Work-Style Reform

「We will pursue human capital management. We will further deepen our efforts in work-style reform to date by improving work-life balance and realizing diversity, while also ensuring that "VC2024" permeates throughout the workforce and becomes personally relevant to employees. Through the company and each individual employee sharing the same goals, we will work to improve employee engagement.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020Plus," which began in April 2020, our group is addressing four key management issues: "establishing a five-region sales structure," "strengthening sales capabilities with a customer-focused perspective," "optimizing the global production structure and strengthening R&D," and "work-style reform and human-resource development." We are promoting a shift to high-value-added businesses and cost reductions, while focusing on restoring deteriorating business performance.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020Plus," which began in April 2020, our group is addressing four key management issues: "establishing a five-region sales structure," "strengthening sales capabilities with a customer-focused perspective," "optimizing the global production structure and strengthening R&D," and "work-style reform and human-resource development." We are promoting a shift to high-value-added businesses and cost reductions, while focusing on restoring deteriorating business performance.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020Plus," which began in April 2020, our group is addressing four key management issues: "establishing a five-region sales structure," "strengthening sales capabilities with a customer-focused perspective," "optimizing the global production structure and strengthening R&D," and "work-style reform and human-resource development." We are generating new momentum and seeing tangible results across all of these issues.」

「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development,” and has achieved results including the launch of new products aligned with customer needs.」

「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development.” The Group is promoting a shift toward high-value-added businesses and cost reductions in an effort to put the Group back on a growth trajectory.」

「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group has brought together its founding “Punch Spirit” and has been pursuing 4 key management priorities: “Establishing a five-region sales structure,” “Improving customer service,” “Promoting high-profitability businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the commencement of operations at the US sales office, the start of semi-finished and finished product production at the Vietnam plant, and the Dalian plant expansion, are progressing steadily, but the challenging business environment has made achievement of the initial targets difficult.」

「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of operations at the U.S. sales base, the start of semi-finished and finished product production at the Vietnam factory, and the expansion of the Dalian factory, are making steady progress.」

「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of semi-finished and finished product production at the Vietnam factory, the start of operations at the U.S. sales base, and the expansion of the Dalian factory, are making steady progress.」

「Although we introduced a new personnel system in April 2019, we will work from a medium- to long-term perspective to build a new personnel system, in the broader sense, or a new personnel strategy, while aligning it with the existing system and taking into account revisions to labor laws and regulations.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」

「Through work-style reform, including productivity reform, systems reform and corporate culture reform, the company aims to achieve an appropriate work-life balance and increase employee motivation, thereby enhancing corporate value.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020," which began in April 2016, the Group identified four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. The plan has progressed as scheduled, including the start of full-scale operations at the Vietnam plant in October 2016 and the establishment of a U.S. sales base in December of the same year.」

「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group identified 4 key management priorities: “Establishing a five-region sales structure,” “Improving customer service,” “Promoting high-profitability businesses and strengthening R&D,” and “Work-style reform,” and has been pursuing these initiatives. Progress has been in line with the plan, including the start of full-scale operations at the Vietnam plant in October 2016 and the planned establishment of a US sales office in November of the same year.」

「Against this backdrop, in the first year of the medium-term management plan "Value Creation 2020," which began in April 2016, the Group is bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA, and addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform.」

「(4) Work-style reform Achieving employee well-being through greater operational efficiency, an optimized work-life balance and the promotion of diversity.」