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MEDIUM-TERM MANAGEMENT PLAN MEDIUM-TERM MANAGEMENT PLAN MEDIUM-TERM MANAGEMENT PLAN

—In a turbulent world and a drastically changing political and economic environment— —In a turbulent world and a drastically changing political and economic environment—

Under the medium-term management plan launched in 2019, Asahi Sangyo Kaisha, Ltd. has been steadily improving its performance and promoting structural reforms despite the COVID-19 pandemic.
However, the world is facing a period of great change not only due to the pandemic crisis, but also economically and geopolitically.
In our new medium-term management plan, named "Chukei 25," we continue to respond to diverse changes and evolve our business while aiming to improve the well-being of our employees.

VISION

For the sake of our employees and society, we aim to be a company that can respond to the changing times by leveraging our strengths.

  1. 1We, Asahi Sangyo, always seek to make further contributions to employees and shareholders. We aim to be a highly profitable trading company with a strong technological orientation that is rewarding and stimulating to our employees and values life-work balance.

    1⃣

  2. 2We conduct comprehensive reviews of the employee working system to develop and strengthen the foundation of our operations and to build up our ability to navigate this age of reforms. [Structural Reforms]

    2⃣

  3. 3We actively seek to develop new products, new fields, new technologies, and expand our overseas markets while aiming to acquire new commercial rights.

    3⃣

Basic Policy

To ensure growth amidst a briskly changing business environment, we are determined to boldly undertake reforms.

Evolve our business and increase employee happiness

TARGET

Opening up the future through structural reforms
Quantitative Targets—FY2025 Targets—
Sales
(domestic and overseas combined)		 120 billion yen
Ordinary income
(domestic and overseas combined)		 2 billion yen

Qualitative Plan

  1. In response to major changes in markets and customers, adapt existing commercial rights and products and actively develop new commercial rights and products
    • ・Demonstrate leadership and combine individual abilities with team strengths to achieve goals.
    • ・Aim to exploit changes in the business environment, environment-related, EV-related, and energy-related needs such as storage batteries, the importance of the Chinese market, and the growth of the Southeast Asian economies.
  2. Further promote structural reforms
    • ・Focus on human resource development (investment in people), expand personnel rotation and dispatches overseas, and enhance training systems.
    • ・Promote in-house digital transformation.
  3. Pursue qualitative and quantitative improvements of personnel
    • ・Fully invest for appropriate personnel increases and training.
  4. Identify and resolve issues at overseas bases and strengthen their foundation
    • ・This includes the development of overseas personnel, development of overseas personnel plans, and thorough cash flow management of overseas bases.
  5. Promote a rewarding and stimulating work environment
    • ・ Increase employee happiness by improving job satisfaction and working conditions.
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