Management Policy
FY2018 Daiwa Securities Group Management Policies
- Passion for the Best -

FY2017 was a major turning point in the securities and financial markets. Despite disturbing issues, such as rising global geopolitical risk and poor political visibility, the Nikkei stock average recovered to its highest point for 26 years. In FY2018, while we recognize that the political situation in many countries remains uncertain, the outlook for corporate profits suggests that a record-high in earnings will be reached, and the Japanese economy is expected to stay strong. The deflation that has continued for the past 20 years looks likely to end soon, and the probability of a major monetary shift "from savings to asset formation" is increasing.

On the other hand, the management environment is changing dramatically. Following with the declining birthrate and the aging of society, the advent of the era of living to 100, and the revolution in industrial and employment structures caused by the advance of the digital transformation.

In this context, we have set up the new Group Medium-Term Management Plan "Passion for the Best" 2020, which covers the period to FY2020. By providing high-value-added solutions through the use of our "Quality No.1" consulting capabilities, and by adopting a basic policy of providing new value as an "Integrated Securities Group with Hybrid Business Model", created by fusing the conventional securities business together with a diversified portfolio of other businesses, we aim to become a "financial and capital market pioneer that creates the future".

FY2018 will be the first year of the plan and we will steadily implement the action plans for each business division, centered around such themes as deepening "Customer-first Operations," supporting corporate growth strategies, and creating new business areas.

By actively engaging to resolve social issues, and simultaneously creating economic as well as social value, the Daiwa Securities Group contributes to the realization of a prosperous society and an enriched lifestyle for the people.

Action Plan for Each Business Division

Retail Division

  1. Building a sales structure based on customer satisfaction
  2. Provide best service solutions for customer attributes that match the customer's various needs
  3. Sustainable expansion of a stable revenue base
  4. Expand the business by utilizing external channels and resources


Wholesale Division

  1. Promote the company's shift to achieve higher corporate value
  2. Provide products and services that capture customer needs
  3. Support transformation in business structure and in Japan's industrial structure
  4. Provide pan-Asian business supports as a regional Asian brokerage firm

Asset Management Division

  1. Pursue customer profits by strengthening and enhancing investment capabilities
  2. Strengthen product development capabilities that capture a wide range of customer needs
  3. Enhance product lineups contributing to the customers' financial asset management and strengthen the communication of information and support capabilities
  4. Expand alternative investment product lineups, centered around real estate


Investment Division

  1. Contribute to business ecosystem by discovering and developing new industries through investment
  2. Expand investment in Asian countries
  3. Develop socially responsible investments
  4. Pursue returns through further evolution of investment capabilities

Other (Daiwa Institute of Research Group)

  1. Contribute to the strengthening of the business by collaborating with the Group as the think tank of the integrated securities group with hybrid business model
  2. Communicate information appropriate to the times, and centered on the economy and finance, in a timely manner
  3. Contribute to the business customers engage, providing competitive solutions speedily
  4. Expand the business through the creation of "new value" by utilizing advanced technology


Other (Daiwa Next Bank)

  1. Develop customer-oriented products and services by utilizing securities-banking business model
  2. Establish mechanisms of building the future revenue base which contributes to the entire Group
  3. Pursue portfolio management strategy that can adapt to changes in market environments in a timely manner
  4. Sustainable growth achieved by securing healthy earning results
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