Under TBK’s management philosophy of “Creating products that bring joy to our customers and contribute to society,” we have grown by leveraging our technological expertise in brakes, pumps, and other components for commercial trucks and the global expansion of our business operations. Amid accelerating structural changes in the automotive industry, we formulated VISION 2030 in 2022, when I was appointed president. We set out our vision as “A company rapidly creating value suited to the changing times” and set forth our action principles as “1. Do now 2. Do new 3. Run fast.”

In the 16th Mid-Term Business Plan starting in FY2025, we have set our basic policies as “Strengthen core technologies and core products,” “Reform our business foundation,” and “Challenge new fields” under the slogan, “We Are One TBK.” These policies are supported by ESG management, which we have positioned as their foundation. Through initiatives such as reducing CO₂ emissions and advancing resource circulation, we will work to reduce our environmental impact and contribute to the transition to a decarbonized society.

In terms of human capital management, we recognize the creation of an environment in which diverse talent can work safely and in good health and continue to grow as a key management priority. We will promote appointments and promotions regardless of gender or nationality and provide ongoing development and career support to expand opportunities for diverse talent, including women, to play active roles in management. We will enhance engagement to support retention and prevent turnover. To address the risk of future labor shortages, we will also promote initiatives such as factory automation and robotization to secure the necessary workforce throughout the supply chain and improve productivity.

Regarding corporate governance, the Board of Directors serves as the body that bears ultimate responsibility for the sustainable growth of the TBK Group and the enhancement of its medium- to long-term corporate value. In this capacity, it oversees management from diverse perspectives, including those of outside directors. We engage in ongoing reporting and discussion regarding material risks such as quality and safety and strive to thoroughly implement measures to prevent recurrence and to identify risks early and respond swiftly. We also foster a corporate culture in which risks and issues are reported candidly.

I hope to make TBK a better company and pass the baton to the next generation. To this end, we will establish metrics for the vision set out in VISION 2030 and the financial and non-financialtargets set forth in the 16th Mid-Term Business Plan, taking into account the SSBJ disclosure standards, the TCFD recommendations, and developments in human capital disclosure. We will disclose their progress, risks, and opportunities in an integrated and accessible manner. At the same time, through dialogue with institutional investors, analysts, and other stakeholders, we will strive to enhance our medium- to long-term corporate value with ESG management at the core.