May 13, 2026
Briefing on the Update to the “Long-Term Vision (Vision 2035)” and the 7th Mid-Term Management Plan
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We believe that the medium- to long-term business environment surrounding our company will see further growth in demand for storage batteries—particularly those used in AI data centers and renewable energy systems—as momentum builds toward the realization of a sustainable society, driven by trends such as the push for carbon neutrality. To respond to these changes in the business environment and contribute to solving societal challenges, we have formulated our long-term vision, “Vision 2035.” To achieve “Innovation and Growth” for the next 100 years, we have outlined “GS Yuasa’s Vision for 2035” using the four “Re”s as key concepts.
Based on the “Four Re’s” formula, we strive for innovation in energy technology, endeavor to address the challenges facing society through the development of mobility and other public infrastructures, and seek to create comfortable living environments and play our part in the global effort toward sustainability.
While we have been advancing initiatives toward achieving Vision 2035, we have revisited and updated its content in response to recent changes in the business environment. This review was conducted in alignment with our corporate philosophy and sustainability management policy.
■Updated Long-term Vision (Vision 2035)
The business environment underwent significant change during the period of our Sixth Mid-Term Management Plan. In the mobility sector, a key focus area, demand trends shifted due to the slowdown in BEV adoption and the lengthening of vehicle ownership cycles.
In the social infrastructure sector, new markets emerged, including the expansion of AI-related data centers driven by technological advancements. In addition, heightened security awareness led to the reinforcement of production and supply systems and the expansion of defense-related markets.
Under these circumstances, careful judgment was required as we accelerated our growth investments.
Based on changes in the market environment and appropriate risk management, we will strategically transform our business portfolio through targeted investments that prioritize growth potential and capital efficiency, and take on the challenge of creating new businesses for the next generation by leveraging our assets.
In light of changes in the market environment, we have updated the vision outlined in our Vision 2035, which was announced in 2023.
Our business consists broadly of two segments: “Mobility” and “Social Infrastructure.”
In the “Mobility” segment, we aim to generate stable, high-margin cash flow by creating added value and improving profitability.
Meanwhile, in the “Social Infrastructure” sector, we will secure high profitability during the period of the Eighth Mid-Term Management Plan (through FY2031) and contribute to the realization of sustainable social infrastructure.
As a result, we expect to achieve our FY2035 revenue target of 800 billion yen—a figure we had previously set—at an early stage of the Eighth Mid-Term Management Plan period.
With a focus on high safety, long service life, and recyclability, we are committed to advancing battery technology. Leveraging the strengths GS Yuasa has cultivated through our battery technology, we will drive improvements in energy density and output while promoting sustainability.
■Strategy for Social Infrastructure
With the adoption of renewable energy expected to expand in Japan, the importance of energy storage systems (ESS) for voltage stabilization and supply-demand balancing is growing. Consequently, demand is strong in the utility-scale sector, particularly for ESS applications; to meet this demand, we are expanding our production capacity starting in fiscal year 2024 to 1.3 times the level of fiscal year 2023. Furthermore, we are currently developing a new type of lithium-ion battery. By bringing this product to market, we aim to further strengthen our competitiveness and enhance our presence in the utility-scale market. Through these initiatives, we expect to expand sales capacity in the utility-scale sector in fiscal year 2030 to approximately eight times that of fiscal year 2023. Additionally, in line with the expansion of the defense-related market, we plan to focus our efforts on the aerospace and defense sectors moving forward.
■Mobility Strategy
Given the current market environment, it is predicted that non-electric vehicles will still account for the majority of the market even by 2035. Even in electric vehicles, each vehicle is equipped with a single lead-acid battery, and there is a growing demand for higher-capacity batteries.
In light of this market environment, we aim to maximize cash flow by prioritizing profitability while driving development that meets market needs, thereby generating funds for growth investments.
While steadily making necessary investments, we prioritize investment efficiency. By enhancing capital productivity, we aim to steadily improve profitability.
We will make proactive investments to drive profit growth and lay the foundation for sustainable growth not only during the Seventh Mid-Term Management Plan period but also beyond.
- Taking the formulation of the Seventh Mid-Term Management Plan as an opportunity, we have shifted from a materiality focused on CSR risk management based on our previous CSR policy to a materiality based on our Sustainability Management Policy that “contributes to creating value for society.”
- The new materiality framework establishes “Business Materiality,” which serves as a growth driver (increasing opportunities), and “Foundational Materiality,” which reduces capital costs (mitigating risks). Addressing these issues will lead to the maximization of corporate value.
- Briefing Video
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Briefing Material
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Briefing Material w/ Script
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Q&A Summary
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Briefing Material w/ Script
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Q&A Summary
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- Briefing Video
-
Briefing Material
（7,185KB）
-
Briefing Material w/ Script
（5,097KB）
-
Q&A Summary
（214KB）
May 21, 2019
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