Strengthening organizational capabilities through five pillars of management reform
First written in FY2018. 5 of 12 entries say "Reframed", first in FY2021. Latest entry: 2026-05-23.
No other company in this theme has enough history to compare yet.
- 2026-05-23ReframedGeneral Meetings of Shareholders
「We have established the 2030 Mid-Term Management Plan, CORE 2030, as a roadmap for continuing to enhance customer value.」
The framework has been reorganized from the previous five pillars of management reform and the 2025 mid-term policy around the 2030 Mid-Term Management Plan, CORE 2030, as the roadmap. - FY2025ReframedAnnual report
「To achieve our vision, we will conduct our business with “solving social issues” and “people’s happiness and growth” as the long-term and medium-term objectives of management.」
In addition to the previous Five Pillars of Management Reform and the explanation of the 2025 mid-term policy, the framework has been reorganised around management objectives for the medium to long term: solving social issues and promoting people’s happiness and growth. - FY2024-Q1RestatedAnnual report
「We will establish a robust management foundation encompassing safety and quality, crisis management, and improved profitability, while creating new value through business portfolio transformation and pursuing both solutions to social issues and business growth.」
The company has reaffirmed its focus under the 2025 mid-term policy on strengthening the management foundation and creating value through business portfolio transformation. - FY2023ReframedAnnual report
「The 2025 medium-term policy focuses on human resources. The Company believes that developing people who can turn plans into results, strongly promoting diversity and inclusion, and building an organization resilient to change and full of vitality will bring together the capabilities of each employee and drive the execution of the policy.」
The explanation has been reorganised from a focus on the “Five Pillars of Management Reform” to a framework under the formulated 2025 mid-term policy centred on human resources, the management foundation, and business portfolio transformation. - FY2022ReframedAnnual report
「Under the mid-term policy, based on changes in the environment and the company’s vision for the medium to long term, we have formulated “Our Desired State and Goals” and the “Five Pillars of Global Management,” centred on strengthening the management foundation and growing the business.」
The framework has been updated from the previous “Five Pillars of Management Reform” to the 2025 mid-term policy, which includes “Our Desired State and Goals” and the “Five Pillars of Global Management.” - FY2022-Q1AdvancedAnnual report
「Operating profit was ¥107.2 billion, compared with an operating loss of ¥106.6 billion in the same quarter of the previous year, owing to positive operating-rate variances from the recovery in vehicle production and sales and lower fixed costs resulting from structural transformation.」
Structural transformation has translated into lower fixed costs and is cited as a factor behind the recovery from an operating loss in the same period of the previous year to operating profit in the current quarter. - FY2021ReframedAnnual report
「Meanwhile, the impact of COVID-19 and the emergence of quality issues made it urgent to provide new value to society and customers and restore quality, which is the foundation of management and trust. Accordingly, we began initiatives under the DENSO transformation plan “Reborn 21” to formulate and implement growth strategies in the areas of “the environment” and “peace of mind,” while simultaneously transforming the company into a lean, resilient organisation unaffected by changes in the environment.」
The previous Five Pillars of Management Reform have been reorganised into Reborn21, which simultaneously advances quality restoration, growth strategies, and the transformation into a resilient corporate structure. - FY2021-Q3AdvancedAnnual report
「Although emergency cash-preservation measures and structural transformation, including more efficient R&D through the introduction of software development tools, were accelerated, operating profit fell to ¥66.6 billion, down ¥96.1 billion, or 59.0%, year on year, due to substantial negative operating-rate variances resulting from the impact of COVID-19.」
In addition to the previous emergency cash-preservation measures and structural transformation, the company presents more efficient R&D through the introduction of software development tools as a specific reform measure. - FY2021-Q2Additional emergency measuresAnnual report
「Although emergency cash-preservation measures and structural transformation were accelerated and a profit was secured in the three months of the second quarter, operating loss for the first half as a whole was ¥69.6 billion due to negative operating-rate variances and other factors, compared with operating profit of ¥134.0 billion in the same period of the previous year.」
In addition to the previous five pillars, the company explicitly states that it is implementing emergency cash-preservation measures and accelerating structural transformation in response to the pandemic. - FY2020-Q1RestatedAnnual report
「Operating profit declined to ¥69.1 billion, down ¥21.7 billion, or 23.9%, year on year, due to accelerated investment in future growth areas, a temporary increase in IT investment to improve future productivity and reform working practices, and foreign exchange effects centred on the Chinese yuan and euro.」
The company specifically identifies increased IT investment aimed at improving future productivity and reforming working practices as a factor behind higher expenses. - FY2019RestatedAnnual report
「To this end, we established the “Five Pillars of Management Reform” and are advancing management reform, while focusing on four priority areas: “electrification,” “advanced safety and automated driving,” “connected,” and “non-automotive businesses (FA and agriculture).”」
The framework for addressing four priority areas through the Five Pillars of Management Reform has been reaffirmed. - FY2018First statedAnnual report
「With the aim of transforming the organisation so that it can compete even amid a rapidly changing environment, we established the “Five Pillars of Management Reform” to strengthen organisational capabilities: 1. Strengthening the vehicle perspective and cross-functional capabilities; 2. Reforming advanced R&D capabilities; 3. Advancing business divisions and creating a small, strong headquarters; 4. Renewing global management; 5. Major reform of working practices.」
As a means of organisational reform to achieve the 2025 long-term vision, the five areas of vehicle perspective, research and development, business divisions and headquarters, global management, and working practices have been systematised for the first time.