②MISUMI Management System to Accelerate Company Growth

　To enhance Customer’s Time Value through the advancement of the MISUMI MODEL, it is essential to “align” individual employee challenges at the organizational level and pursue them in a strategic and coordinated manner.
Through the management systems outlined below, the Group strengthens its global Dynamic Capabilities (adaptably to change), increases both the quantity and quality of individual challenges, and improves the probability of success.

　Within the MISUMI Group, executives are required to fulfill their responsibilities as business leaders by independently formulating their own growth strategies (Business Plans) and taking direct ownership of their execution.By having each organization develop its own Business Plan, we are able to formulate and execute highly effective medium‑ to long‑term business strategies, grounded in an accurate understanding of the markets they face (customers, competitors, market conditions, etc.) as well as their own organizational competencies.
　Business planning begins with the formulation of a strategy. Once the strategic direction is approved, specific numerical targets are set and translated into a budget. Within the approved scope, organizations are granted management discretion to execute their strategies autonomously.The Business Plans developed by each hub—Business Hubs, Region Hubs, Platform Hubs, and Model Development Hubs—are thoroughly reviewed and rigorously discussed by multiple executive officers. Through this process, each plan is refined into a strategically sound and well‑validated plan, incorporating not only the perspective of the individual organization but also collaboration and alignment with other organizations across the Group.
　Once finalized, these plans remain the responsibility of each organization, while at the same time being positioned as an integral part of MISUMI’s overall corporate strategy. Accordingly, the Group provides company‑wide support to ensure the successful execution of each plan.
 The process of business plan formulation itself—by encouraging executives to design their strategies on their own initiative—significantly enhances senior leaders’ growth mindset, strategic thinking, and proactiveness. This, in turn, fosters strong commitment and makes a substantial contribution to the development of senior management talent.

　To thoroughly promote initiatives for the advancement of the MISUMI MODEL on a global basis—and to collectively review, recognize, and share their progress and major achievements across the Group—we conduct the Company‑wide M‑Up (MISUMI‑Model Up) and, primarily within production‑related functions, the Q‑Up (Quality‑Up) programs every year.
　Under M‑Up, themes and results related to MISUMI MODEL innovation undertaken at individual workplaces (or across multiple organizations) are first evaluated through regional preliminary rounds. Themes that advance through the preliminaries then compete in Block Finals, in which the global MISUMI organization is divided into five blocks.Themes that win the Block Finals are presented at the Global Finals, where top awards, including the Grand Prize, are determined.
　Q-Up follows the same process, culminating in the selection of Global Excellence Awards.
　By sharing diverse initiatives from different regions globally through the Block Finals and Global Finals, these programs maximize mutual learning and further accelerate MISUMI MODEL innovation, serving as a critical platform for MISUMI MODEL advancement across the Group.

　The MISUMI Group holds "Management Forums" throughout the year as opportunities for Top Management to engage in direct dialogue with employees.Through these forums, management shares key management issues and progress on important strategies. Through open Q&A and discussions, the forums promote a shared understanding of challenges, foster mutual understanding between management and employees, and encourage collaboration across organizational boundaries.
　Management Forums are held at multiple organizational levels, including Company‑wide forums as well as organization‑level forums such as those conducted at individual hubs and departments.At MISUMI, we position Management Forums not only as opportunities to activate communication between leaders and members within each organization, but also as important venues for talent development and organizational development. To ensure that these forums are actively and consistently implemented across the Group, we have established Forum Promotion Committees company‑wide, with designated representatives in each organization taking the lead in planning and executing the forums.