Medium-to Long-term Vision
JMS is committed to ensuring people’s healthier lives
by further contributing to global health.
Long-term Vision toward 2030
By creating new value that anticipates the future of medical care,
we will become a company that supports further improvement in the health
and quality of life of people around the world.
2020-2023 Basic Policies toward
Realization of the Long-term Vision
-
Deepening
customer-centric business
developmentRealize new growth by deepening “customer-centric business development” that is closely linked to the medical field, identifying latent needs that customers are not even aware of, and working together to solve problems.
-
Change to
improve profitabilityReview and strengthen the roles of human resources, organizations, systems and frameworks that support the Group’s management from all perspectives, and promote reforms resulting in a corporate structure that can generate stable and sustainable profits.
Five Initiatives
We strive to promote business activities based on our basic policies under the following five initiatives.
-
01
Building a corporate structure that can ensure higher earning rates by streamlining and strengthening the synergy between businesses
Optimization of
the business
portfolio
Hospital Products BU
Expansion of the infusion and nutrition areas, acceleration of growth in the cancer area, and development of markets in the dysphagia area
Surgical & Therapeutical BU
Ongoing reform of the profit structure, strengthening core products, and business development by revitalizing existing resources
Blood Management & Cell Therapy BU
Expand the market share of Blood Bags with leukocyte reduction filter for JRC and establish a foundation for the cell and regeneration business
Merged into Surgical & Therapeutical BU in April 2023.
Each BU and Company-wide
Develop and expand OEM/ODM business leveraging Group assets, reallocate resources to areas with growth potential and profitability, and review unprofitable items
BU: Business Unit
-
02
Increasing JMS’s global market share,thereby making JMS a global brand
Strengthening
the global
framework
Development of core businesses in
the growing Chinese market, following
the CDDS business* CDDS: Central Dialysis fluid Delivery System
Strengthen the competitiveness of JMSH(P) as a core production base for the Group, and expand business results in global markets by capitalizing on such a competitive edge
Expansion of product lines in the Thai market and sales expansion to neighboring ASEAN countries
-
03
Investing aggressively in technologies and products that can bring innovation to global health
Creation of next
generation
business
Application to anti-adhesive materials (orthopedic surgery) and gastrointestinal stents by promoting application development of biodegradable materials
Continuous search for new products (promotion of open innovation, utilization of investment funds, M&A)
Realization of new value using advanced technologies such as IoT and AI
-
04
Establishing new employment and human resource development systems that enable business growth
Strengthening the Group’s management base
Promote optimal production by reorganizing the Group’s production system
Promptly obtain regulatory approvals in the global market and establish a legal compliance framework
Review the personnel system in light of changes in the employment environment and establish a system for securing and developing global human resources
-
05
Becoming a CSR-conscious company which is friendly to employees, the environment, and stakeholders
Achieving a sustainable society
Continuation of product supply and development of products that contribute to infection control in the event of an outbreak of a new infectious disease
Enhancement of corporate health management initiatives and promotion of work-life balance
Promotion of business activity processes that prevent environmental pollution and reduce waste
etc.