Transforming the Corporate Culture and Embedding the Mindset

「2026年度より「N-エンゲージメントプロジェクト」へ刷新しました。新中期経営計画Walk the Talk 2028のもと、「対話の活性化」と「価値の共有」を軸に深化を図ります。」

「The FY2025 standalone employee engagement survey score was 61.7, achieving the target of 60 or higher. In addition, responsibility for improving employee engagement changed from the corporate division to each business division, establishing a structure in which frontline teams take the initiative in resolving issues.」

「We held town hall meetings, including “N-Meet up!!,” events designed to deepen interaction among sites in Japan and overseas. “N-Meet up!!” was held 9 times in total at various sites in FY2024.」

「In FY2022, we advanced discussions on D&I (Diversity & Inclusion), deepened our consideration of women’s advancement in particular, and established new quantitative targets, including the ratio of women in management positions. In addition, in August 2022, coinciding with the relocation of the Tokyo head office due to its rebuilding, we introduced ABW (activity-based working), enabling employees to freely choose where they work in the office.」

「We conducted an employee engagement survey to understand the current situation and formulate improvement measures. After identifying current issues, we began initiatives to improve engagement across the company and within each organisation.」

「Under ACE 2.0, we will pursue 2 transformations, the “transformation of the earnings structure” and the “transformation of corporate culture,” while further accelerating DX, promoting sustainability, and strengthening corporate functions as capabilities supporting both transformations.」

「During the current fiscal year, as part of “thorough monitoring and PDCA,” we conducted an “ACE-2020” rolling review, revisiting the assumptions and market environment used when formulating the plan and scrutinising initiatives to achieve the plan. We also conducted an “ACE-2020” awareness survey covering managers and above at 37 group companies in Japan and overseas. The responses confirmed broad understanding and penetration of “ACE-2020.”」

「ACE-2020 aims to move away from a trading-company-centric approach, treating the trading company as one of the group's capabilities and making maximum use of manufacturing, research, overseas networks, logistics and investment to create and provide new value worldwide as a unified group. It is built around two transformations: “transforming the earnings structure” and “transforming the corporate culture.”」

「ACE-2020 aims to move away from a trading-company-centric approach, treating the trading company as one of the group's capabilities and making maximum use of manufacturing, research, overseas networks, logistics and investment to create and provide new value worldwide as a unified group. It is built around two transformations: “transforming the earnings structure” and “transforming the corporate culture.”」

「During the current fiscal year, we reviewed organisational layers and meeting structures to foster initiative and enable faster decision-making, simplified the hierarchy to promote delegation of authority, and reviewed meetings at each organisational level. To share top management messages, we established the “ACE Site” on the group portal and used it to distribute videos of top management messages and provide a forum for group employees to share information. In addition, to ensure thorough monitoring and PDCA, we introduced a mechanism to analyse the progress and feasibility of initiatives aimed at achieving “ACE-2020.”」

「As key initiatives to achieve a transformation in our earnings structure, we have identified portfolio optimization and the expansion and strengthening of our earnings base. As key initiatives to achieve a transformation in our corporate culture, we have identified thorough adoption of the appropriate mindset and the strengthening of our management platform.」

「As key initiatives to achieve a transformation in our earnings structure, we have identified portfolio optimization and the expansion and strengthening of our earnings base. As key initiatives to achieve a transformation in our corporate culture, we have identified thorough adoption of the appropriate mindset and the strengthening of our management platform.」

「As key initiatives to achieve a transformation in our earnings structure, we have identified portfolio optimization and the expansion and strengthening of our earnings base. As key initiatives to achieve a transformation in our corporate culture, we have identified thorough adoption of the appropriate mindset and the strengthening of our management platform.」

「During the current fiscal year, we delegated authority and changed the meeting and monitoring structures to foster initiative and enable faster decision-making, thereby accelerating the PDCA cycle for plans and initiatives. We also implemented measures including top management roadshows to share the group’s vision and values, and distribution of top management messages to disseminate the medium-term management plan and share information.」

「ACE-2020 aims to move away from a trading-company-centric approach, treating the trading company as one of the group's capabilities and making maximum use of manufacturing, research, overseas networks, logistics and investment to create and provide new value worldwide as a unified group. It is built around two transformations: “transforming the earnings structure” and “transforming the corporate culture.”」

「ACE-2020 aims to move away from a trading-company-centric approach, treating the trading company as one of the group's capabilities and making maximum use of manufacturing, research, overseas networks, logistics and investment to create and provide new value worldwide as a unified group. It is built around two transformations: “transforming the earnings structure” and “transforming the corporate culture.”」

「ACE-2020 aims to move away from a trading-company-centric approach, treating the trading company as one of the group's capabilities and making maximum use of manufacturing, research, overseas networks, logistics and investment to create and provide new value worldwide as a unified group. It is built around two transformations: “transforming the earnings structure” and “transforming the corporate culture.”」

「We will promote the development of initiative, a sense of responsibility and a sense of urgency; the sharing of top management messages; and thorough monitoring and PDCA, creating a mechanism for the entire group to take initiative and act as one. Specifically, we will delegate authority, revise personnel systems and improve management visibility, while running the PDCA cycle through regular monitoring to increase the likelihood of achieving our targets.」