Taiyo Holdings has established “Transform and evolve through digital transformation” and “Create new businesses” as basic policies in its Long-Term Management Plan. We are promoting DX by dividing the roles that DX should play into three areas: “Offensive DX,” “Defensive DX,” and “Reinforcement of the foundation to promote DX.”
We have set the goal of DX as “contributing to the achievement of management and business objectives and the enhancement of corporate value through the provision of safe and highly reliable advanced technology solutions and platforms.” Having established seven key areas, we are working to achieve this goal of DX and, ultimately, to realize our corporate philosophy that lies beyond.
In response to the rapid pace of changes in digital technologies, Taiyo Holdings is utilizing advanced technologies to enhance operational efficiency and develop in-house products and services that make use of AI.
Capitalizing on synergies among Group companies, we created “STiV,” an AI knowledge-management system designed primarily for the pharmaceutical industry. Representing a completely new business model distinct from our existing core business of electronic materials, STiV has already been commercialized and is gaining traction not only in the pharmaceutical sector but also in other sectors.
We have also developed and deployed “TaiyoGPT,” a generative AI platform for internal purposes. We have released a library of use cases and recommended prompts over an internal portal site, and are speeding up their onsite implementation. Weekly usage is visualized on dashboards to drive a rigorous improvement cycle, while knowledge-sharing and awareness campaigns on the corporate social network are raising AI literacy across the company.
To promote digital transformation (DX), Taiyo Holdings has a Chief Digital Officer (CDO). Under the leadership of the CDO, the IT Department acts as a hub that collaborates with Group IT subsidiary Funlead to drive business reform across all Group companies and divisions. Guided by our corporate philosophy, we have defined our MVV (Mission, Vision, and Values) and, under the motto “Be Professionals,” are pursuing “Offensive DX,” “Defensive DX,” and the “Reinforcement of the foundation to promote DX” to enhance our corporate value.
Moreover, in developing DX talent, we believe it is essential for the IT and business functions to move forward in tandem. For example, in the area of data utilization, we first provide data education primarily to young employees and volunteers in business units. Those who complete external training then serve as in-house evangelists, administering internal courses. We have set the number of DX professionals as a KPI for driving DX, and we are fostering a corporate culture in which data is routinely analyzed and decisions are made on that basis.
We have established area-based annual roadmaps for “Offensive DX,” “Defensive DX,” and “Reinforcement of the foundation to promote DX.” For 2028, our focus is on generating results from the projects that were planned or initiated at the time our DX strategy was formulated. Looking toward 2030, we will further expand our initiatives in line with evolutions in the business environment and technology by executing various measures to achieve these roadmaps.
