In August 2020, we formulated the Aichi Steel Group Vision 2030. Amid the environment surrounding the company will be changing greatly at a speed never before experienced, we believe that it is necessary to establish guidelines concerning the actions that the Aichi Steel Group should take in the future. The fundamental policy of the Vision 2030 is enhancing earnings capacity by reforming business and manufacturing capabilities while putting ESG management into practice, and it establishes three major management guidelines:
(1) Contribution to a sustainable global environment;
(2) Creation of a prosperous society through business reform; and
(3) Employee happiness and corporate development.
When implementing these guidelines and measures, based on the Aichi Way, while keeping the order of safety, quality, and stable supply, and premised on maintaining a sound financial standing, we will undertake business reforms adapted to environmental change, which is the numerator of fractional management, and manufacturing reforms centered on TPS and quality control, which is the denominator, even more than in the past, and have set the aim of raising earnings capacity and achieving a consolidated operating profit of 20 billion yen.
2021-2023 Medium-Term Management Plan
Toward realization of the Vision 2030, we have formulated the 2021-2023 Medium-Term Management Plan as a plan for implementing the priority tasks that we will be working on during the next three years and setting out concrete ideas for the course to be taken.
In formulating the Medium-Term Management Plan, based on the lessons and awareness from the COVID-19 pandemic considered as opportunities for growth to the next stage, we have summarized these as our “new business style,” and will make company-wide efforts in that regard. Also, toward realization of the government’s aim of making Japan carbon-neutral by 2050, we are enhancing our CO2 emissions reduction initiatives through technological development. To respond firmly to the progress of CASE (Connected, Autonomous, Shared & Services, and Electric), particularly in the areas of Autonomous and Electric, we will promote digital transformation (DX) using digital technology.
Going forward, we will keep our antenna up at all times to the management environment that will be changing rapidly and from moment to moment, respond to changes quickly and flexibly, and steadily carve out the milestones toward achieving our vision.