Long-Term Vision and Performance Targets through 2017 under YSP2017

「Fiscal 2026 is the final year of YSP2026, and the 2 highest-priority initiatives are as follows.」

「To respond to these major changes in the external environment and our own challenges, in fiscal 2025, the second year of the plan, we will supplement YSP2026 to clarify the directions to be addressed under its basic policy, while undertaking various initiatives to build a corporate structure resilient to changes in the current environment.」

「To further strengthen and deepen the growth strategy established to date through specific offensive measures, become a presence supporting the era of vehicle electrification, and become a company chosen by all stakeholders while enhancing corporate value, we formulated the new medium-term management plan Yorozu Sustainability Plan 2026 (YSP2026), covering fiscal 2024 through fiscal 2026.」

「Our Group is driving transformation under the medium-term management plan Yorozu Sustainability Plan 2023 (YSP2023), which began in fiscal 2021 and covers fiscal 2021 through fiscal 2023, in order to respond and survive in this unpredictable era. In the final year of the plan, we will accelerate the independently defined “5G*” initiatives to address various challenges, with the aim of building a growth strategy that establishes a firm presence in the era of vehicle electrification, an initiative we have pursued since the previous fiscal year, and will contribute to the realization of a sustainable society.」

「In light of these changes in the business environment and other factors, our Group formulated the new medium-term management plan Yorozu Sustainability Plan 2023 (YSP2023), under the new corporate vision of becoming a 100-year company that continues to develop sustainably by meeting customers’ needs through its unique development and engineering capabilities in suspension systems. The plan covers fiscal 2021 through fiscal 2023.」

「In March 2015, to further enhance corporate value, we established the corporate vision of creating new value through suspension systems and bringing the Yorozu brand to the world. As a roadmap for realizing this vision and achieving sustainable growth as a company, we also established a 10-year long-term vision of becoming a suspension system manufacturer that develops the performance of suspension and peripheral components as an integrated system and carries them through to mass production. As a milestone for achieving this long-term vision, we formulated the medium-term management plan YSP2017 through fiscal 2017 and worked to achieve the vision. In May 2018, we formulated YSP2020, a new medium-term management plan representing the second phase, and are advancing initiatives to further enhance corporate value.」

「In March 2015, to further enhance corporate value, we established the corporate vision of creating new value through suspension systems and bringing the Yorozu brand to the world. As a roadmap for realizing this vision and achieving sustainable growth as a company, we also established a 10-year long-term vision of becoming a suspension system manufacturer that develops the performance of suspension and peripheral components as an integrated system and carries them through to mass production. As a milestone for achieving this long-term vision, we formulated the medium-term management plan YSP2017 through fiscal 2017 and worked to achieve the vision. In May 2018, we formulated YSP2020, a new medium-term management plan representing the second phase, and are advancing initiatives to further enhance corporate value.」

「In March 2015, to further enhance corporate value, we established the corporate vision of creating new value through suspension systems and bringing the Yorozu brand to the world. As a roadmap for realizing this vision and achieving sustainable growth as a company, we also established a 10-year long-term vision of becoming a suspension system manufacturer that develops the performance of suspension and peripheral components as an integrated system and carries them through to mass production. As a milestone for achieving this long-term vision, we formulated the medium-term management plan YSP2017 through fiscal 2017 and worked to achieve the vision. In May 2018, we formulated YSP2020, a new medium-term management plan representing the second phase, and are advancing initiatives to further enhance corporate value.」

「In addition, as a milestone for achieving this long-term vision, we formulated the medium-term management plan YSP2017 through fiscal 2017 and worked to achieve the vision. In May 2018, we formulated YSP2020, a new medium-term management plan representing the second phase, and are advancing initiatives to further enhance corporate value.」

「In addition, as a milestone for achieving this long-term vision, we formulated the medium-term management plan YSP2017 through fiscal 2017 and worked to achieve the vision. In May 2018, we formulated YSP2020, a new medium-term management plan representing the second phase, and are advancing initiatives to further enhance corporate value.」

「In addition, as a milestone for achieving this long-term vision, we formulated the medium-term management plan YSP2017 through fiscal 2017 and worked to achieve the vision. In May 2018, we formulated YSP2020, a new medium-term management plan representing the second phase, and are advancing initiatives to further enhance corporate value.」

「Against this backdrop, as the final year of the medium-term management plan Yorozu Spiral-up Plan 2017, our Group continues to implement the various initiatives set out in the plan.」

「Against this backdrop, as the final year of the medium-term management plan Yorozu Spiral-up Plan 2017, our Group continues to implement the various initiatives set out in the plan.」

「Against this backdrop, as the final year of the medium-term management plan Yorozu Spiral-up Plan 2017, our Group continues to implement the various initiatives set out in the plan.」

「Recognizing the need to respond swiftly to these changes and build a resilient corporate structure capable of prevailing in competition, our Group established the long-term vision of becoming a suspension system manufacturer. To achieve this vision, we formulated and announced in March 2015 the medium-term management plan Yorozu Spiral-up Plan 2017 (YSP2017), covering the first phase from fiscal 2015 through fiscal 2017.」

「Against this backdrop, as we enter the second year of the medium-term management plan Yorozu Spiral-up Plan 2017, our Group continues to implement the various initiatives set out in the plan.」

「Against this backdrop, as we enter the second year of the medium-term management plan Yorozu Spiral-up Plan 2017, our Group continues to implement the various initiatives set out in the plan.」

「Against this backdrop, as we enter the second year of the medium-term management plan Yorozu Spiral-up Plan 2017, our Group continues to implement the various initiatives set out in the plan.」

「Last year, we announced the medium-term management plan YSP2017, which set out our long-term vision and performance targets through 2017, the first phase of that vision,」