Management

• Three Management Guidelines to Realize Vision 2030
• Positioning of Vision 2030 and the New Medium-term Management Plan
• Medium-term Management Plan
• Priority Issues (Materiality)

Three Management Guidelines to Realize Vision 2030

We formulated "Aichi Steel Group: Vision 2030" in 2020.
Setting forth "Enhance earnings capacity by reforming business and manufacturing capabilities while putting ESG management into practice" as our basic policy, we established three major management guidelines.
We will develop activities actively to become a leading company in ESG management, such as significantly transforming the business model mix, contributing to the global environment and the society through investment for growth, and creating a company where employees can work vigorously with motivation and pride.
In addition, we will strengthen the foundation of the company through digital transformation (DX) and accelerate our efforts.

Positioning of Vision 2030 and the New Medium-term Management Plan

The FY2024-26 Medium-term Management Plan is the second step in our execution plan, which lays down specifics on key issues to be addressed and paths in order to realize Vision 2030.
We will always keep our antennas high in the business environment that is changing rapidly and from moment to moment, respond to changes with agility and flexibility, and steadily reach milestones toward achieving our vision.

Medium-term Management Plan

Priority Issues (Materiality)

Basic approach

In line with Our Vision, "We will strive to make positive contributions to society by providing appealing products from global perspectives and based on our vibrant and trustworthy corporate qualities," Aichi Steel considers that contributing to the realization of a sustainable society through our businesses activities will lead to improved medium to long-term corporate value. To achieve this, we established "Enhance earnings capacity by reforming business and manufacturing while putting ESG management into practice" as our basic policy in Vision 2030, while identifying priority issues to address and setting KPIs as specific targets. Through these initiatives, we aim to realize our Vision 2030 and address social issues.

Promotion structures

Aichi Steel brings together the leadership of its management team, cross-division functions of administrative divisions, and business focus of in-house companies to drive sustainability initiatives. The business promotion councils manage action plans and progress to ensure KPIs are achieved, and regularly report to the Top Management Meeting and Board of Directors. The Top Management Meeting carries out regular reviews based on progress of each initiative, social trends, and changes in the business environment. After revising priority issues (materiality) and KPIs, and discussing and considering how to reflect the changes in management policy, planning, and strategy, the Top Management Meeting decides important matters through discussion with the Board of Directors.

Priority issues, main KPIs, target years, and targets

Initiatives for materiality, KPI