Reference
2017-2024
Overview of 2030 Long-Term Policy
Overview of 2025 Long-Term Vision
In 2017, we formulated a long-term plan with 2025 as the year of achievement, as a roadmap to realize our goal for 2030 as set forth in our long-term policy.
Our growth target for FY2025 is to achieve seven trillion yen in sales revenue and a 10% operating margin, by growing in the new area of mobility alongside the realization of electrification and automated driving. To this end, we have established our “Five Pillars of Management Reform” in order to pursue management reforms and focus our efforts on the four areas of “electrification,” “automated driving,” “connected” and “non-automotive business (FA/agriculture).”
Five Pillars of Management Reform
List of Materiality
Overview of Reborn 21
In FY2019, the business environment surrounding DENSO changed dramatically, with quality issues shaking the foundations of our management and the impact of Covid-19 putting the brakes on our steadily rising sales growth. There was an urgent need to “restore quality,” which is the foundation of DENSO’s management and credibility, and to “transform toward a leaner and stronger structure” that can adapt to changes in the times and the environment and provide new value. In FY2021, we named this major reform “Reborn 21” to signify a fresh start for a reborn DENSO.
Key points of reform
