2030 DENSO Group Mid-Term Management Plan “CORE 2030” Overview

I would like to talk about DENSO’s 2030 Mid-Term Management Plan, “CORE 2030.”

Based on the 2025 Mid-Term Policy, we have steadily advanced our initiatives while accurately capturing the rapidly changing business environment.

In the mobility domain, addressing multi-pathway needs while reducing environmental impact has been a key challenge. Building on the fuel efficiency and exhaust emissions reduction technologies, as well as electrification technologies that we have cultivated over many years, we have provided a broad range of products—from Hybrid Electric Vehicles (HEV) and Plug-in Hybrid Electric Vehicles (PHEV) to Battery Electric Vehicles (BEV) and Fuel Cell Electric Vehicles (FCEV)—contributing to extended driving range and improved driving performance.

In addition, as vehicle intelligence accelerates in the era of Software-Defined Vehicles (SDV), including advanced driver-assistance systems (ADAS) and automated driving, we have contributed to reducing traffic accidents and enhancing customer value by providing highly reliable ADAS products.

Furthermore, in new business fields such as Factory Automation (FA) and agriculture, we have leveraged technologies refined in the mobility domain to help solve workforce challenges and improve productivity.

As a result of consistently delivering reliable value to customers, we have achieved business performance exceeding our initial targets and laid firm groundwork for future growth.

Looking at our overall business, advances in semiconductors and communications technologies have significantly increased the value of mobility. To accelerate future growth, we have made deliberate investments of resources. As a result, we achieved sales growth exceeding that of the vehicle market, with revenue expanding from 4.9 trillion yen in FY2021 to 7.4 trillion yen in FY2026, operating margin reaching 7.2%, and ROE reaching 8.1%.
On the other hand, due to our proactive resource investments and the continued quality-related costs, profitability is expected to fall short of the mid-term target of a 10% operating margin.
While we have achieved steady top-line growth, challenges remain in profitability. Going forward, in parallel with continued resource investment, we will focus on enhancing added value and improving profitability.

The environment surrounding us is undergoing structural changes.

First is the severity of social issues. The transition to a carbon-neutral society is a global challenge, and traffic accidents fatalities are continuing. “Green” and “Peace of mind” are critical social issues that the automotive industry must confront head-on.

Second is the increasing multi-polarization and diversification of the global landscape. As information and technology become increasingly borderless, innovations are emerging not only in Europe and the United States but also in regions such as China. At the same time, shifts in the global power balance have heightened the importance of economic security.

Third is the change in people’s values. People increasingly seek mental fulfillment and social significance, and advances in Artificial Intelligence are prompting a reassessment of human roles and ways of working.
Amid these changes, automobiles will continue to enhance their appeal as standalone products while also evolving as part of broader social systems that generate value. These values cannot be realized by a single company alone, making collaboration across and beyond industries essential.

In this era, we established the 2030 Mid-Term Management Plan “CORE 2030” as a new guiding compass to continue enhancing customer value.

First, I would like to outline the overall approach to initiatives aimed at enhancing the value we provide to our customers.
To deliver the value that we must provide to customers and society, we will first evolve our fundamental technologies. For example, in semiconductors, we will pursue evolution optimized for automotive applications, while in software, we will realize this through the utilization of AI technologies and innovation in development speed.

Based on this foundation, we will work to enhance value in the mobility domain. In the internal combustion and thermal domain, we will further deepen technologies that support multi-pathway needs. In electrification, we will evolve all layers—from systems to components—while responding to the diverse needs of customers. Furthermore, in the domain of intelligence, we will differentiate highly reliable systems through DENSO’s unique technologies and enhance their value.

We will also expand the technologies and knowledge cultivated in the mobility domain into new business fields, namely Societal Value Expansion Domains. In areas such as Factory Automation (FA) and agriculture, we will accelerate collaboration with partners, while in the semiconductor domain, we will create new value by maximizing synergies across industrial equipment, consumer electronics, and automotive applications. In this way, by refining fundamental technologies, enhancing value in the mobility domain, and extending these capabilities into Societal Value Expansion Domains, we aim to increase value for customers and become a company that continues to earn expectations from society.

To achieve this, we will leverage our strengths and execute three growth strategies.

• 2030 DENSO Group Mid-Term Management Plan “CORE 2030” Growth Strategies｜DRIVEN BASE - DENSO

The first pillar is “Strengthening Product Development” to respond to the diversification of mobility.

Mobility is evolving in diverse ways across countries and regions due to differences in energy conditions, policy and industry trends, and lifestyles.

We will firmly support, through technology, the customer value that is always required for customers—namely OEMs—who are taking on challenges at the forefront, regardless of which option they choose.

Strengthening product development means advancing two approaches—“Deepen” and “Evolve”—based on the components we have refined over time.

“Deepen” involves further pushing the limits of fundamental technologies such as semiconductors and materials by leveraging our strength in Advanced Research and Development, thereby further enhancing the competitiveness of the components themselves.

“Evolve” leverages our system proposal capability that integrates mechanics, electronics, and software, enabling us to develop and propose integrated systems that combine individual components.

By advancing both Deepen and Evolve in tandem, we will connect the strength of our components to system-level value across entire vehicles, contributing to enhanced customer competitiveness. Over five years, we will invest 3.7 trillion yen in Research and Development Expenditure and aim to expand sales in the electrification and intelligence domains to approximately 4 trillion yen.

The second pillar is “Innovating Manufacturing” by combining the practical know-how from the frontline and AI.

We consider the arrival of a phase in which AI can be implemented at production sites to be a major opportunity, as the vast amount of practical knowledge embedded in DENSO’s frontline becomes an important asset that enhances competitiveness.

Our development and manufacturing sites are home to extensive and difficult-to-replicate practical knowledge that supports high-quality and high-efficiency manufacturing.

By developing AI that can be implemented on-site and combining it with this practical knowledge, we can not only achieve overwhelming Quality, Cost, and Delivery (QCD), but also transform how people work, encouraging individuals to shift toward higher value-added activities. To realize this, we are moving forward with initiatives at the new Zenmyo South Plant in Nishio City, Aichi Prefecture, and we will elevate our refined manufacturing capabilities to an overwhelming level, changing the global landscape of manufacturing.

The third pillar is “Developing People, Co-Creating with Partners” to Lead New Value Creation. There are three points I would like to highlight: a new co-creation model in mobility domains, partner collaboration in Societal Value Expansion Domains, and people development.

First is a new co-creation model in mobility domains. As social issues become increasingly serious, continuing to provide new value to society through mobility requires addressing these challenges beyond the boundaries of individual companies. For example, Dynamic Wireless Power Transfer Systems that enable charging from the road surface while driving have the potential to overcome the constraints and limitations of electrification, such as battery capacity and driving range, and to transform the nature of mobility.
However, their social implementation requires comprehensive efforts, including infrastructure development and institutional design, alongside the evolution of mobility itself. By leveraging our strong connections with customers, partners, industry organizations, and governments, we will connect with diverse stakeholders and, at times, take the lead in solving these challenges.

Next is partner collaboration in Societal Value Expansion Domains. To date, DENSO has pursued new value creation in areas such as FA and agriculture as fields where automotive technologies characterized by high reliability and advanced systems can address social issues including workforce challenges and productivity improvement.
Going forward, while leveraging our own strengths, we will accelerate collaboration with strategic partners with whom we can grow together. By 2030, in FA, we aim to contribute to productivity equivalent to 19,000 people’s workforce and achieve revenue scale of approximately 300 billion yen. In agriculture, we aim to achieve a 75％ improvement in productivity and revenue scale of approximately 100 billion yen. In the semiconductor business, we will accelerate expansion into areas such as industrial equipment and consumer electronics, while maximizing synergies across all three domains, including automotive, to broadly enhance value.

Finally, about people development, it is needless to say that the driving force that enables us to take on the initiatives I have described and achieve growth is “people”. When each associate takes on challenges in creating new value, this generates trust and empathy from customers and society, which in turn becomes the motivation for further challenges, leading to the creation of the next value.
We will continue to sustain this virtuous cycle. To that end, in addition to visualizing individual expertise and systematically developing our people, we will strengthen the acquisition and development of highly specialized human resources in strategic areas such as AI and advanced semiconductors. We will continue to support our associates as they take on challenges.

Through these growth strategies, we aim to become a company that “Realizes the future society, starting from mobility, through human potential”, while enhancing customer value. To achieve this, through investments in research and development and capital expenditure, we aim by 2030 to achieve sales revenue of over 8 trillion yen, an operating margin of over 10％, and ROE of over 11％.

We will never forget this origin—“to deliver better products and services to our customers through technology, manufacturing, and the power of our associates”—and will always strive to “Always Start with the Customer and Deliver Our Best.” This unwavering stance represents what defines DENSO and is the philosophy embodied in our corporate slogan, “Crafting the Core.”

Even in an era of change, building on the strengths we have cultivated, together with customers and partners around the world, we will continue creating necessary new “Core” values for customers and society.

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