Medium-term Management Plan

AR-2030VISION” is Asahi Rubber's vision for the year 2030.
Formulated the 14th Three-Year Medium-Term Management Plan to guide us on our way to get there.

AR-2030VISION

Continue growing as a accompany that contributes to society by sustainably improving value with the creation of endless elasticity.

“Endless elasticity,” an expression conceived by our founder, is a reference to the infinite potential of elastic, and means we will contribute to society by pursuing that potential.

Action Plan

Enhance stakeholder’s engagement

Our action plan is to “enhance stakeholder’s engagement.” We will do this by promoting dialogue with all of our stakeholders, including employees, business partners, communities, and shareholders.

14th Medium-Term Management Policy

Theme

Succession/Well-being

Medium-Term Management Policy

Providing new value bolstered through heightened appeal

Slogan

Heading toward "new ideals" Taking on challenges

Medium-Term Management Strategy

Toward the realization of AR-2030VISION, we will place importance on the concept of “succession” to connect our technologies, products, and human resources to the next in order to continue creating business value that will lead to the future. We will engage in ESG management as a foundation while enhancing “well-being,” which represents comfortable physical, mental, and social conditions.

Deepening, evolving, and developing business activities

Implement smart factory

Enhance well-being

Contribute to local communities

Medium-Term Management Goals

Our group will develop into a company that contributes to global society by investing in values and services that increase the attractiveness of our bases and by strengthening the connections that make the most of their respective characteristics. We are also working on many new themes that will lead us into the future, and we will steadily respond to the trust and expectations of our customers, who say, “If it's Asahi Rubber, we can trust them” and “If it's Asahi Rubber, they will do something about it.

Consolidated sales exceeding
8.5 billion yen

Consolidated operating margin exceeding 5%

Improve engagement

"EX” and ‘CX’ are the pillars of our efforts to increase engagement. EX” is activities to enhance value for employees and stakeholders, and ‘CX’ is activities to provide new value and enhance the value of the customer experience. We will strive to improve engagement through growth of human resources and business by increasing the value of “EX” and “CX”.

Core elements

Business Field(CX)

We will divide our priority business fields into four areas and organize the roles of core technologies and factories that will make each product line grow, then advance initiatives to make the most of the production environment we have established so far.

Optics Business

Restructuring and challenges

Contribute to the market through high value products focused on the potentials of light.

Improve the added-value of standard products and develop/deploy composite modules

Revenue Goals

Key Strategic Products

ASA COLOR LED
ASA COLOR LENS
White silicone ink

Medical & Life sciences Business

Building a second Pillar

Contribute to improved quality of life for patients and the medical community as a whole around the world with Asahi's unique qualities.

Taking on ODM design, composite devices, and system equipment

Contribute toward diagnostic and therapeutic equipment

Contribute toward diagnostic and therapeutic devices

Pioneering new business

Building a reputation as a company that sells diagnostic and therapeutic equipment

Revenue Goals

Key Strategic Products

Chemical injected rubber plugs
Gaskets for prefilled syringes(caps)
AR super-thin silicone sheet
AR check valve
Microfluidic device

Functional Business

Building new pillars

Contribute to regulations that connect the "last mile" with safety and security

Development of Thermoelectric module

Contribute to lifestyles in the future by refining control technology and tactile/sensibility technology

Promote collaborative sales activities with Ferrotec Material Technologies Corporation

Sales of standard thermoelectric modules (resale)

F-TEM product sales (contracts handled by Ferrotec)

Wind power generation

O&M^* Advancing toward commercialization

*O&M：Maintenance of facilities and equipment following completion of construction

Revenue Goals

Key Strategic Products

Rubber for interior automotive switch
F-TEM
Rubber for table tennis rackets
Wind turbine-related products

Telecommunications Business

Solidify basic foundation

Contribute to an interconnected society with communicated and understood values

Utilize items, sensors, telecom standards, and data processing applications
Contribute to the expansion of a smart society by participating in efforts toward new social values

Revenue Goals

Key Strategic Products

Rubber products for RFID tag
Stretchable cable
Soft protective cover

Employee Engagement(EX)

Our employees form the foundation of our business activities, and are the ones who generate new value. Their growth gives back to society and leads to the growth of our group. We strive to maintain and improve an environment in which employees can work safely and healthily, both physically and mentally, backed by goals and implementation plans.

Improve and disclose non-financial information

Activities based on HR development plans
Improvement of working environment
Greenhouse gas reduction efforts
Improve execution of compliance

Implement smart factory

Automation, rationalization, and labor-saving practices in manufacturing
Promote internal/external production policies
Strengthen design and production technology
Improve intellectual property capabilities

Enhance well-being

Develop a system and environment to hear out employee concerns and new ideas to implement
Improve work-life balance
Improve employee health and provide activities for their well-being
Improve operation and establish work environment using IT

Contribute to local communities

Interaction with the local community
Support for the revitalization of communities

Production bases and overseas offices

Production bases

“We utilize the specific advantages of our five production bases to deliver products across the world (4 domestic bases in Japan, 1 overseas).”

We've established four factories inFukushima Prefecture, Japan, and willpromote manufacturing that makes use ofindividual strengths. In addition, all of ouroverseas offices are ISO 9001 and ISO14001 certified. We prepare a system toefficiently deliver safe and reliable productsto our customers.