Medium-Term Management Plan artience 2027 | Integrated Report 2026 DX Strategy: Digital transformation (DX) supporting the artience2027 Medium-term Management Plan
Published on June 30, 2026
This page has been translated using AI.
Shinji Ueno
In the artience2027 Medium-term Management Plan, the Group lays out the transformation of the business portfolio and the maximization of capital efficiency and cash flow as key management priorities. Digital transformation (DX) lays the management foundation for their realization.
Our DX strategies date back to 2021, when a task force was launched prior to the announcement of artience2027. We have since been working to streamline operations in four departments, our manufacturing, technology, sales and back-office departments. This has enabled us to reduce costs by approx. 50 million JPY and reduce labor by approx. 100,000 person-hours in FY2025.
In 2024, we upgraded our DX initiative. Since then, we have been implementing it not as a mere step to streamline operations but as a strategic measure to implement while clarifying the return on investment as we work to solve management issues. Our business portfolio transformation requires a fast, high-quality and data-based decision-making process, rather than depending solely on rules of thumb. We need to accelerate the shift to high value-added products businesses. DX serves as a foundation for realizing our goals.
In the context of the improvement of profitability and capital efficiency, it is important to reduce costs, but it is also vital that we visualize and optimize the whole supply chain and to streamline sales operations. Centered on DX, we will achieve our goals and thereby improve capital efficiency.
In addition to offensive DX, defensive DX is also important. This means that all of the departments use IT tools to identify and resolve issues. We are working to enhance technical assistance to ensure that the system department plays a role in the construction of a DX platform and the strengthening of governance and ensure that business departments are able to solve their own issues. We will push forward with the democratization of IT like this to encourage a fully participatory user-led digital transformation.
Since 2024, we have been increasingly introducing generative AI in line with this policy. In view of the results of our six-month PoC, we have defined generative AI as a core IT tool in our DX strategies in the future. In the future, we will use it to accelerate the streamlining of operations and create added value.
DX strategies supporting the artience2027 Medium-term Management Plan
Creation of business value through DX and growth strategies
I believe that concentrating resources in strategic priority businesses and the development of global competitiveness at an early stage are keys to creating and increasing business value through digital transformation.
First, regarding the concentration of resources in strategic priority businesses, we will capitalize on our digital transformation to integrate our technological strengths and the technologies of external parties to create new markets, products and ideas for solutions. We will also share the technologies and knowledge we have accumulated throughout the Group using MI and generative AI to accelerate our development activities. In terms of sales activities, we will step up market research and sales assistance. In doing this, we will concentrate our resources in high value-added businesses.
Regarding the strengthening of our global competitiveness, it is primarily essential that we build a business IT platform. We will expand the internal generative AI platform we are currently operating in Japan to the whole Group, including overseas bases, to establish a structure in which high-level measures can be implemented by the Group in any region. We aim to complete the introduction of the platform at major sites by the end of FY2027.
We are currently renovating the mission-critical systems of the Group as a whole. When this is completed, we will be able to obtain production and sales data from Japanese and overseas bases at the same granularity. We will actively use generative AI and other IT tools to advance our utilization of data and increase our speed to increase our global competitiveness.
Our digital transformation will also be beneficial in our employee workstyle reforms. After introducing generative AI, the use of technical knowledge and routine tasks will be assigned to AI, freeing human employees to concentrate on creative work. Additionally, digital assistance facilitates global collaboration beyond time, distance and other physical constraints. Amid these changes, we will review our organization and carry out our transformation with an eye to the future.
Making the utilization of digital technologies a new part of artience’s DNA
To steadily implement these measures, we determined that the development of 500 Generative AI Natives personnel by FY2027 was a key management priority. Accordingly, we are working to cultivate DX personnel. Of these 500 generative AI natives, 200 will play central roles in encouraging utilization of generative AI and the remaining 300 will lead the active use of DX in operations in individual departments. These generative AI natives are required to take established training programs. We expect to achieve our target within FY2026, one year ahead of schedule. We will carry out similar personnel development activities at overseas bases as well.
Following the progress in the digitalization of business processes, we are establishing an environment where all employees—not just technical experts—routinely utilize IT tools. More and more personnel within the Group are making good use of information technologies in their departments, seeing them as their own tools, rather than the tools of the system department. With the goal of ensuring that business is conducted using IT and digital technologies, a digital transformation is beginning to take root as a part of the foundation of the artience Group. In the future, our digital transformation efforts will focus on the transformation of businesses, rather than merely streamlining them. We will define DX as a key engine for accomplishing our business portfolio transformation, and we will utilize digital technologies to strive to achieve the continued evolution of our business models.
We will also return to our brand promise, "Creating value that resonates with the senses and building a future where all people can live enriched lives." Through DX, we aim to expand the domains where we create this value. Using AI as a partner that stimulates our creativity, we will capitalize on the power of digital technologies to enable every employee to fully use their imagination. Through these initiatives, we will embed digital technology as a new part of the artience Group's DNA. We will continually work to transform ourselves into an organization able to create value for customers by combining our senses and our intellect, or emotions and digital technologies.
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