| Reinforcing operating foundations |
-Integrated business operational management by abolishing the holding company system |
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-Partial Reduction of cross-shareholdings |
-Established Nomination and Remuneration Committee |
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-Expedited management decision-making
（reduced executive officers from 53 to18）
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-Strengthen management and business execution functions through the CEO and COO system |
| -Revised our management policies |
-Further Reduction of cross-shareholdings |
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-Formulated Environmental Vision 2050 |
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-Support for TCFD Recommendations |
| Promoting growth strategies |
-Clarified business domains as energy and environment businesses |
-Overseas business expansion
・M&As and collaborations to secure human resources and sales channels (six companies in Asia and other regions, two in China, two in the United States, and one in Europe)
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-Strengthened our businesses in power electronics systems and power semiconductors and maximized synergies
・Stepped up research and development |
-Strengthened our power electronics systems business
・>Reorganized social engineering systems, industrial infrastructure, and power electronics businesses |
-Concentrate resources on our power electronics and power semiconductor businesses |
| Improving profitability |
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-Strengthened a profitable structure
・Strengthened mother factories in Japan (Suzuka, Kobe)
Reorganized production model lineup
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-Implemented business restructuring
・Reorganized production bases (magnetic disks and vending machines) |
・Withdraw from the magnetic disks business |
| -Reduced costs through global procurement and centralized purchasing |
-Promoted local production for local consumption
・Established production bases (Thailand, India, and United States) |
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-Strengthen our ability to handle procurement risk
material multi-sourcing, long-term contracs, product design revisions, and the procurement of alternative materials |
| -Reduced inventories through supply chain reforms |
-Reinforced manufacturing capabilities
・Consolidated production and engineering departments and strengthened human resource development |
-Improved value-added productivity through in-house production, automation, and standardization |
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-Improve productivity and reliability by promoting digital reform |
| -Promoted companywide Pro-7 Activities to improve profitability |
| ・Improved operational efficiency by reviewing all costs from the ground up |
・Improved business efficiency and quality through inventory reassessments across all businesses |
・Improved productivity through increased introduction of RPA
・Promoted workstyle reforms |
