FOR THE NEXT 100 YEARS
The Next 100 Years – Bridge to the Future Project
— A Second Founding: Toward the Next 100 Years —
More than 100 years have passed since our founding. Building on this history, we are taking our first steps toward the next 100 years—our “second founding.” This is a company-wide project in which employees themselves envision the “ideal state” for 2050 and shape that future through backcasting.
MISSION
What Is the Bridge to the Future Project? —
It began with our former president, Soichiro Matsuyama.
Kaoru Okuno, President and CEO
In February 2024, following the wishes of our former president, Matsuyama, a group consisting mainly of managers took part in a one-night, two-day retreat in Atami while still feeling anxious.
There, under the guidance of Ms. Junko Edahiro of Miraisouzoubu (dba For Future Company), we had the opportunity to learn the "Theory of Change" and "systems thinking"—envisioning the "ideal state" with 2050 as our target, and bringing about change from there through backcasting.
The reality was that, until then, we at Osaka Blower had been so occupied simply keeping up with the work in front of us that we had no room to think in this way.
On July 29, 2026, with our former president Matsuyama taking the lead, we held a company-wide kickoff meeting for the “G Project,” through which we aim to become a Global Niche Top company by envisioning our “ideal state” as we move toward the next 100 years. At the meeting, we formulated a medium-term management plan through 2030 and set out a concrete direction. Just as these activities were about to begin, Matsuyama suddenly passed away. We who remain will carry forward the aspirations he entrusted to us and strive to become a company that contributes to society.
In addition, through a variety of projects, our employees are not merely carrying out their day-to-day work but also pursuing personal growth and self-direction.
ENVIRONMENT
Three Structural Reform Concepts Envisioned in the Future Newspaper
Toward a Company Whose Core Business Directly Contributes to a Decarbonized Society
Starting with our exhaust gas recirculation (EGR) blower business, we contribute to a decarbonized society through our core products and services themselves, including blowers for fuel cells that make use of SOFC and SOEC technology, and turquoise hydrogen produced by electrolyzing water.
Toward a Sustainable Small or Medium-Sized Enterprise with Employee Self-Direction
With an eye toward the "Autonomous Society" predicted by the SINIC theory to emerge from 2025 onward, we are advancing self-direction in management through a shift in mindset brought about by reforming our personnel evaluation system, and by raising shareholder awareness through our executive and employee stock ownership programs.
Taking On the Challenge of a Mass-Production Business Model
We are introducing a production management system premised on standardizing design, parts, and manufacturing processes, moving away from our "made-to-order production model," in which every product is unique. We are taking on the challenge of a "mass-production model," including in the Second Business Division's fuel cell business.
Next-Gen Products
Employee-Led Projects
Since February 2024, we have held three company retreats in Atami.
To date, a cumulative total of 48 participants have repeatedly worked through the following process:
(1) using backcasting to envision the ideal state of the company in 2050;
(2) using systems thinking to consider the desired structure; and
(3) using the "Theory of Change" to realize the desired state.
Out of these retreats, five teams emerged as the "Bridge to the Future Project" (M Project): "Environment," "Reducing Individual Dependency," "Self-Initiated Creation," "International Expansion," and "Employee Well-Being." Through repeated meetings, they have advanced concrete activities.
As part of our medium-term plan, these teams were reorganized into the "G Project" (a project aiming to make Osaka Blower a "Global Niche Top" company in its field), and employee-led projects are now underway in the areas of "Environment," "Manufacturing and Cost Reduction," "Growth Support and Talent Development," "International Expansion," and "Employee Well-Being."
On July 29, 2026, at the kickoff of the new "G Project" (an initiative aimed at becoming a Global Niche Top company), all projects other than the Employee Well-Being Team were consolidated into the G Project and relaunched.
Environment, International Expansion, Cost Reduction, and Education form the pillars of the G Project. These are important initiatives in which every employee plays a leading role in connecting Osaka Blower to the next generation as we move toward the next 100 years.
Environmental Business Team
We believe that "addressing environmental issues" is the key to competitiveness and sustainability, and that the most important keyword in this context is "decarbonization." We aim to visualize the life cycle assessment of our exhaust gas recirculation (EGR) blower, currently Osaka Blower's main product, and use it to develop products with a lower environmental impact, thereby enhancing our brand strength and competitiveness.
International Business Team
We have so far focused our business primarily on the domestic market, but going forward we are positioning full-scale expansion into overseas markets as one pillar of our new growth strategy. We aim for sustainable business growth by steadily expanding our points of contact with overseas customers and developing new sales channels, while also considering the establishment of overseas production bases in the future.
Reducing Individual Dependency Team
Because certain tasks have become dependent on specific individuals, no one other than the person in charge knows the progress or can carry the work forward. This team aims to improve tasks that rely on a specific individual in this way. We are piloting improvements to this individual dependency within our EGR blower operations, and we believe that changing individual mindsets and communication is the first step toward reducing this dependency.
Employee Well-Being Team
We work to create a workplace where employees feel, “I'm glad I work at this company.” While valuing the voices of our employees, we make proposals aimed at improving both the work environment and job satisfaction, and work to create an environment where each employee can confidently make full use of their abilities. We are working toward a better workplace where employees and the company can continue to grow together.
