NICHINO Group places DX at the core of its management, aiming to achieve sustainable growth in a rapidly changing business environment. By combining on-site-driven execution capabilities with digital technology, we are not only improving operational efficiency but also challenging ourselves to create new value and transform business models. Moving forward, we will continue to solve social issues while also enhancing our corporate value through cross-departmental collaboration and human capital development.

Management Vision and DX Strategy

We have established a DX vision to create new value through a combination of on-site-driven capabilities and digital technology, positioning DX at the core of corporate management. Under our medium-term management plan, we explicitly identify DX as a pillar of “technological innovation and establishment of next-generation businesses,” and we are promoting companywide transformation through five projects: smart agriculture, smart factories, data-driven drug discovery, global strategy, and DX promotion.

Formulating and Executing Our DX Strategy

Our DX strategy is formulated to enhance existing businesses while simultaneously creating new ones.
Specific initiatives leveraging data and digital technologies include the AI image diagnostic app “Diagnose Your Crops with AI!” and drug discovery support using Auto-ML, as well as the digitization of manufacturing through MES implementation and the visualization of management information through GMS.

Promotion Systems and Human Capital Development

We are building cross-departmental promotion systems, focusing on our DX promotion project. We
support the use of tools such as Microsoft 365, RPA, BI, and Security and e-learning, promoting the improvement of IT literacy and the development of digital talent. Through promotion committees, training programs, and similar systems, we encourage autonomous initiatives by employees on-site.

IT Infrastructure and Security

We are progressively rebuilding our core systems and promoting the adoption of cloud technology, as well as standardization and automation. Through the implementation of systems such as MES and GMS, we are improving operational efficiency and strengthening traceability. In terms of cybersecurity measures, we are also enhancing our security framework and providing education to reinforce risk management.

Performance Indicators and Review

We set KPIs for each project to evaluate progress and results from both quantitative and qualitative perspectives. In this context, we have observed measurable outcomes, such as an increase in the number of compounds, more widespread use of diagnostic applications, and a greater number of cases of RPA implementation. Through regular reviews at meetings of the Board of Executive Officers and other forums, we continually reassess and improve this strategy.