Issues to Be Addressed

Our awareness of the current situation as a whole group

The environment surrounding our group is undergoing major changes as the automotive industry undergoes a once-in-a-century transformation known as the CASE revolution. Based on our strengths in development and production capabilities (Automotive frame performance analysis and mold technology, press and welding technology for ultra-high tensile steel) through an integrated system that covers everything from research to mass production, our Group has formulated a long-term vision, "2030 VISION," with 2030 as the strategic foundation for achieving unwavering growth while responding to rapid change. Together with our Seventh Medium-Term Business Plan (April 2023 to March 2026), whose first year is fiscal 2023, we have set this as our Group's medium- to long-term management policy and will achieve sustainable growth as a company that can contribute to the realization of a sustainable growing society and provide new value.

Seventh Midterm Business Policy

Achieve solid growth based on a value-creation mindset by restructuring the business foundation.

Seventh Midterm Priority Measures

Management indicators

We have set the following new management vision "Change 2027" on May 24, 2024. “Change2027” includes the final year of the 7th mid-term period (ending March 2026). Under "Change 2027," we are planning the following management indicators for the next three periods, including the final year of the 7th medium-term period (ending March 2026).

Last fiscal year for the Seventh Mid-term (Fiscal year ending March 31,2026)

The revenue, ROE, and exchange rate for the same period are planned as follows.

Priority business and financial matters to be addressed

Enhancement of profitability

In addition to a focus on improving profitability in the North American segment, the Group’s largest, we will promote various measures to minimize the impact of production fluctuations in Japan. In the Asia and Oceania segment, we will continue to strengthen our earnings base by way of both sales revenue expansion and cost reduction.

Initiatives to secure sales to main customers and expand sales

In addition to promoting sales activities by offering technical proposals from the early stage of development of new car models for our main customers, we aim to win orders for new parts and seek to continue to receive orders for parts already in production. In expanding sales, along with technical proposal sales, we will actively promote ordering activities in Japan and overseas utilizing the Group’s supply system. In addition, we will expand orders for molds and castings and leverage our track record to win orders for automobile frame parts.

Promotion of new technology and new product development

We will create new value and increase sales and earnings through the development of new technologies and products to meet the diverse needs of our customers.

Strengthening sustainability

With the aim of realizing a decarbonized society, we will contribute to global environmental conservation by actively engaging in environment- and LCA-friendly production activities and environment-friendly activities.
We will also strengthen sustainability by promoting measures in all areas of ESG. This includes by promoting diversity and inclusion, such as by increasing the proportion of women in new employee recruitment and the promotion of female employees to managerial positions. It also includes measures for work-life balance to encourage men to take parental leave, the creation of safe and comfortable work environments, health management, human rights initiatives, and the strengthening of governance.

Highly stabilized quality

We will continue to strengthen our process capabilities to consistently satisfy our customers with QCD.

Human resource development

In addition to promoting a variety of measures in Japan and overseas to develop human resources capable of performing globally, we will also promote work style reforms and diversity and inclusion initiatives in Japan to respond to an increasingly diverse society.

Strengthening the accounting system at North American consolidated subsidiaries

We have taken the following measures to optimize the accounting operations of our North American consolidated subsidiaries.

1. Stably securing and developing accounting personnel at North American consolidated subsidiaries
   （Expanding personnel and securing high-quality human resources, guidance based on financial settlement procedures and manuals, etc.）
2. Establishment of operation of financial reporting process at consolidated subsidiary in North America
   (Expansion of work procedure manuals and financial settlement checklists)
3. Early stabilization of inventory settlement procedures at consolidated subsidiaries in North America
   (Improving the inventory management system, promoting proficiency in settlement processing among staff, etc.)
4. Strengthening the parent company's monitoring and guidance system for early detection of issues at North American consolidated subsidiaries and consideration of countermeasures
   (Implementation of regular communication between the Company and its North American consolidated subsidiaries, strengthening of audits of the North American consolidated subsidiaries by the Company's Audit Operations, etc.)

The Company will establish operations to stabilize the financial settlement operations of its North American consolidated subsidiaries, and as a parent company will endeavor to provide support by understanding the situation in a timely and appropriate manner.