Daiwa Securities Group’s Management Vision “Vision 2030” and Materiality

"Vision 2030" –From savings to SDGs–

Daiwa Securities Group has outlined its goals in “Vision 2030,” which is rooted in its Corporate Principles and the Daiwa Spirit; 2030 is also the year by which it seeks to realize the SDGs.
Vision 2030 takes as its core concept “From savings to SDGs” and, through this Vision, the Group intends to realize the SDGs by creating a sustainable capital cycle.

Materiality Daiwa Securities Group is a financial professional; as such, it will provide solutions that cater to diversifying customer needs, with the goal of realizing a society in which everyone can live a prosperous 100 years of life. Daiwa Securities Group will promote innovation that enriches society through financial functions and, at the same time, it will provide new added value to its customers.In addition, the Group will seek to instigate Self-transformation by accelerating and refining its hybrid strategies. Daiwa Securities Group will focus on providing financial products and services that contribute to the resolution of societal issues, with the twin goals of promoting a shift to a carbon-free society and of realizing a resilient society. The Group will also actively engage in advisory services and business investments in the field of renewable energies. The Group will contribute to the realization of societies which acknowledge diverse forms of individuality, and in which everyone can flourish. In addition, the Group will continue to focus on molding an organization in which each of its employees can fulfill their individuality and experience work satisfaction. Daiwa Securities Group will strengthen the foundations of its sustainable corporate management, and improve its medium and long-term corporate value, as it seeks to realize its goals in its priority areas of “100 years of life,”  “innovation,” “green & social,” and “diversity & inclusion.”

"Vision 2030" and materiality

In “Vision 2030,” Daiwa Securities Group identified priority areas and priority issues it should focus on as “Materiality.”

priority areas priority issues
100 years of life
Realization of a society where everyone can spend 100 years of life affluently
  1. 1.Support for household asset formation and conservation toward the realization of a prosperous 100-year life
  2. 2.Realization of local revitalization with private funds
  3. 3.Financial support for economic growth in Asia
Innovation that enriches society Promote and realize your own transformation
  1. 4.Support for accelerating corporate metabolism toward the realization of innovation that enriches society
  2. 5.Reform of business portfolio to create new added value
  3. 6.Leading social transformation as a one-of-a-kind financial platformer
Green & Social
Promoting the transition to a carbon-free society and realizing a resilient society
  1. 7.Promotion of green finance to support the realization of a carbon-free society
  2. 8.Development and provision of new financial products and services that contribute to the realization of a sustainable society
Foundation of sustainable management
Diversity & Inclusion
Realization of a society where everyone can play an active role by acknowledging diverse personalities
-Strengthening the foundation that supports sustainable corporate management-
  1. 9.Fostering human resources who can provide added value
  2. 10.Building an organization where everyone can play an active role by acknowledging diverse personalities
  1. 11.Strengthening a sound and highly transparent management base
  2. 12.Leading the maintenance and development of financial and capital markets
  3. 13.Creating a beautiful global environment that will lead to the next generation
  4. 14.Realization of a better future community / society

Daiwa Securities Group Key Performance Indicators (KPIs)

The Medium-term Management Plan "Passion for the Best" 2023 maps out strategies for the first three years of Vision 2030 and incorporates KPIs for managing progress as it seeks to achieve its vision.

KPIs and Key Areas Related to KPIs (Targets to achieve in FY2023)

Financial KPIs

10% or higher

Ordinary income
¥200 billion or more

Wealth Management Business

Retail Division asset based revenue ratio
50% or higher*1

Hybrid Strategy

Hybrid-related ordinary income
¥50 billion or more

Hybrid-related ordinary income ratio
Around 25%

Financial Base

Consolidated total capital ratio
Maintain at 18% or higher

Non-financial KPIs
Human Resources

Number of Digital IT Master
200 personnel or more

Number of CFP and CMA
3,000 personnel or more

Wealth Management Business

Daiwa Securities assets under custody (AUC)
¥90 trillion or more


SDGs bond league table

In top 3

ʼOuen(Supporting)ʼ term
deposits balance

¥200 billion or more

Balance of investment in
SDGs-related business

¥150 billion or more

Ratio of women on the boards of directors

30% or higher*2

Ratio of women in management positions

25% or higher*3

Employee satisfaction

Maintain at 80% or higher

  1. *14Q, FY2023
  2. *2By 2030
  3. *3FY2025

Materiality Identification Process

Daiwa Securities Group identified important environmental and social issues in the formation of its medium- to long-term Vision. The Group also identified “Materiality (priority areas and priority issues)” based on the requests of society it understood through communication with shareholders as well as the Group’s impact on society.
The Group seeks to achieve “Vision 2030” by managing progress based on KPIs initiatives in order to improve the Group’s value and realize a sustainable society.

Identification Process

Incorporating sustainability perspective as the basis of our business strategy
In 2018, Daiwa Securities Group established the Sustainability Promotion Committee (formerly SDGs Promotion Committee), chaired by President and CEO Seiji Nakata. It subsequently formulated the “Passion for SDGs -Daiwa Securities Group Action Plan-,” which detailed the Group’s commitment to actively contributing to SDGs through its businesses.
Understanding and assessing environmental and social issues
Based on its Corporate Principles, and taking into consideration various international frameworks (GRI, ISO 26000, SASB, TCFD, etc.), international initiatives such as the UN Global Compact, indices established by ESG evaluation organizations, and issues raised by governments and economic organizations, Daiwa Securities Group identified important environmental and social issues that might either provide opportunities or pose risks.
It then drew up a long-list of 65 issues which it could engage with in order to strengthen its management foundations.
Dialogue with internal and external stakeholders
Through communications with both internal and external stakeholders, the Group evaluated the impact and the importance to society of the environmental and social issues it identified in Step 1.
To this end, it consulted with outside members of the Sustainability Promotion Committee (formerly SDGs Promotion Committee) and internal experts on which priority issues and directions it should focus on in the medium and long term. The Group also engaged in dialogue with Sustainability Promotion Managers at various headquarters and Group companies, and with young employees who will comprise the heart of the Group’s workforce in 2030, on the topic of what goals it should set for 2030.
Formulation of the Materiality (draft)
Based on the results of the evaluations outlined in Step 2, Daiwa Securities Group identified 10 issues it should engage with through its businesses, and 4 issues it should engage with in order to strengthen its management foundations.
The Group then discussed what opportunities and risks the formulated Materiality (draft) would present and pose.
Discussions and decisions made by the management
The Materiality (draft) was discussed by outside directors, outside members of the Sustainability Promotion Committee (formerly SDGs Promotion Committee), and the management at Board of Directors, Executive Committee of the Group, and Sustainability Promotion Committee (formerly SDGs Promotion Committee) meetings.
Vision 2030, including Materiality, was resolved at the Board of Directors meeting. At the same time, a set of KPIs was drawn up to manage the progress of Materiality initiatives.
Going forward, the Materiality will be continually revised, according to international trends in environmental and social issues, changes in business environments, and feedback from both internal and external stakeholders.
Going forward
Taking on Materiality and realizing Vision 2030
Representatives of various headquarters and Group companies will carry out progress management, seek to understand issues, and implement related measures.
The state of progress will be regularly monitored by the management at committees, including the Sustainability Promotion Committee (formerly SDGs Promotion Committee) and Board of Directors.

Click to see the dialogue.