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Employee roundtable discussion

Long-term vision realization project
Our motto is "We want to make the company even better."

This project is an initiative to realize Ono Sokki 's long-term vision. It originated from the "Strategic Marketing Project," which started in 2016 in conjunction with the medium-term management plan, and is an extension of that. This time, we had a frank interview with key female members about their activities.

  • Sales Division, Sales Management Block, Kyushu Sales Office, Section Chief: Mie Korenari
    Sales Headquarters
    Sales Management Block
    Kyushu Sales Office
    Section Chief
    Mie Korenari
  • Media & Design Department Leader: Michiko Aoyagi
    Media & Design Office
    leader
    Michiko Aoyagi
  • Executive Officer, Head of Corporate Planning Office Akiko Hata
    Executive Officer
    Corporate Planning Office
    Section Chief
    Akiko Hata

First, please tell us a brief profile of yourself and what led you to join this project.

Aoyagi

"In my previous job, I was a designer at a certain automotive supplier. I joined Ono Sokki in 2015 and mainly worked on product design, but in my current department, my work has expanded to include directing the design of websites and catalogs. I was involved in this project from its inception until the third phase."

Korenari

"I joined Ono Sokki in 2014 and started my career in sales. At the time, I was the first female new graduate to join the domestic sales team. I was assigned to the Chubu sales office, where I was in charge of suppliers."
Five years after joining the company, I temporarily left due to family circumstances, but returned in 2023. I joined this project from the fifth term after hearing about its activities from the interviewer who interviewed me when I returned, and feeling that 'my previous work experience might be useful.'

Hata

"After joining the company in 1993, I initially worked in general affairs, handling the company newsletter. Later, I moved into product planning and overseas sales, and currently serve as the head of the Corporate Planning Office. I joined this project in the fifth year, and together with the fifth-year members, I was tasked with creating the integrated report, which is one of the department's missions, and that's how I got to where I am today."

Please tell us what impressed you the most about this project and what you would like to do in the future.

Aoyagi

"During my third term, there were some unclear aspects to our company's corporate philosophy at the time, so we explored 'what we wanted to be like in 2030' with our team members and clarified the relationship between our medium-term management plan and our corporate philosophy at the time. Unfortunately, we ran out of time, and we weren't able to go so far as to change our corporate philosophy..."

The mission of this project is to realize our company's long-term vision, but the problem is that our company's mission—our corporate philosophy—was not strictly defined to begin with.

Hata

"Following in the footsteps of Mr. Aoyagi and his colleagues, we re-articulated our corporate philosophy in our fifth year and announced it in January 2024."

Korenari

"As I mentioned earlier, the reason I felt that I could utilize my previous work experience was precisely because of this 'company philosophy-first' mindset. It was deeply ingrained at the practical level in my previous job."

That's how important a company's philosophy is, isn't it?

Korenari

"Because it was clear that we were working to achieve the company's mission, when we had disagreements with someone, for example, we could go back and ask, 'So, what exactly is our mission?' I think we were able to have very constructive conversations."

Hata

"In terms of the direction the company should be heading, this has always been a source of uncertainty for me. When I first joined the company, our founder, Yoshichiro Ono, was still there, so there was a unifying force holding the employees together... We still have a mountain of work to do, but I believe that being able to point the way forward with our new corporate philosophy is one of the major achievements of this project. I also feel that the opinions from the field and the cross-functional exchanges are leading to more flexible ideas and a stronger desire to work together to realize our vision."

  • Long-Term Vision Realization Project – Our motto is "We want to make the company even better" –

The evolution of strategic marketing projects and long-term vision realization projects.

year 2016 2017 2018 2019 2020 2021 2022 2023 2024
Medium-term management plan Stage I Stage II Stage III
Activity name Strategic Marketing Project
(Project I linked to the medium-term management plan)
Long-term vision realization project
(Strategic Marketing Project II-1 to 3)
Long-term vision realization project
(Strategic Marketing Project III-1 to III)
Main activities ★Considering the acoustic vibration market
⇒SV Strategic Marketing Project
★ Examination of the automotive industry market
⇒ AIB Strategic Marketing Project
★ "Vision 2030" formulated
★Market/Technology
★Organization and structure
★Ecosystem
★SDGs and problem setting, etc.
★Branding
(2022 was a rebranding year)
★Sustainability
★Relationships (from 2023)
★Internal Marketing
★Preparation of integrated reports (starting in 2023), etc.