We are pleased to share that DENSO is sponsoring SAE International’s 2021 WCX Digital Summit, taking place April 13-15. The sponsorship helps DENSO connect with industry leaders, while advancing the conversation of how the automotive world can create safer and more sustainable mobility through innovation and working together.

DENSO’s presence at this year’s show will include:

• A keynote presentation titled, “Edge Computing in ITS (Intelligent Transportation Systems),” on Wednesday, April 14, 11-11:30 a.m. ET. Roger Berg, vice president of North America Research and Development at DENSO, will discuss connectivity’s increasing role in mobility ecosystems.
• A panel called, “Leadership Summit: Evolution of the Vehicle Architecture,” on Tuesday, April 13, 4:15-5:30 p.m. ET. Mike Murzyn, vice president of Engineering in DENSO’s mobility products group, will discuss among others the growing need for collaboration in vehicle development as they become more complex.

To register, go here: https://bit.ly/3e19GpU

“I look forward to not only sharing how edge computing contributes to intelligent transportation systems, but also learning from other presenters about how they’re tackling our industry’s biggest issues,” said Berg. “SAE WCX is always a great give and take, underscoring the need for all of us to leverage each other’s strengths to make mobility cleaner, safer and more efficient.”

This year’s event arrives as DENSO is recommitting to its two great causes: “Green” – acting environmentally friendly – and “Peace of Mind” – creating seamless and safe mobility for all. This is part of Reborn 21, the company’s internal plan to build a leaner and more robust corporate structure and respond flexibly to new market needs. It will also propel DENSO toward its Long-term Policy 2030, focused on enriching mobility and the well-being of society.

Beyond 2030, DENSO aims to become carbon neutral by 2035. To accomplish this, the company is focusing on three areas: manufacturing, mobility products and energy use. DENSO has already begun the effort, recently launching its first CO₂ plant at its Anjo Electrification Center in Japan to capture and recycle carbon and help power the facility.

Today we announced DENSO is sponsoring and attending the National Society of Black Engineers’ (NSBE) 47^th Annual Convention, held virtually this year April 5-9. Our support is part of the company’s continued focus on improving diversity and inclusion (D&I) not just within our own walls, but across the automotive industry.

“Mobility is constantly evolving,” said Denise Carlson, vice president of DENSO’s North American Production Innovation Center and the company’s executive lead for D&I. “In order to meet its changing demands, we are building teams with people who have dynamic backgrounds and perspectives, which helps us innovate more quickly and create more impactful solutions. It’s why we’re at NSBE, and it’s crucial to our future success.”

During the event, we look to hire nearly 100 co-ops and interns for summer 2021, fall 2021 and spring 2022. Roles will be available at various DENSO locations, including our North American headquarters in Southfield, Michigan; our thermal manufacturing facility in Battle Creek, Michigan; and our manufacturing facilities in Osceola, Arkansas, and in Athens and Maryville, Tennessee. Know someone who might be interested? Send them here: https://bit.ly/3fcCHRI.

We also intend to hire participants for our IGNITE Program, a two-year rotational assignment that offers recent college graduates unique career development opportunities, virtually and in person, at different DENSO sites. These roles will be based in Southfield, Michigan; Plano, Texas; and Maryville, Tennessee. Direct those who might be a fit to this link: https://bit.ly/31B7bFi.

For more about our presence at this year’s event and why it’s important to creating more inclusive work environments, go here: https://bit.ly/3mqhO76

Global President Arima shares his New Year message with associates in a single Kanji: “Katsu”. President Arima explains three meanings behind the word:

1. Maximizing your energy
2. Inspiring each other
3. Liven up DENSO

This is his hope for DENSO and our associates in 2021!

Learn more in his video message, or click here to read an overview:

The work of our associates is integral to making DENSO the company it is today. Which is why we want to take a moment to thank and congratulate you for being part of the team that allowed us to be recognized on Fortune’s Global 500 list.

This list looks at the world’s largest, most successful companies, and who together employ 69.9 million across 32 countries. Being included among these big and best-known brands is a testament to the work you do every day to ensure we are delivering the best quality products to our customers and partners around the world.

We’re always looking for more people like you to help us continue to grow and succeed. If you know someone who would be a great fit for our team, send them our way – densocareers.com.

Hitozukuri: Human resource development

DENSO believes associates are our most important management resource. That’s why we focus on their training and skill development. We believe, “The best products are made by the best human resources.” As we look to achieve our Long-term Policy and success beyond 2030, we rely on a broad range of global initiatives to develop leaders who can take charge of new businesses and oversee the future of DENSO.

To learn more about Hitozukuri, click here.

Since our founding, DENSO’s Monozukuri – the art of making things – has integrated in-house technologies. It gives us the positive foundation to design and manufacture equipment, production lines, materials and processing methods. By doing so, we can provide society with the world’s most advanced groundbreaking technologies and products conceived by our R&D.

To learn more about Monozukuri and the keys to this strength, click here.

By accurately anticipating social needs, DENSO has created competitive products with a commitment to world-firsts. Our R&D activities are the foundation that allows us to create products and technologies in a wide range of industries. To create optimal products in each region, enhance the appeal of automobiles and contribute to the future automotive society, we operate technical centers and laboratories around the world.

To learn more about our R&D and the keys to this strength, click here.

Our Long-term Plan is a checkpoint in our journey to our Long-term Policy. But what will keep us on the right path to our Long-term Plan? Our Mid-Term Plan. With 2022 targets of ¥5.6 trillion and an operating margin of more than 8%, it focuses on three perspectives:

Taking on the Challenge of Creating New Value

• Establish de facto standards in integrated vehicle systems and lead the way in electrification and automated driving
• Create new value and business models for mobility services
• Position FA and agriculture as new business pillars
• Flexibly create new products in epicenters of innovation around the world

Strengthening Profitability to Support Future Growth

• Implement speedy business management through a smaller head office and headquarters and enhance Group companies in Japan and overseas
• Establish sources for competitiveness by creating innovative technologies using our key devices and establishing industry standards
• Realize unrivaled front-line capabilities through DANTOTSU plants and factory IoT
• Significantly accelerate development and bloster profitability through co-creation with business partners and business process innovation

Reforming Our Management Foundation

• Inherit the DENSO Creed and establish a solid foundation for quality and safety in new domains, such as robotics and digitization
• Draw on the power of individuals and maximize speed and front-line vitality by developing motivated human resources and utilizing cutting-edge IT
• Establish lean production systems throughout the supply chain and enhance the competitiveness of our manufacturing
• Develop businesses with an awareness of the Sustainable Development Goals in order to create a sustainable society

With these in the forefront of our minds, we’ll head into 2022 with the foundation necessary to reach our goals for 2026 and beyond. Let’s go!

We have a robust Long-term Policy that requires focus on the activities that will drive us to achieve our goals. As outlined in our Long-term Plan, we need to focus on these four fields:

1. Electrification – reducing environmental burden and realizing highly efficient mobility
2. Advanced Safety and Automated Driving – realizing a safe society without accidents, and free and comfortable mobility
3. Connected Cars – realizing a new mobile society that connects vehicles, people and goods
4. Non-Automotive Businesses (Factory Automation and Agriculture) – contributing to improved social and industrial productivity

For more details and explanation about each, click here.

With a keen focus on these four areas, we’ll not only reach our goals, we’ll contribute to the improvement of industrial and social productivity. Let’s go!

The path to achieving our Long-term Policy is our Long-term Plan. How does it do this? By guiding us in our evolution to an organization that acts with increased speed in an invigorating workplace.

Evolution requires change, and change must come from the top. That’s why the Long-term Plan has The Five Pillars of Management Reform:

1. Enhancement of Vehicle Perspective and Streamlining of Technological Development
2. Advanced R&D Function to Realize Agile Development Globally
3. Business Unit Evolution and Smaller but Stronger Headquarters
4. Global Management with Optimal Use of Group and Regional Power
5. Way of Working with Tremendous Speed and Efficiency

What do these mean? Click here to learn more. Let’s go!

Since DENSO was founded in 1949, we have taken our responsibility to society – both people and the environment – seriously. Throughout the years, this mindset and dedication has grown. Today, our commitment to sustainability is woven in many of our foundational and corporate initiatives. DENSO Philosophy. Long-term Policy 2030. It’s part of who we are.

That is why we deeply consider the impact our company has on global social issues and how we can address these issues. Developed by the United Nations in 2015, the Sustainable Development Goals (SDGs) are a way we can categorize, or focus, our efforts to ensure what we do and how we do it has a cumulative positive impact on global issues.

SDGs, a blueprint to achieve a better and more sustainable future for all, are 17 goals and 169 targets that address the global challenges we face and interconnect so that no one is left behind. This mindset – to provide a better future for all – is mirrored in the slogan of our Long-term Policy 2030, “Bringing hope for the future for our plant, society and all people.”

Taking a first step

After initial discussions about the meaning of SDGs and how they link to company goals, leadership at DENSO Mexico wanted to educate managers about these goals and their importance. With the help of an external SDG consultant, a 1-hour workshop was held for 60 associates from the general manager and above levels. In addition to getting a high-level view of each of the SDGs, attendees also learned best practices and implementation activities from other companies, institutions, special projects and individuals.

After some time to reflect and discuss the SDGs and how they impact DENSO Mexico, the 60 attendees were tasked with linking SDGs to current activities and 2020 plans.

In this article series, we’ll highlight DENSO activities that support these SDGs – if you have an activity you’d like to see highlighted, please email christine_olszewski@denso-diam.com.

Our Long-term Policy focuses on 2030, but how do we know if we are on the right path? That’s the purpose of our Long-term Plan for 2025. Designed to help us reach our 2030 goals, the plan is based on four focus fields:

• Growth – focus on the development and commercialization of new mobility fields – electrification, advanced safety/automated driving, connected cars – to drive growth with current customers and create opportunities with new customers.
• Profitability – further solidify our earnings base from components, while enhancing the profitability from our existing thermal management, energy management and information management technologies.
• Differentiation – strengthen the development of ECUs, semiconductors, sensors and motors to differentiate DENSO technology offerings from competitor’s products
• Organizational Capabilities – accelerate our business execution and create an invigorating workplace.

By nurturing these in one another, we will drive DENSO to meet its growth targets. Let’s go!

We’re in the mobility business, so it makes sense we have a plan for where we are going and how we get there. That’s what our Long-term Policy is – a vision for what we want DENSO to be in 2030.

So where are we going? Working as One DENSO, we want to develop sustainable mobility solutions that bring happiness and peace of mind to everyone. We’ll do this by focusing on three themes:

• Green – contribute to sustainability by increasing efficiency and reducing environmental impact
• Peace of mind – contribute to future mobility that is safer, more comfortable and convenient for everyone
• Inspiring – contribute to happiness for everyone through inspiring value-added offerings.

Together, we will get there. Let’s go!

This month, auto industry leaders and influencers gathered at the annual Center for Automotive Research’s (CAR) Management Briefing Seminars (MBS) in Traverse City, Michigan. And while the focus was on the future of the industry and the technologies that will drive it, there also was formal and informal discussions about the talent necessary to get the industry where it wants to be.

As part of a panel discussion, Kara Grasso, vice president of Strategic Operations at DENSO, spoke about how automotive and mobility companies can attract and retain technical talent as well as how a diverse workforce enables greater innovative thinking, brings different perspectives to the decision-making process and accelerates the pace of R&D.

In addition to having Grasso share her talent attraction insight, DENSO also sponsored the MBS Student Program, which provides undergraduate students interested in pursuing a career in the auto industry to participate in the event. Students had the opportunity to engage with industry leaders and executives to learn about current issues the industry faces as well as get first-hand experience with some of the advanced technologies that will be on future vehicles.

These activities, along with our IGNITE program, which offers new hires the opportunity to work in different jobs at various DENSO locations for two years, are ways in which the company is adapting to attract and keep a diversified workforce.

To learn more about Grasso’s remarks at MBS, read this Automotive News article.

The first female CEO of a major global automaker was appointed just five years ago. In Silicon Valley, 95% of the tech workforce is white males. Fifty-four percent of employees believe their employers could do more to promote gender equality.

Diversity and inclusion are issues that permeate all industries, not just automotive. At DENSO, we are taking active steps to change that narrative.

That’s why today, we are thrilled to announce we have named Denise Carlson, vice president, North American Production Innovation Center and Safety, Health and Environment, as Executive Lead of North American Diversity and Inclusion (D&I). Carlson, who was one of the first female engineers hired at DENSO, has been a part of DENSO for nearly 25 years.

We spoke to Denise on her new role and how D&I will help us reach long-term goals and shape the future of mobility.

Why is diversity and inclusion important?

First and foremost, accepting and respecting people of all races, ages, genders, ethnicities, backgrounds and cultures is the right thing to do.

Second, embracing D&I is one of the best ways to spark innovation. When we bring together diverse groups of people, it opens our eyes to the fact that there is always more than one way to achieve the same goal. Diverse groups offer unique perspectives to difficult challenges, break the cycle of inside-the-box thinking and bring great new ideas and opportunities to the table, which is critical for a company wanting to innovate.

This is particularly important for DENSO. We’re undergoing tremendous change – from a shift in business strategy to a focus on software-based solutions. Constant innovation is crucial if we want to remain competitive and best serve our customers.

 What are you most excited about in your new role?

To start, I want to say that creating this position is a significant and symbolic moment at DENSO and I’m honored to be a part of it. Yes, we have D&I efforts already in place, but this shows the world we have a stake in the ground to truly progress in this area.

I am looking forward to working closely with our manufacturing facilities across North America to align on what D&I is, our goals and why it needs to be an integral part of daily functions. My hope to eventually create a work environment where diversity and inclusion is no longer a topic of discussion – because it’s engrained in the way we do business.

What does DENSO currently do for its D&I efforts?

In 2016, DENSO established the North American D&I Council to develop a three-year strategy to create and implement a culture of inclusion that promotes the diversity of all associates. We currently have D&I training for leaders at every level to strengthen understanding of D&I. At DENSO, our leaders are the champions behind this effort. They are committed to fostering an inclusive and diverse environment.

Other action items include:

• DENSO’s annual engagement survey features D&I indices so we can measure associates’ impressions of D&I at DENSO
• The establishment of Business Resource Groups, which are voluntary, team-member-led groups who share their unique insights and experiences to further strengthen our company through our commitment to D&I and team member engagement. Groups help foster a diverse, inclusive workplace aligned with our mission, values, goals, and objectives.
• We partnered with inQUEST, a leader in the D&I space, to assist us on our journey. We’re not experts in this space – yet! – and inQUEST will help us harness diversity and create an inclusive culture that ignites innovation and drives results.

Finally, it’s important to point out that diversity and inclusion are two separate things. Diversity is the collection of our similarities and differences based on characteristics that we are born with, experiences we have had and choices we have made. Inclusion occurs when people are welcomed, valued, respected and heard.

There’s more to do to be sure, and I look forward to working with associates around the country to lead that charge.

To read the press release announcing Denise’s new role at DENSO, click here.

Today, we’d like to announce executive leadership changes and appointments across its North America organization to advance our long-term commitment to create new value for the future of mobility.

Effective April 1, 2019, these executive changes are an example of how DENSO is changing the way we operate to achieve our Long-term Policy 2030. Specifically, these changes are part of Management Reform.

Part of long-term policy 2030, Management Reform is DENSO’s approach to transform our management team and structure to work with tremendous speed and efficiency. This will help us remain competitive, allowing us to operate more efficiently and accelerate our decision-making process.

Watch the video to learn more about the changes:

North America Executive Leadership Changes

Executive Officers:

Shinichi Nakamizo will serve as executive officer of DENSO Corporation. In addition, he will serve as executive officer of North America Manufacturing and president of DENSO Manufacturing Tennessee (DMTN). He will transition from his current role as president of DENSO Manufacturing Mexico (DNMX).

Steve Milam will serve as executive officer of DENSO Corporation. In addition, he will serve as North America Corporate executive officer, executive officer of North America Powertrain Systems Business, and executive officer of Electrification Systems Business. He will transition from his current role as chief executive officer of DENSO’s North America Thermal Systems Center (TAC) Business Group.

Jack Helmboldt will resign as executive director of DENSO Corporation and retire as president of DENSO Manufacturing Tennessee. He will continue to serve as president emeritus of DMTN, and executive advisor to DENSO, providing guidance, knowledge and support to DENSO’s business operations and manufacturing leadership development. Helmboldt will also continue to serve as a representative for DENSO in its External Affairs, government and community efforts.

Business Leaders:

Andris Staltmanis will serve as North America Thermal Systems Center (TAC) Business lead. He will transition from his current role as president of DENSO Manufacturing Michigan (DMMI).

Marty Deschenes will serve as North America Gasoline Systems Business lead and North America Exhaust Aftertreatment Systems Business lead. In addition, he will serve as president of DENSO Manufacturing Athens Tennessee (DMAT). He will transition from his current role as Electrification Systems Business lead and vice president of Electrification Systems at DMTN.

Shuji Kimoto will serve as head of Motors Manufacturing Division 2 for DENSO Corporation. He will transition from his current role as president of ASMO North Carolina.

Masanori Iyama will serve as North America Motors Business lead. In addition, he will serve as president of DENSO Manufacturing North Carolina, previously known as ASMO. Effective April 1, 2019, ASMO will be integrated into DENSO and assume its name as DENSO Manufacturing North Carolina (DMNC). Iyama will transition from his current role as head of Motor Planning Division for DENSO Corporation.

Jon Callies will serve as North America Electric Components Business and North America Electrification Components Business lead. He will transition from his current role as director of Electrification Manufacturing at DMTN.

Functional Leaders:

In addition to his executive officer appointment, Steve Milam will serve as head of North America Human Resources.

Yukio Asano will end his expatriate assignment and return to Japan. He will transition from his current role as executive vice president of Corporate Function.

Makoto Hasegawa will serve as head of North America Corporate Division Finance Group. He will transition from his current role as executive coordinator of Corporate Function.

Dave Grimmer will serve as head of North America Production Innovation Center (NAPIC) Division. He will transition from his current role as vice president of HVAC Operations at DMMI.

Satoshi “Scott” Inukai will serve as head of Mobility Systems Manufacturing for DENSO Corporation. He will transition from his current role as senior vice president of NAPIC Division.

Affiliate Leaders:

In addition to his executive officer appointment, Shinichi Nakamizo will serve as president of DMTN. He will transition from his current role as president of DNMX.

Mitsuru Kato will serve as president of DNMX. He will transition from his current role as director of Production Engineering Division for DENSO Corporation.

In addition to his role as business lead, Marty Deschenes will serve as president of DMAT. He will transition from his current role as Electrification Systems Business lead and vice president of Electrification Systems at DMTN.

Takeshi Nagasaka will end his expatriate assignment and return to Japan. He will transition from his current role as president of DMAT.

Kevin Carson will serve as president of DMMI. He will transition from his current role as vice president of Engine Cooling Module (ECM) Operations for DENSO’s TAC Business Group.

In addition to his role as business lead, Masanori Iyama will serve as president of DMNC. He will transition from his current role as head of Motor Planning Division for DENSO Corporation.

Global Personnel & Organizational Change:

DENSO Corp. also announced today changes to its executive structure and management team to operate more efficiently and accelerate its decision-making process, and to ensure the right people are in the appropriate positions during this critical time, effective April 1, 2019.

With the increasing deployment of vehicle electrification and automated driving technologies, DENSO also announced changes to its global organizational structure, effective April 1, 2019. Thus, its chassis control business section will be separated from the Electric Components Business Unit and become the Chassis Control Components Business Unit. This will allow for more dedicated focus and accelerated R&D and collaboration.

For more information about global personnel and organizational changes, click here.

DENSO’s Long-term and Mid-term Policies are Lean Management Tools

Did you ever wonder why we roll out Mid-term and Long-term policies every few years? Why do we call them policies? And what do they even mean to me? We assure you, there’s a method to our madness. And there’s even a name for the method we use. It’s called Hoshin Kanri.

Hoshin Kanri

Our Long-term Policy sets a long-term goal looking approximately ten years ahead. This approach, the word “policy” comes from “hoshin kanri”.

Hoshin Kanri is a method for ensuring that the strategic goals of a company drive progress and action at every level within a company. Also called Policy Deployment, Hoshin Kanri is an approach that strives to get every associate pulling in the same direction at the same time. It achieves this by aligning the goals of the company (Strategy) with the plans of middle management (Tactics) and the work performed by all associates (Operations). This approach is at the heart of lean manufacturing and Six Sigma.

HOSHIN = Direction or Sharp Needle. Kanri = Management. The two words together = Compass

The Method: Our Planning Process

• Our Long-term Policy sets a long-term goal looking approximately ten years ahead.
• The Mid-term Policy specifies mid-term strategies necessary to achieve our Long-term Policy.
• The Mid-term plan is subsequently broken down in to the Annual Plan. These plans are finally incorporated in the annual activity target and daily efforts for each of us.

Shared Vision

It’s a proven fact we perform best when we have a purpose. Hoshin Kanri helps create a global purpose, and provides focus and drive toward specific goals. When we understand WHY things are important, it helps us do our jobs.

Right now, our leadership teams are working on annual planning for Fiscal Year 2019. These plans will help each business group, product group, team and individual associate, determine their targets and actions for the next year – the targets and actions that will help us get one step closer to our long-term vision goal.

Learn more about our vision for the future here.

We’ve been hearing a lot of buzzwords, lately: paradigm shift, mobility, change. What does it all mean, and how does it apply to our jobs here at DENSO? Are they mere words, or are we really going to see their effect?

I had the honor of attending the New Year Ceremony event on January 9 to hear President Arima’s special message live. With all of the excitement of President Arima’s speech winding down, and we’ve all hopefully had time to digest it, I figured it was time to share my thoughts. (For those who have not heard Arima’s New Year message, check it out here! Or read DENSO’s long term plans here!)

It’s important that we get a discussion going about this, so please share your thoughts in the comments, below.

Here is my takeaway:

1. It was awesome that our President came to visit us here in North America! Before this year, I wasn’t even aware that this type of event took place at DENSO. Rotating the New Year’s message to a different location every year is a much more inclusive, global approach. (This is a major proof point of DENSO starting to change!)
2. The automotive industry is changing at an accelerating pace. (It’s not just changing, but the rate of change is picking up speed!) It’s a very good sign for DENSO’s future that our President recognizes this. We cannot assume that change will happen at the same ol’ pace, or we will get left behind. Companies like Blockbuster, Polaroid, and Borders were not able to adapt quickly – as a result, they failed to stay relevant. This is a potential reality that could happen to any company. (We cannot assume DENSO is immune to this.) I plan on discussing technological changes/progress in more detail in a future blog post, so stay tuned for that.
3. One key take-away is that we must be ready to move faster. This is critical, because I’ve seen –firsthand– that our primary customer complaint is that we are too slow. (Usually while complementing our excellent quality, in the very next breath.) We, as a company – as one big 170,000+ person team – are now tasked with learning to move faster, while maintaining our quality. This is no easy task, but I know we’re up to it!
4. The buzzwords I mentioned up top are not mere words. One example that President Arima gave was about a fully automated and electric vehicle (around 10 minutes and 20 seconds into the video of his speech). Is it developed by Amazon? Google? Some new high-tech start up? No; DENSO helped to make that dream come true! This proves that we’re not all talk. We are taking action! (That was my favorite part of President Arima’s talk!)
5. Given that this is considered our “Second Founding”, I was expecting a very specific announcement. Like “We will be paring with Google and changing our company name to Den-Google!” (Not exactly that, of course!) I’m a bit relieved it was nothing that extreme, but I’ll admit: Part of me wanted some singular huge thing to stand out. I was left thinking: “OK, it’s great that we’re ready to move quickly as the industry changes…but what are the next steps?”
6. As a GM resident engineer, I’m seeing and hearing first-hand GM strongly pushing the direction of autonomous vehicles, and electrification, as part of their Zero, Zero, Zero policy. This meshes well with DENSO’s future plans. It’s an encouraging sign to see that more big companies (like GM and us!) are aligning about the future. Internal Combustion Engines are not going to be completely gone for some time now…but the future truly is going to be autonomous and electric vehicles, which changes everything.
7. I’m starting to see more and more indications that the “automotive industry” has become the “mobility industry”. This makes sense. It’s not just about personal vehicle ownership, anymore. Even in one of my links above, regarding DENSO’s long term plans: The word “automotive” is mentioned 3 times. The word “mobility” is used 5 times.
8. It was a very lovely time meeting people from different regions at DENSO! Everyone seemed to have a great time, overall. Even an introvert like me had a good time, and I’m glad that I went. If you ever find yourself invited to a global event like this in future years, I recommend that you jump at the chance! You’ll find that you have a lot in common with people from other regions; we share a lot of the same challenges in our day to day life.

Agree or disagree with me? Or want to share your thoughts on the message? Please leave your comments, below!

Meet Dustin Mitchell, DENSO engineer and blogger. DENSO is committed to a culture where every associate’s diverse talents and strong passion enable us to contribute to a better world. What’s at your core? What are you passionate about? What drives and motivates you? We want to hear from you.

DENSO Spirit has been our guiding principles, the foundation, behind our innovation, quality, determination, and customer focus over the past 70 years.

As DENSO has grown to more than 170,000 people, 220 facilities, operating in 35 countries and regions around the world, we have drifted from our spirit.

In his New Year message, President Arima challenged: “Because we are busy, are we missing our foundational spirit? Are we avoiding risks?”

To achieve our long-term policy goal, and lead a transformation in the automotive industry, Arima challenges associates to go back to our spirit – strengthen our understanding and practice of our guiding principles. He redefines the DENSO Spirit values to help bring them to life for associates:

Think Things Through

“‘Thinking things through’ means identifying the deeper meaning behind the issue, not just looking at the surface. I want you to think, think and think through with a future-oriented view,” Arima said. “The more you think, the more you see what you should do.”

Come Together

“When we gather our individual power, we can maximize our performance, make changes and keep on challenging.”

Get Things Done

“When you find what you should do, then get things done. The bigger dream you have, the bigger challenge you will face. You are the owner of your dream. It is your job.”

Watch videos on how our Mexico team is thinking things through, coming together and getting things done.

DENSO’s long-term policy, which was launched last year, guides the company toward our 2030 goal: to create and inspire new value for the future of mobility.

As a company, DENSO announced a shift in business strategy, expanding into software-based solutions in addition to our hardware expertise. This pushes our focus beyond car parts, looking at services like car sharing, and software and technologies that advance mobility (connecting cars, people and things to improve freedom of movement).

Shifting our strategy is only the beginning. In his New Year message and in our long-term policy, President Arima stresses the importance of our people to craft the future.

“To overcome this paradigm shift, which is bringing about unprecedented change, and realize further growth, all of our associates must be keen on anticipating change and taking on new challenges under the strong conviction of delivering new value to the world,” Arima states in the long-term policy. “We view this period of change as the era of our second founding, and I believe that each of our associates must take action by carrying out their [commitments] in a highly energetic manner if we are to accomplish this second founding.”

In Japan, every year, associates look forward to the president’s New Year message. Associates are eager to hear about the company direction and president’s expectations for associates moving forward.

This year, President Arima gave his New Year message in a different region – North America – and, presented to a global audience. Why?

DENSO is about to change.

In his introduction to President Arima, Ken Ito, president and CEO of DENSO International America, explained why Detroit and North America was a symbolic location for DENSO’s first global New Year Ceremony outside of Japan:

“More than 100 years ago Henry Ford launched the first assembly line down the street from this very building. That innovation helped spark a radical transformation of both manufacturing and society. It gave people freedom of mobility and changed the way people worked and lived.”

President Arima ‘s message echoed President Ito’s words:

“DENSO is about to change. Why are we changing? Because we are facing a great transformation in society.”

He talked about the radical transformation the automotive industry is undergoing. Today, autonomous driving is becoming a reality. Products are changing with electrification. Cars are no longer only for transportation; they’re connecting people to infrastructure and home life.

“Who will make these dreams come true,” Arima challenges. IT companies such as Amazon or Google? No, DENSO. We have a power to make things true in the real world.”

Stay tuned to learn more about President Arima’s message, his vision for our future, and expectations for associates.

On January 9, more than 400 associates from around the world gathered in the Detroit area for DENSO’s first Global New Year Ceremony event. Check out highlights from the event below, and shout-out to all the people who helped make it a success.

Stay tuned throughout the month to learn more about President Arima’s message, his vision for our future, and expectations for associates.

Highlights

For the first time in DENSO’s history, President Koji Arima delivers the New Year Message to associates from North America.

Associates pack more than 500 toiletry bags for The Children’s Center, with the help of DENSO Cobotta robot.

Old friends and new: Associates of all levels, and from various regions around the world, strike a pose at the photo booth to commemorate their experience.   

Celebrating Brand Champions: The New Year Ceremony Project Team present special gifts to representatives from AFCO and DWAM, and to President Koji Arima, a WWE fanatic

More photos and videos coming soon!

Thank You Volunteers!

Great Job Project Team!

Every year, DENSO’s president shares a special New Year message to set the company direction, unite and inspire DENSO’s associates globally. This year was different.

For the first time in our company history, DENSO’s Global President Koji Arima gave his speech in a different region – North America. On January 9, more than 400 associates from DENSO locations around the world gathered in the metro Detroit area to hear his message in person. President Arima’s message was also live streamed to all of DENSO’s 170,000 associates across the globe.

In his speech, President Arima talked about DENSO’s second founding, the largest shift in business strategy in DENSO’s 70-year history, his vision for DENSO, and expectations for associates.

Missed the live stream?

Watch the full video of President Arima’s speech below. (approximate time: 30 minutes)

What did you think of President Arima’s message?

Share your comments below! What inspired you most, what questions do you have, what will you do differently in 2019.

As you likely heard, we recently announced DENSO’s second founding. What does this mean? It’s our largest shift in business strategy in our 70-year history to face the rapid changes in the automotive industry, the competition, ensure future success and achieve our 2030 goals. To learn more about DENSO’s vision and commitment to becoming the leading global mobility supplier, click here for the full news release.

With the news now public, DENSO’s North America President, Ken Ito, and Senior Vice President of Engineering Bill Foy spoke with leading industry news publication Automotive News about DENSO’s transformation. Ito said it’s important for the company to innovate with new technology, but also to enhance our current offerings.

“Our question is how we can transform our commodity products by adding value,” Ito told Automotive News. “For example, the air conditioner. As it is today, it could become a commodity. But in the future, instead, it could be combined with safety functions to add value, or combined with the functions of autonomous driving. We are focused on finding new value.”

The article also shares more details about DENSO’s renewed R&D and technology focus, which includes cloud computing and artificial intelligence. Still, Foy said even as DENSO moves into new fields, it will not abandon the many product areas that have been – and still are – critical for automakers.

It is this unique expertise and capability in legacy technologies and new ones that position us well for the future and will allow us to achieve our Long-Term Policy 2030. Everyone has an important role to play in our strategy shift and as we continue to shape the future of transportation – from car sharing, to automated driving and connecting cars and cities.

Read the Automotive News story here.

Earlier this month, associates drove a Lexus RX equipped with DENSO’s Advanced Driver Assistance System (ADAS). The active driving system can take over a vehicle and assist in avoiding traffic accidents, should a driver be distracted. Associates drove the vehicle at 15 mph toward a target and within seconds, ADAS stopped the car and protected the passengers.

The event showcased the impact of quality for associates and showed first-hand how producing a quality product plays a critical role in the future of mobility.

Hear what associates had to say about their experience:

At the 2018 Consumer Electronics Show (CES), we talked to Ridecell & ThinCI about our strategic partnerships & business opportunities. Our Senior Vice President of Engineering Bill Foy, and Tony Cannestra, director of Corporate Ventures, also weigh-in on why DENSO is partnering up.

You’ll hear more about our partnerships with these companies & others in months to come—stay tuned!

DENSO’s Silicon Valley (Calif.) office opened in 2011 to focus on emerging areas of advanced software technologies and to pursue venture capital investments.

Bill Foy, senior vice president of Engineering at DENSO, and Tony Cannestra, director of Corporate Ventures, talk about why venture capital is an important, strategic move for DENSO.

Not only does investing in entrepreneurs and startups allow us to strengthen and grow our core automotive business, it allows us to branch out into new, emerging technology and non-automotive business areas. It also pushes DENSO to think differently.

Learn more from Bill and Tony in the video below:

This month, more than 200 leaders from across the globe headed to DENSO’s global headquarters in Japan for the annual Global Leadership Conference. Leaders showcased new activities in their regions, discussed challenges, and talked opportunities as we all work toward our global long-term 2030 vision, and 2025 goals.

Click on the video below to hear Kara Grasso, vice president of Sales in Southfield, Mich., share an overview of the topics and themes from this year’s global conference, including what North America presented.

For North America, Bill Foy, senior vice president of Engineering, presented on the importance of our role globally for DENSO, and our plans to strengthen regional management. The automotive industry is shifting to focus more on electrification, connected and autonomous technologies. This shift is being led mainly in the North America region, which is why DENSO in North America is in a position to play a bigger role in these areas for DENSO globally.

With the introduction of DENSO’s Crafting the Core brand, you’re going to be hearing a lot about what’s at the core of DENSO. And you can rest assured that there’s a lot there. Our associates are the core of everything we do. Our unwavering commitment to quality and safety is at the core of products. Our company strives to be a core part of our communities. And there’s much more. Since you are what’s at our core, we want to know what’s at your core. What drives you to wake up every day, head to work and ensure nothing but the very best products go out our doors bearing the DENSO name?

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