In 2017, Aichi Steel introduced an in-house company system comprising three Companies and three Headquarters. To maintain steady growth in a rapidly changing social environment, we evolved this system into four Companies and four Headquarters in 2020 and started operating under an enhanced organizational structure. Going forward, we will focus on better manufacturing, better talent, and better management of the organization as we actively pursue Vision 2030.

Corporate Office

With four Headquarters providing groupwide checks and balances of Company operations, we will provide support to manufacturing with the support of the Companies. In January 2020, we split our Manufacturing and Future Planning Headquarters into a Research and Development Headquarters and a Manufacturing Innovation Headquarters to increase the speed of commercialization for development projects and to strengthen ties with the Companies.

  • Corporate Planning Headquarters
    Corporate Planning Div., IT Management Div., General Affairs & Public Relations Div., Human Resources Div., Finance & Accounting Div.
    Functions: Enhancing corporate functions and optimizing management resources
  • Marketing & Sales Headquarters
    Sales and Planning Div., Toyota Sales Div., Tokyo Office, Nagoya Office, Osaka Office
    Functions: Enhancing marketing through customer and product focuses
  • Research and Development Headquarters
    Technology Management Div., Frontier Research and Development Div.
    Products Development Div., Material Testing Technology Div., Silicon Valley Office
    Functions: Developing new products, and providing development support through planning and promotion, and materials testing
  • Manufacturing Innovation Headquarters
    Purchasing Div., Production Control Div., Facility Engineering Div.
    Functions: Planning, procurement and production support for manufacturing

Companies

Each Company has manufacturing and production technology development functions for their businesses. Through the strong leadership and decision-making speed of Company Presidents, we will further strengthen our manufacturing capabilities. With the addition of the Stainless Steel Company, which split from the Hagane Company, we have been operating under a four Company structure since April 2020 to meet the needs of our customers and drive greater profitability.

  • Hagane Company
    Becoming the leading manufacturer of specialty steels to contribute to the development of a mobility society
    Functions: Manufacture of steel products and development of related production technologies
  • Stainless Steel Company
    Contributing to creating a sustainable society through stainless steels and engineering
    Functions: Manufacture of stainless steel shapes, round bars and deformed bars, and engineering
  • Kitaeru Company
    Evolving from a hot-forged product manufacturer into a components and finished product manufacturer
    Functions: Manufacture of forged products and development of related production technologies
  • Smart Company
    Providing safety and security to people around the world through materials and technologies
    Functions: Sale and manufacture of electronic components, magnetic materials and other functional products for the next generation, and development of related production technologies

Hagane Company

Business Overview
Manufacture of steel products and development of related production technologies
Specialty Steel Business Management Div., Hagane Production Engineering Div., Chita Plant
◆Main subsidiaries AICHI CERATEC CORPORATION, OMI MINING CO., LTD., AICHI STEEL LOGISTICS CO., LTD.

Becoming the leading manufacturer of specialty steels to contribute to the development of a mobility society

Managing Executive Officer and Hagane Company President
Takashi Ishigami

profile
After working as Smart Company President, Takashi Ishigami took on the role of Hagane Company President in April 2019.

Business risks and opportunities (business environment and background)

Demand for iron and steel in Japan is expected to fall due to a range of changes in the business environment, from a shrinking population to cheap imports of materials from overseas and the development of new alternative materials.

Specifically, trends towards more compact vehicles and EVs lead to reduced consumption of specific specialty steels, which carries the risk of market shrinkage for Aichi Steel. On the other hand, we see this as an opportunity to expand the value of steel. We have started implementing initiatives to expand the market, including working with customers to select and develop drivetrain components that are still required on EVs, including gears and shafts.

We also expect that societal demand for CO2 reductions will increase further and regulations will become stricter to create a sustainable global environment. Aichi Steel is both a resource-recycling company, using steel scrap as raw materials, and a manufacturer using electric furnaces in an industry that is a heavy user of energy. We therefore have a significant social responsibility to implement CO2 reduction initiatives.

To meet demands from society for innovative and proactive efforts to reduce our impacts on the environment, we are working to launch Japan’s first electric furnace with an exhaust heat recovery system, and eliminate by-product emissions. We are also conducting a wide range of other initiatives, including reducing energy consumption by leveraging the strengths of integrated forging and steel making process to shorten manufacturing processes.

FY2019 Initiatives: Results (Achievements)

With a focus on reducing total costs through “management with Genryou Management,” we are implementing a range of initiatives around the eight elements of this concept, including consolidating equipment, improving specific consumption, and managing personnel. As an example of consolidating furnace equipment in the rolling process, we have been working with production control to develop production plans adjusting for steel types and sizes, and working to improve operational availability, to consolidate three furnaces down to two. As a result, we have developed volume-matched costs systems and dramatically reduced fuel specific consumption.

In the area of drivetrain components for EVs as well, we have constructed a steel heat treatment furnace capable of achieving high quality products and reliable delivery to meet the complex and varied heat treatment requirements of each customer. Also, by consolidating and rationalizing various equipment installed at separate locations within our plants, we have achieved secure and stable supplies of steel, and have reduced CO2 emissions.

Fuel specific consumption and production index
Fuel specific consumption and production index

Steel heat treatment furnace

Future growth strategies for achieving Vision 2030 (Company Vision)

With demand for specialty steels falling as vehicle structures change, it is important to build strong foundations to ensure profitability while continuing to contribute to the development of a mobility society. To achieve continued growth going forward, we will conduct a range of activities in line with the following three priority issues.

Priority Issue 1 Product and sales strategies

In Japan, we are collaborating with our development divisions and Kitaeru Company to develop and manufacture components for EVs. We are focusing on everything from materials through to final processing to leverage the strengths of our integrated forging and steel making systems and further increase the value of our products. We are striving to make inroads into new markets by shortening and streamlining processes, reducing total costs, and reducing energy and resource consumption.

Overseas, we see opportunities to expand markets for engine-powered vehicles and increase demand for steel in India and the ASEAN region. To outcompete foreign material makers and break into new markets, we entered a business capital tie-up with, and provided technical support to, India’s Vardhman Special Steels Limited. We have stationed Japanese representatives there, and we are providing technical guidance to improve quality and cost competitiveness while building global systems for stable supplies of steel products

Priority Issue 2 Manufacturing strategies

We see reducing environmental impacts and costs as important initiatives, especially in steel making processes which are heavy consumers of energy. By driving steel making process reform, which incorporates streamlining of production lines and shortening of processes, we are working to achieve both energy savings and productivity improvements. In addition, we are pursuing even greater cost competitiveness through iron source reform based on reengineering with scrap iron.

Priority Issue 3 Subsidiary strategies

We are focusing more than ever on relationships with our three subsidiaries (Aichi Ceratec Corporation, Omi Mining Co., Ltd. and Aichi Steel Logistics Co., Ltd.). Through distinct categorization of businesses to enhance collaboration and businesses to enhance independence, we are providing appropriate support when required as we work to maximize consolidated profits.

TOPICS

Contributing to the global environment through by-product recycling technologies: AS Shot® Receives Silver Prize at 2020 Aichi Environmental Awards

AS Shot® is a high-strength abrasive made from recycled slag, which is a by-product of the steel making process, using a unique Aichi Steel technology. It is used as a pre-treatment or rust removal before coating in a wide range of applications, including bridges, automobiles, ships and cultural assets. It generates little dust and can be reused many times.

Compared to natural mineral abrasives like garnet, which are widely used universally, AS Shot has excellent hardness and strength, and good durability. It contributes to reducing environmental impacts on many fronts, including reducing customer usage, waste volumes and treatment, and reducing the amount of garnet that must be mined.

In recognition of these environmental achievements, it received the Silver Prize at the 2020 Aichi Environmental Awards, hosted by Aichi Prefecture for the 16th time.

Stainless Steel Company

Business Overview
Manufacture of stainless steel shapes, round bars and deformed bars, and engineering
Stainless Steel Business Management Div., Stainless Steel Production Engineering Div. Kariya Plant
◆Main subsidiaries AIKO CORPORATION, Aichi Techno Metal Fukaumi CO. LTD.

Contributing to creating a sustainable society through stainless steels and engineering

Stainless Steel Company President
Kazuya Fukatsu

profile
Kazuya Fukatsu took on the role of Stainless Steel Company President in April 2020.

Business risks and opportunities (business environment and background)

Approximately 50 million tons of crude stainless steel are produced globally every year. With global production capacity of 70 million tons annually, this represents an oversupply of about one third. This imbalance between supply and demand is expected to continue for the foreseeable future, so there are concerns that competition between stainless steel manufacturers will increase.

Plates and sheets cutting methods are continually evolving in Japan, while orders for flat bars products continue to decline. Forming technologies for cold-rolled stainless steel sheets and plates and sheets and plates and sheets products are also continuing to evolve, and orders for steel shapes (angle bars, channel bars) are sluggish. Right now the value of hot rolled flat steel and steel shapes in the markets is truly being tested.

If you look at the markets though, there are significant opportunities for us, including new demand for stainless steel to help realize a sustainable society. This demand includes support for a hydrogen society (solutions for the hydrogen energy chain, from manufacturing to liquefaction, transportation, storage, electricity generation and FCVs) and response to an infrastructure crisis (solutions to meet high durability requirements related to infrastructure maintenance and renewal demands). For customers to choose Aichi Steel’s flat and steel shapes products, we are proactively driving detailed market creation activities around Value Analysis ideas that help shorten the processes for customers.

FY2019 Initiatives: Results (Achievements)

In fiscal 2019, we produced 64,000 tons of stainless steel, which was a 5% increase on last fiscal year. With this increase in production volume, we have met our customers' delivery date through enhanced production capabilities in bottleneck processes and flexible production support.

At the same time, we established a new Stainless Steel Business Management Division within the Hagane Company in April 2019 to plan growth strategies for our stainless steel business. Then in April 2020, we established the Stainless Steel Company and launched concrete activities. As a materials and components manufacturing site, we also started up Kinuura Plant No. 2 at Aiko Corporation and started production of stainless steel materials mainly for the civil engineering field. While still in the development stage, we are working to expand capabilities as soon as possible.

In December 2019, we received the Japan Stainless Steel Association Prize for our work on plant manufacture and onsite construction of a Stainless Steel Cubic Connection play structure at Chippubetsu-cho, Hokkaido (received jointly with Tsumura Company). Including welded H-beam steel, 46 tons of SUS304A stainless steel for building structures was used in construction.

Kinuura Plant No. 2, Aiko Corporation
Kinuura Plant No. 2, Aiko Corporation
Stainless Steel Cubic Connection play structure at Chippubetsu-cho, Hokkaido
Stainless Steel Cubic Connection play structure at Chippubetsu-cho, Hokkaido

Future growth strategies for achieving Vision 2030 (Company Vision)

While focused on utilizing the various properties of stainless steel for the world, for society, and for people, our aim is to change from a steel manufacturer to an engineering manufacturer providing stainless steel parts, structures and constructure. To reach this goal, we are developing human resources capable of solutions-oriented engineering sales to strengthen our sales capabilities. We are also working to expand our sales systems for materials and components. To strengthen our manufacturing capabilities, we are also promoting technology transfer and innovation to support safe and ef¬ficient production systems while investigating proactive investment in our Kariya Plant. We focus on the following two priority issues.

Priority Issue 1 Strengthening our business foundation (managing with Genryou Management and creating workplaces with positive, open culture)

In addition to prioritizing safety in a quality-first manufacturing environment, we aim to reduce production costs through a commitment to total-cost management and human-resource management. We also aim to lower the break-even point, and manage with Genryou Management while maintaining consistent production volumes. We will manage and share information in short cycles and respond flexibly to production volume variations and product shape/dimension variations.

We will create a corporate culture around our identity as a new Aichi Steel Company, and create workplaces with positive, open culture where everyone can contribute as we develop solidarity as a United Stainless Steel Team.

Priority Issue 2 Growth strategies (increasing profits through 6 projects)

We are implementing the following six projects to achieve growth for the Stainless Steel Company.

Project 1
Reviewing product strategies
(optimizing the product range and manufacturing processes)
Project 2
Planning alliances
(investigating external ties rather than being closed to them)
Project 3
Expanding stainless steel parts, structures and constructure businesses
(enhancing steel structure engineering functions)
Project 4
Enhancing ties with consolidated subsidiaries
(expanding collaborations with Aiko Corporation and Aichi Techno Metal Fukaumi Co., Ltd., etc.)
Project 5
Visualizing manufacturing processes and improving workmanship
(proposing future plant layouts)
Project 6
Creating new markets
(strengthening approaches to the hydrogen society and infrastructure crisis)

Aichi Steel stainless steel used in a variety of applications

Service reservoir internal reinforcement (corrosion resistance)
Service reservoir internal reinforcement (corrosion resistance)
Internal stairs in Aichi Steel Administration Building (design characteristics)
Internal stairs in Aichi Steel Administration Building (design characteristics)
Receptacle on the MIRAI fuel cell vehicle (hydrogen embrittlement resistance)
Receptacle on the MIRAI fuel cell vehicle (hydrogen embrittlement resistance)
Kiyomizudera Temple slope protection for landslide restoration (durability
Kiyomizudera Temple slope protection for landslide restoration (durability

TOPICS

Establishing the Stainless Steel Company as an independent entity

The Stainless Steel Company split from the Hagane Company as an independent entity in April 2020. We are located at the same site as the Aichi Steel Kariya Plant, which boasts 80 years of history, including 62 years of producing hot-rolled stainless steel angle bars since becoming the very first Japanese company to produce these products in 1958. With increased expectations for stainless steel to help in the realization of a sustainable society, the creation of our Company has been long-awaited.

To the right is the organizational structure of the Stainless Steel Company. A particular feature of this structure is the positioning of a Stainless Steel Business Strategy & Planning Group, Stainless Steel Market Development Group (which promotes market creation activities) and Stainless Steel AE Group within the Stainless Steel Business Management Division. The Company also integrally manages two manufacturing sites; the Kariya Plant where we manufacture stainless steel shapes and flat steel, and the Kinuura Plant No. 2 (Aiko Corporation), where we manufacture stainless steel materials and components.

In this our first year as a Company “for the world, for society, and for people,” we will bring a major transformation as we grow into a profit base for Aichi Steel.

Kitaeru Company

Business Overview
Manufacture of forged products and development of related production technologies
Kitaeru Business Management Div., Forging Production Engineering Div., Forging Plant
◆Main subsidiaries Asdex Corporation, AICHI FORGE PHILIPPINES, INC. (AFP), Aichi Forge USA, INC. (AFU), AICHI FORGE (THAILAND) CO., LTD. (AFT), Shanghai Aichi Forging Co., Ltd. (SAFC), PT. AICHI FORGING INDONESIA (AFI)

Evolving from a hot-forged product manufacturer into a components and finished product manufacturer

Kitaeru Company President (as of September 2020)
Executive Vice President
Motoshi Nakamura

profile
After working as General Manager, Manufacturing and Future Planning Headquarters, Motoshi Nakamura took on the role of Kitaeru Company President in April 2019.

Business risks and opportunities (business environment and background)

Going forward, it is expected that the Japanese forged product market will shrink. Causes include declining demand for automobiles as fewer people are born and young people choose lifestyles without cars, declining production of forged products as more EVs enter the market, and increasing local procurement practices overseas.

Within this market shrinkage and subsequent restructuring of the forging industry, we will expand our presence through industry-leading production capacity and technical capabilities that utilize the strengths of integrated forging with steel making process, as well as further additions of value and cost reductions. Through manufacturing that exceeds our customers’ expectations, we will also create products that enable us to maintain our position as the Company of Choice Globally.

Labor shortages resulting from a dwindling workforce also carry risks for manufacturing. We therefore need to maximize productivity with a limited number of workers, so we will endeavor to increase per-worker productivity and enhance true competitiveness. We will do this through tangible measures such as reducing manpower requirements by autonomation and increasing equipment productivity and intangible measures such as human resource development and workstyle reform.

FY2019 Initiatives: Results (Achievements)

We are promoting management with Genryou Management as a way of quickly and flexibly responding, while maintaining profitability, to fluctuations in production due to changes in the business environment. As part of these efforts, in fiscal 2019, we shared our “volume-matched costs” approach with our manufacturing sites to produce only the necessary volumes at the exact costs. By further improving costs (kaizen in cost) through such initiatives as improving the design of dies to reduce material costs, we were able to maintain profits even when sales volumes decreased. These efforts helped lay the groundwork for creating a stronger company.

As a top priority built on our safety initiatives, we have also conducted activities to reduce quality-related loss. Through collaborative efforts between our administrative divisions, whose job is to identify conditions that ensure product quality, with our manufacturing divisions, whose job is to standardize, maintain and manage those conditions, we have succeeded in contributing to profits.

Volume-matched costs and cost improvements
Volume-matched costs and cost improvements
Quality defect-related losses (index)
Quality defect-related losses (index)

Future growth strategies for achieving Vision 2030 (Company Vision)

To remain the company of choice for our customers and continue our steady growth, we must continue playing a broad role in society as a company for the world and for the people. We aim to further enhance competitiveness and remain the Company of Choice Globally through the following five priority issues.

Priority Issue 1 Evolution into a finished product manufacturer

Going forward, automakers are expected to pivot to the development of advanced technologies as “mobility companies.” Because we are also currently handling machining as part of our customers’ processes, we will be able to make a contribution to them by providing high value-added complete components.

Priority Issue 2 New product development

Amid an accelerating shift to next-generation automobiles, we are developing new products with a focus on EV and FCV components to maximize our customer support. To improve functionality and reduce costs we are leveraging the strengths of our integrated forging with steel making process and working on development with customers, from materials through to processing.

Priority Issue 3 Building many models production system

To contribute to a stable supply chain for our customers, even when the industry is going through a restructuring, we have to be able to produce all types of components. With a focus on industry trends, we will investigate and develop the means and equipment able to efficiently produce many different products.

Priority Issue 4 Strengthening company connectivity on a global basis

To continually manufacture the products of choice for our customers in Japan and overseas, and meet their need for high quality and low cost, we need to achieve the same level of manufacturing capabilities globally. While further improving and standardizing our manufacturing capabilities in Japan, as the “mother plant,” we will work to expand and implement those capabilities in our global sites. At the same time, we will further strengthen company connectivity to take the entire Group to the next level through relationships of mutual learning.

Priority Issue 5 Environmental measures

To reduce CO2 emissions and contribute to a sustainable global environment, we will improve our facilities by improving the efficiency of our material heating equipment and improving the combustion efficiency of our heat treatment furnaces to reduce energy consumption. Leveraging the technical strengths of our integrated forging with steel making environment, we will also develop components that enable to reduce heat treatment process to establish forging processes that are highly energy efficient.

TOPICS

Implementing the Aichi Way with the President taking the lead

President giving guidance directly in the workplace
President giving guidance directly in the workplace

By putting the Aichi Way into practice, our President is playing a central role in creating a corporate culture that enables everyone to work together and overcome any difficulty.

In addition to regular onsite inspections of tasks accomplished in manufacturing (tradition of Genba-ism), we are using business results briefings and other opportunities, offering words of thanks directly to employees (appreciation), and sharing examples of improvement using originality and invention in our workplaces (creativity).

Through these and other measures, the President and employees are always united in their activities to create a strong organization. In this way, we have fostered a culture that enables every employee to play a role in addressing challenges across the Company, which has also enabled us to quickly respond to supply issues caused by COVID-19.

Smart Company

Business Overview
Sale and manufacture of electronic components, magnetic materials and other functional products for the next generation and development of related production technologies
Smart Business Management Div., Sensor Business Dept., Magnet Business Dept., Electronic Components Business Dept., Smart Production Engineering Div., Higashiura Plant, Gifu Plant, Seki Plant, Electronic Components Plant
◆Main subsidiaries Zhejiang Aichi Mechanical & Electrical Co., Ltd. (AME), Aichi Magfine Czech s.r.o. (AMC), Aichi Magfine Technology (Pinghu) Co., Ltd. (AMT), Aichi Europe GmbH (Ae)

Providing safety and security to people around the world through materials and technologies

Managing Executive Officer and Smart Company President
Katsunori Kojima

profile
After working as Kitaeru Company President, Katsunori Kojima took on the role of Smart Company President in April 2019.

Business risks and opportunities (business environment and background)

With applications of CASE technologies in the automotive industry expected to increase going forward, being able to respond in a timely manner is an urgent issue. We will be most active in the autonomous and electric fields, where we contribute to realizing the next-generation mobility society. In the autonomous field, we are working to commercialize our GMPS autonomous driving support system using magnetic markers, which will help reduce traffic accidents and provide modes of transportation for use in depopulated areas. In the electric field, we are working to manufacture power card lead frames as heat-dissipating components of EVs, and to develop the main motors for EVs using MAGFINE®, Dy-free bonded magnets that do not use heavy rare earth materials.

At the same time, interest is growing for the SDGs as targets for achieving a sustainable world. In this modern age, companies are expected to not only pursue profits but also provide value by helping to address social issues. One of our strengths is that we operate many SDGs-related solutions businesses that extend beyond the confines of the automotive industry. As a member of the global community, we will create value by setting concrete SDGs targets and working to develop new technologies and manufacture innovative products.

FY2019 Initiatives: Results (Achievements)

To become a stronger organization as a profit center for Aichi Steel, we have been implementing our policy of managing with Genryou Management through efforts such as improving productivity and reducing fixed expenses. We have also been enhancing our sales capabilities through efforts such as building a global sales network. In this way, we have been able to strengthen profits and our business foundations while meeting our annual targets in all our businesses.

In terms of CASE support, we constructed a second production line at our Gifu Plant with a view to expanding demand for power card lead frames, the essential heat-dissipating components of EVs. We almost tripled our fiscal 2017 production capacity, including at our Chita Plant which also handles these products, in part as support for business continuity planning.

This has enabled us to provide high quality products in a reliable and timely manner. We have also been working toward commercialization of our GMPS autonomous driving support system using magnetic markers. In fiscal 2019, we verified problems and built knowledge through a series of 15 trials conducted in specific environments, including bus rapid transit (BRT) systems and airports.

Second production line at Gifu Plant
Second production line at Gifu Plant
GMPS trials
GMPS trials

Future growth strategies for achieving Vision 2030 (Company Vision)

To contribute to next-generation mobility and smart society through high performance materials, we will steadily grow our five businesses to become a profit base for Aichi Steel.

From the perspective of the SDGs, we have also identified four areas for value creation—energy, healthy lifestyles, food supplies, and safe public transport systems. By reaching the SDGs targets that we set in each of our businesses, we will meet our responsibilities as a member of the global community.

Electronic components business: Becoming a manufacturer of heat-dissipating components for EV

We are building stable supply systems to meet growing demand for power card lead frames for EVs. We are also developing products for related units that are evolving to improve energy efficiency, with the goal of contributing to the field of energy.

7. AFFORDABLE AND CLEAN ENERGY

Magnet business: Becoming an innovative manufacturer able to make component-oriented proposals

We aim to become a manufacturer able to propose complete components by combining direct injection molding technologies with our in-house capabilities for development and manufacturing of magnetic powder materials. As part of this goal, we are developing energy-efficient main motors for EVs in particular. By using MAGFINE® Dy-free bonded magnets that do not use heavy rare earth materials, we will improve natural resource usage efficiency and contribute to the field of energy.

7. AFFORDABLE AND CLEAN ENERGY 9. INDUSTRY, INNOVATION AND INFRASTRUCTURE 12. RESPONSIBLE CONSUMPTION AND PRODUCTION

Dental business: Providing dental appliances to improve the quality of lives

We will contribute to healthy lifestyles by strengthening sales of dental magnetic attachments through alliances with industry leaders, and by developing new products to expand the range of compatible implants that more people can use in Japan and overseas.

3. GOOD HEALTH AND WELL-BEING

Sensor and metallic fiber business: Contributing to a safe and healthy society through micro-magnetic sensing technologies

We will promote the use of our GMPS autonomous driving support system using magnetic markers, and the use of ultra-sensitive magnetic MI Sensors at security checkpoints in airports and stations to build safe public transport systems. We will also promote the use of amorphous wire metallic fiber products in medical devices as part of our contribution to healthy lifestyles.

3. GOOD HEALTH AND WELL-BEING 11. SUSTAINABLE CITIES AND COMMUNITIES

Iron fertilizer business: Expanding globally as a food solution

Iron has been confirmed to be effective for the one-third of cultivated land globally that is alkaline, which tends to be iron-deficient and makes growing crops difficult, and against citrus greening disease, which is a citrus-specific disease spreading globally. Utilizing the achievements and know-how we have built up developing iron fertilizer for improving iron-deficient plants in Japan, we are continuing our development with the hope of solving this global soil problem, which will contribute to stable food supplies.

2. ZERO HUNGER 13. CLIMATE ACTION

TOPICS

MAGFINE®, contributing to the SDGs

MAGFINE® Dy-free bonded magnets have a strong magnetic force. In combination with our own direct injection molding technologies, they are helping improve the performance of motors and reduce their size and weight. Also, because they do not use dysprosium (Dy), which is a heavy rare earth material, they also help avoid resource risk.

With these magnets recently being used in drone motors, we have been recognized for helping solve the problem of labor shortages in logistics and agriculture, receiving the Monodzukuri Nippon Conference Joint Chairman’s Award at Nikkan Kogyo Shimbun’s Cho Monodzukuri Grand Award for Parts. We were also selected to be included in the Ministry of Economy, Trade and Industry’s Global Niche Top Companies Selection 100, which recognizes the uniqueness and importance of this technology.

Going forward, we will apply the MAGFINE® value to a wide range of fields as we work toward addressing global and social issues and achieving the SDGs.