AIDA ENGINEERING, LTD.

Climate Impact & Sustainability Data (2016-04 to 2017-03)

Total Carbon Emissions:1281 tons

Total Energy Consumption:3973 kL (crude oil equivalent)

Water Consumption:32 km3

Waste Generated:1200 tons (industrial waste)

Carbon Intensity:32.7 tons CO2/¥100 million (production volume)

Industrial waste recycling rate: 89%; target achieved
Total energy usage (crude oil equivalent): 3,973 kL; target achieved
CO2 emissions: 32.7 tons CO2/¥100 million (production volume)
Promoted environmentally friendly retrofitting services
Achieved size and weight reductions for servo motors and other components
Achieved net shape forming of thick plate
Won the 2016 Kanagawa Global Environment Awards in the Kanagawa Smart Energy Plan Category

Plant tours for 65 junior high school, high school, and university students to communicate social roles and responsibilities
Strict quality control in every production process
Customer surveys to increase customer satisfaction
Safety training at customer sites

Established the AIDA Group Compliance Hotline System
Formulated the “AIDA Group Action Guidelines” and ensured full awareness throughout domestic and overseas Group companies
Established the Compliance Committee to strengthen its internal control system
Board of Directors with two outside directors and a Board of Auditors with three outside auditors

Long-term Goals:

Medium-term Goals:

¥80.0 billion in net sales and ¥8.0 billion in operating income by March 31, 2020
Press, FA, and customer service businesses contributing to overall sales in a 5:2:3 ratio

Strengthening yen and temporary drop in orders led to lower sales and profits
Customers negotiating hard for lower prices
Competition from Japanese, European, American, and emerging economy press manufacturers
Rising price of steel plate and other raw materials
Issues accommodating major users in Europe and technical capabilities related to controls and automation for these users
Solidly responding to the global, dynamic business endeavors of customers

Increased investments in capital equipment, human resources development, and R&D
New Mid-Term Management Plan focusing on growth and high-profit fields
Strengthening international sales team and technical marketing capabilities
Improving product competitiveness by increasing power and efficiency of servo motors while making them more compact
Investing in development of forming systems for new materials
Strategic investments in capital equipment, streamlining initiatives, and new forward-looking business operations
Further developing global co-manufacturing system
Implementing a global ERP system and global standardized workflows
Global human resource development and strategic personnel rotation