By strengthening investment in human
capital we will raise awareness of our
share price among all employees and
enhance corporate value.

The Daido Metal Group launched its new Midterm Plan, “Bridge to Daido 2030,” starting in FY2025.
Outlining a six-year period for restructuring our business framework, this Midterm Plan originates from our long-term vision, “Daido’s Great Path to the Future,” which charts our course toward 2050. It will be a crucial six-year period for us to become the world’s number one comprehensive plain bearings manufacturer.
Our Midterm Plan is now underway along this great path, but when shifting one’s focus to global affairs, the business environment surrounding our Group remains highly uncertain, as evidenced by trends in electric vehicles (EVs) and U.S. tariff policies. Even in these times of deepening uncertainty,
we remain steadfast in our commitment to the fundamentals of manufacturing and our Group’s social mission. As a global leader in tribology (friction, wear, and lubrication) across all industrial sectors, we are resolute in our commitment to enhancing corporate value.

With a deepening chasm between nations in recent years, differences in the level of commitment to
environmental awareness and the promotion of DE&I (Diversity, Equity, and Inclusion) have become apparent across countries and regions. However, for a Company to achieve sustainable growth, the sustainability of society comes first and foremost, and innovation can only be achieved when the diverse strengths of its members are brought together.
Our Group had stated that “We hold ourselves responsible for the happiness of everyone in our organization and the contributions we make to global society” under “Our Duty” at the beginning of
Our Corporate Philosophy long before the SDGs were adopted in 2015. Furthermore, in order for us
all to unite in tackling the SDGs, we have incorporated the SDGs targets into the policy management
of our departments and will continue to promote them.
The French economist Jacques Attali, an intellectual giant in his field, advocated for a transition from an “economy of death” dependent on fossil fuels and chemical products to an “economy of life”
centered around renewable energy, and similar resources.
Balancing economic rationality and social contribution is no easy task, but we will actively pursue
carbon neutrality through initiatives such as our Group’s key wind power generation business, which
harnesses nature while protecting it.
Moreover, when it comes to solving social issues and achieving sustainable corporate growth,
people are the driving force. In manufacturing, the importance of QCLDM (Quality, Cost, Lead Time, Delivery, Management) is often emphasized, but I believe that adding “Mindset” to form QCLDMM is truly essential. Although my background is in law, I believe that rather than restricting everything with laws and regulations, what ultimately shapes corporate value is “motivating employees”—in other words, the mindset of the employees themselves. Guided by the Purpose and Vision set forth in our Midterm Plan, we are renewing our commitment to becoming a Company where employees genuinely feel glad to work here and one that is admired by society. The business environment surrounding our Group is constantly changing, but we firmly believe that by confidently building upon the business foundations we have put in place for plain bearings, we will surely forge a new path forward.
We ask our stakeholders to continue supporting us and offering their continued invaluable encouragement as we pursue future growth.