surrounding HORIBA has been drastically changing. For example, the automotive industry has experienced a significant turning point in technology and is making tremendous progress in next-generation technologies such as electrification and autonomous vehicles. The semiconductor, bio, healthcare, and other markets has been also experiencing fundamental changes as the dissemination of AI, IoT, and other advanced technologies has been promoted. Moreover, Asian countries, including China and India, have grown with the momentum that has brought them closer to the level of developed countries, and the global market structure itself has begun to change significantly.
Under such circumstances, HORIBA has made numerous decisions that accompanied changes in its business model: the enhancement of the Automotive Test Systems segment with the acquisition of MIRA Ltd. (UK) in 2015 and FuelCon AG (Germany) in 2018; the expansion of alliances in the Medical-Diagnostic segment; and the expansion of production capacity in the Semiconductor segment. These actions have contributed to the generation of net sales of 210.5 billion yen and operating income of 28.8 billion yen in 2018, which has enabled HORIBA to come closer to the level of the numerical targets set in the previous Mid-Long Term Management Plan for 2020, MLMAP*12020.
HORIBA has now decided to launch a new Mid-Long Term Management Plan, MLMAP2023, with the slogan “ONE STAGE AHEAD,” to speedily respond to the accelerating changes of the business environment, and to further grow business and increase corporate value. By accomplishing the three priority measures, HORIBA aims to achieve net sales of 300 billion yen and operating income of 40 billion yen in the target year of 2023.
To develop analysis and measurement solutions, utilizing HORIBA’s core technologies, in the leading three business fields of megatrends
By combining technologies, sales channels, production facilities, and customer networks that HORIBA’s five business segments possess globally, HORIBA intends to provide analysis and measurement solutions that respond to customers’ needs. Through its strengths in “measurement” technologies, HORIBA aims to transform itself into an entity that accelerates innovation in the leading three business fields of megatrends.
[Policies and Measures in the Three Fields]
Energy and Environment
Materials and Semiconductor
Bio and Healthcare
The Scientific segment, which has possessed original technologies since its corporate foundation, plays a role in leading other business segments in terms of developing HORIBA’s core technologies and maximizing group synergies while collaborating with the resources of other business segments in the three business fields.
To support customers’ businesses from all aspects – from installation to replacement
HORIBA has built a business model that comprehensively supports customers by offering optimal applications chosen from a wide variety of product groups. HORIBA will expand business into the data management field, contributing to solving customers’ issues by quantifying information that has been invisible. In addition to supporting the efficient customers’ operation by utilizing operational data from facilities, HORIBA will integrate sales of equipment with high-value-added support, by offering new value via analysis of measured data. HORIBA is always on the customers’ side and provides the best solutions to them, based on the keyword, “Always with you.”
To enhance the organizational structure that fosters resilient human resources, which are the driving force of all businesses
The driving force to carry out Priority Measures 1 and 2 is human resources. HORIBA has undertaken various initiatives in the development of human resources as well. The BlackJack Project*2 has functioned as a system where the frontline information has been shared with top management and have become rooted as HORIBA’s new corporate culture. HORIBA will enhance the BlackJack Project in the rapidly-growing Asian regions, further disseminate them across the entire HORIBA Group, and promote activities to connect the management goals to the frontline. The Stained Glass Project*3 , HORIBA’s diversity promotion project, is also expanding its activities through human resource exchanges among group companies. HORIBA continues to create a working environment where HORIBARIANs*4 can work comfortably and feel worthwhile. HORIBA will thereby achieve a “Super Dream Team” of diverse human resources and accelerate both the transformation of existing businesses and the creation of new businesses. HORIBA has introduced “HORIBA Premium Value,” an indicator aimed at maximizing the value of its assets. Utilizing this indicator, HORIBA will accelerate activities to optimize the asset efficiency of the entire HORIBA Group including each business segment and group company. HORIBA will promptly make management decisions in order to flexibly invest resources and bring balanced growth of profit and continuous investments into reality.
For more information on BlackJack Project and Stained Glass Project, please visit our website.
Find the targets from a heightened perspective.
Accomplish the objectives at the fastest speed.
*1: MLMAP: This stands for Mid-Long Term Management Plan, and is a term that is well-known and understood within the HORIBA Group.
*2: BlackJack Project: HORIBA’s unique operational improvement initiative which began in 1997 with the objective of changing the awareness and activities of employees. From the outset, a dedicated internal team has worked to promote this initiative, which fulfills a vital role in providing opportunities for sharing experiences and knowledge globally and in communicating between management and the front-line of operation. They also represent one of our most important initiatives aimed at establishing the Super Dream Team.
*3: Stained Glass Project: HORIBA’s project whose mission is to make HORIBA stronger through the continual creation of new value, based on diverse human resources and skillsets, regardless of gender, age, nationality, disability, or other differences. The project was launched in 2014.
*4: HORIBARIAN: All HORIBA workers are regarded as a family and called HORIBARIANs.