Medium-Term Management Plan artience 2027 | Integrated Report 2026 DX Strategy: DX Supporting Medium-Term Management Plan artience 2027
Published on June 30, 2026
This page has been translated using AI.
Shinji Ueno
In the Medium-Term Management Plan artience 2027, key management issues are set as "business portfolio transformation" and "maximization of capital efficiency and cash flow," and DX serves as the management foundation for achieving these goals.
Our DX strategy began with the launch of the task force in 2021, ahead of the artience 2027 announcement, and has been driving efficiency improvements across four areas: production, technology, sales, and indirect departments. As a result, in fiscal year 2025, we achieved approximately 50 million yen in cost savings and about 100,000 hours of efficiency improvement (reduction in working hours).
Since 2024, we have further advanced DX by promoting it not just as a tool for efficiency, but as a strategic initiative that clarifies the return on investment to address management challenges. Transforming the business portfolio requires not relying solely on heed-and-loop rules but also rapid, high-quality data-driven decision-making, accelerating the shift toward high value-added product businesses. DX serves as the infrastructure supporting its realization.
Furthermore, improving profitability and capital efficiency requires not only cost reduction but also visualization and optimization of the entire supply chain and streamlining sales departments. We will realize these goals with DX as the core, leading to improved capital efficiency.
In addition to "proactive DX," "defensive DX," where all departments use IT tools to identify and solve problems, is also important. The system division is responsible for building the DX platform and strengthening governance, while business divisions are expanding technical support to solve issues independently. By promoting this kind of "IT democratization," we will promote DX driven by everyone and user involvement.
Since 2024, based on these policies, we have also been advancing the introduction of generative AI. Based on the results of six months of demonstration experiments, generative AI is positioned as a key IT tool for future DX strategies. Going forward, we will use this to further promote operational efficiency and create added value.
DX Strategy Supporting the Medium-Term Management Plan 'artience 2027'
Creating business value and growth strategies through DX
How can we create and grow business value through DX? We believe the key lies in "concentrating resources on strategic priority business groups" and "early strengthening of global competitiveness."
First, in concentrating resources on strategic priority business groups, we leverage DX to combine one of our strengths—technological capabilities—with external technologies, aiming to generate ideas for new markets, products, and solutions. Additionally, we aim to share the technologies and expertise accumulated through MI and generative AI throughout the group to accelerate development. In sales activities, we will strengthen market research and sales support, and through these initiatives, we will focus resources on high value-added businesses.
To strengthen global competitiveness, establishing a business IT foundation is essential first. We are deploying our in-house generative AI platform domestically across the entire group, including overseas, and establishing a system that enables high-level initiatives to be implemented anywhere in the group, regardless of region. We aim to complete implementation at major sites by the end of fiscal year 2027.
Currently, the entire group is advancing the renewal of its core systems, and once completed, production and sales data will be acquired at the same granularity both domestically and internationally. By utilizing IT tools such as generative AI to enhance and accelerate data utilization, we aim to strengthen our global competitiveness.
Furthermore, promoting DX also contributes to employees' "work style reform." With the introduction of generative AI, the use of specialized knowledge and routine tasks can be entrusted to AI, allowing people to focus more on creative work. Additionally, digital support will advance global collaboration beyond physical constraints of time and distance. Amid these changes, we are re-examining the way we are organized and advancing transformation toward the future.
Digital as the new DNA of artience
To steadily implement these initiatives, our company has set a materiality goal of "training 500 generative AI-native talent by fiscal year 2027" and is advancing DX talent development. Of the 500 employees, 200 are the core personnel driving generative AI use, and 300 are leading DX utilization in each department's operations. Participation in designated training programs is required, and we expect to achieve this one year ahead of schedule by fiscal year 2026. We will also promote similar human resource development at overseas locations.
Furthermore, with the advancement of digitalization of business processes, not only specialized personnel but also employees now use IT tools on a daily basis. There is a growing movement to view IT not as "the system department's own" but as their own tool, and to master it within their own departments. DX, which utilizes IT and digital technology to carry out operations, is becoming established as the foundation within our group. Going forward, we will not stop at simply improving operational efficiency through DX, but focus on business transformation itself, positioning it as a key engine for completing portfolio transformation, and realize the continuous evolution of our business model through digitalization.
Additionally, we aim to return to our Brand Promise of "Create value that resonates with the senses, build a future where all people can live enriched lives" and expand the scope of creating "value that resonates with the senses" through DX. As a partner that sparks our creativity, we aim to maximize each employee's imagination through the power of digital technology. Through these initiatives, we will embed digital into the new DNA of artience group and continuously work toward creating an organization that creates customer value through sensibility and intelligence—that is, emotion and digital—as a dual pillar.
Beyond DX: Transforming Digital Information into a "New Resource for artience"
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