In 2021 we commenced a new five-year management plan—Phase VI of the Excellent Global Corporation Plan. Phase VI picks up where Phase V left off, under the basic policy "accelerate our corporate portfolio transformation by improving productivity and creating new businesses."
1Enhance competitiveness through company-wide realignment into a new industry-oriented business group structure
Expand Commercial Printing business and establish Industrial Printing business
Reinforce Canon's product lineup by leveraging our strengths in electrophotography and inkjet technologies, as well as our digital transformation capability in the Office Printing business
Establish Smart Mobility business by leveraging our optical and network technologies
Expand business scope of network cameras to encompass the social infrastructure market and maintain the top position in the digital camera industry
Expand medical diagnostic equipment business by reducing costs of core products and boosting their sales in Europe, the Americas and emerging markets
Accelerate business expansion by making full-scale entry into diagnostic equipment-adjacent markets including test reagents
Further improve OLED manufacturing systems while developing new manufacturing processes and new materials
Increase market share of semiconductor lithography systems and FPD manufacturing systems by introducing competitive products
Accelerate development of new businesses including life science, materials and solutions services
2Improve group-wide productivity through extensive reinforcement of Canon's global headquarter functions
Thorough cash flow management
Establish a more dynamic and merit-based HR management system
Promote cost reduction initiatives across the whole Group
Focus on innovations that advance business
2025 Management Targets
¥4.5 trillion or more
Operating Profit Ratio
12％ or more
Net Income Ratio
8％ or more
Shareholder’s Equity Ratio
60％ or more
*Based on exchange rate of USD＝¥105、EUR＝¥120
Canon’s Road to Phase VI
Phase I 1996-2000
To strengthen its financial structure, Canon transformed its mindset to a focus on total optimization and profitability. The company introduced various business innovations, including the selection and consolidation of business areas, and reform activities in such areas as production and development.
Phase II 2001-2005
Aiming to become No. 1 in all major business areas, Canon focused on strengthening product competitiveness along with the changing times, stepping up efforts to digitize its products. The company also conducted structural reforms across all Canon Group companies around the world.
Phase III 2006-2010
Canon moved ahead with such growth strategies as enhancing existing businesses and expanding into new areas while also thoroughly implementing supply chain management and IT reforms.
Phase IV 2011-2015
Responding to weakness in the global economy, Canon revised its management policy from a strategy targeting expansion of scale to a strategy aimed at further strengthening its financial structure. While actively pursuing M&A activities, the company restructured its business at a foundational level to introduce new growth engines for future expansion.
Phase V 2016-2020
Aiming for new growth, we expanded our four new businesses—Medical, Network Cameras, Commercial Printing and Industrial Equipment—and completed the reorganization of our business portfolio, the first phase of our "Grand Strategic Transformation."