Our management strategy centers on pursuing the goals of Grand Design 100, a medium-term management plan that we launched in April 2006. Grand Design 100 calls for achieving annual net sales of ¥1 trillion and annual operating income of ¥100 billion and thus achieving operating return on net sales of 10% by the fiscal year to March 31, 2018, which coincides with our corporate centennial. Accompanying those financial targets is the Grand Design 100 vision of evoking a distinctive global identity.

To attain the goals of Grand Design 100, we are striving to fulfill our fundamental role as a manufacturer: offer the best products at competitive prices and on time. We are also striving to earn a welcome place in the global community as a company that contributes to society by asserting world-class strengths in technologies for protecting the environment. And we are fostering a corporate culture that emphasizes rigorous adherence to high standards of corporate ethics and where customer interests are always the highest priority.

Grand Design 100 consists of four phases of three years each, and we will establish themes, business strategy, and financial targets for each phase. In April 2009, we entered Phase II, which covers the three years to March 31, 2012. Our core emphasis in Phase II of Grand Design 100 is on quality growth. We are working to fortify our corporate foundation to support quality growth even in an uncertain business environment. Our chief quantitative targets in Phase II are to achieve operating profitability of 7% by increasing operating income to ¥38.5 billion while raising net sales to ¥550 billion, In addition, we are striving to generate aggregate free cash flow of more than ¥30 billion during Phase II’s three-year span. That is part of our measures for supporting continued growth beyond the end of Phase II.

For business-specific and theme-specific information: ｜Tire Growth Strategy｜Multiple Business Growth Strategy｜Technology Strategy｜Reinforcing Our Corporate Foundation｜