Mid-Term Business Plan ICHIGAN 2024

Vision

Our Vision for 2050

Vision

The RYODEN Group established our Environmental Vision in April 2020, aiming to contribute to sustainable development goals through all our corporate activities.

sdgs

Our Aspirations (RYODEN in Five Years)

Our Aspirations (RYODEN in Five Years)

Each and every employee is an originator of our business model, and is constantly taking on the challenge of creating new value while advancing business activities.
We aim to be such an energetic company.

  • Contribution to Society
    We contribute to the development of local communities and happy life of everyone that we deal with as a true global corporation, going beyond pursuing our own profits.

  • Customer-driven business activities
    Uncovering true needs through staying close to customers and working together with partners with whom we have established a relationship of mutual trust, we realize increased customer value.

  • Developing Global Talent
    We cultivate global talent with respect for individual character and individuality, a high level of sensitivity and sensibility, and a spirit of autonomy and independence to take on any challenge.

  • Pioneers in Niche Business
    Leveraging strengths in our specialty fields (manufacturing, automotive, imaging, communications, and air conditioning), we establish our position as specialists in these areas.

  • Energetic Corporate Culture
    Even though our work styles and roles are diverse, we create an environment where goals and values are shared, fostering a culture where no one is afraid to take on challenges.

History of Mid-Term Business Plan

Succession and evolution

In order to become a one-hundred year company, we embrace the tradition of self-innovation and continue to evolve at new stages.

History of Mid-Term Business Plan

Strategic theme

Driving digital transformation (DX)

Three growth engines

  1. Establishing business model for growth and creating next-generation new business

  2. Improving productivity in core businesses

  3. Strengthening foundation to drive business

Three growth engines

Strategic pillars

1. Establishing business model for growth and creating next-generation new business

Business area Key initiatives
Network business Accelerate IoT, pioneer security business, expand FlaRevo business
Smart agri (plant factory) business Pursue our own added value, develop new business, explore next-generation agriculture fields in Japan and abroad
Healthcare business Strengthen medical business, create new business of “pre-illness domain”

 

2. Improving productivity in core businesses

Core business Key initiatives
FA business Create new businesses and business models, expand fields of core business, expand international business
Cooling & heating business Strengthen engineering business, continue core businesses, strengthen focus items, explore international markets
Building systems business “Whole building” coordinator, maintain elevator business
Electronic devices business Create high value-added new businesses, business portfolio development, drive risk hedging

 

3. Strengthening foundation to drive business

  • Develop global talent

  • Strengthen group governance

Focus Areas

Focus Areas

Management Targets

Management Targets
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