Midterm Management

We will reinforce our corporate structure through development
of system products and environment-friendly products, while
promoting reforms of our business structure.

The automotive industry that we are a part of is now facing a once-in-a-century turning point called “CASE.”
Realization of “Connectivity” and “Autonomous” through shifts from internal-combustion engines to EV as well as introduction of ICT and AI technology. Also, due to the spread of “MaaS,” a service to use transportation systems for a fee when required, as represented in car sharing, automobiles have become items to “use” rather than to “own.”

Under this environment, with “Improvement of financial structures through reinforcement of earning capacity and cash flow generation” as our basic policy set on April 2020, we have formulated the 12th Medium-Term Management Plan, which is a 5 year plan.

As the priority during the 12th midterm, we aim to reinforce the development of;
(1) For automobile parts business: System products with mechatronical integration applicable to CASE
(2) For motorcycle and general-purpose products businesses: Environment-friendly products, seizing exhaust gas regulations of each country as an opportunity to expand sales.
In addition, in the final year of the 12th medium term, the fiscal year ending March 2025, we aim to achieve sales of 350 billion yen or more, an operating income margin of 6% or more, and cumulative cash flow of 70 billion yen or more, which is sustainable over the medium to long term. We will build a profitable structure.

We have set the following three points as priority issues and will work to develop necessary measures.

1. Business restructuring

2. Reinforcement of corporate structure

3. Measures aimed at next-generation businesses