Pursuing Growth Through Medium-Term Management Plan [Step III]
First written in FY2016. 25 of 39 entries say "Restated". Latest entry: 2026-10-07.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「Medium-Term Management Plan 2026 identifies “strengthening on-site capabilities” as the highest-priority issue. To give substance to this objective, the Group will focus on “technology development” including construction automation, “DX promotion” through measures to improve productivity and safety, and “human resources development” including the development of self-directed personnel.」
The Group is moving from the final year of Medium-Term Management Plan 2023 to Medium-Term Management Plan 2026 (FY2026–FY2028), centered on on-site capabilities, technology development, DX, human resources development, and business portfolio transformation. - FY2026-H1RestatedAnnual report
「The Group is working on the final year of Medium-Term Management Plan 2023 (FY2023–FY2025).」
The Group reaffirms that it continues to work on the final year of Medium-Term Management Plan 2023. - FY2025AdvancedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2023 (FY2023–FY2025), announced by the Group on 10 May 2023, the Group has completed the second year and entered the final year, the fiscal year ending March 2026. It will renew its efforts to advance the business strategy and accelerate initiatives for further growth.」
The Group has completed the second year of Medium-Term Management Plan 2023 and entered its final year, the fiscal year ending March 2026, moving to accelerate its initiatives. - FY2025-H1RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2023 (FY2023–FY2025), announced on 10 May 2023, the Group positioned the period as “Next Challenge Stage III” and defined its business strategy as: “Create an environment in which employees can engage in business with pride without losing what makes Nittoc distinctive, earn customer trust and establish the brand. By constantly considering the meaning of the Company’s existence through its business and keeping its desired future state in mind from a long-term perspective, people and the Company will grow together.” The Group is addressing five challenges: “securing and developing human capital,” “improving productivity,” “strengthening occupational safety, health, and quality management,” “promoting sustainability management,” and “taking on challenges in new fields,” with the aim of achieving consolidated operating income of ¥16.1 billion over the three-year period, a 5% increase over the results of the previous medium-term plan, and pursuing sustained growth in corporate value through ongoing investment of the profits generated.」
The period, theme, five challenges, target consolidated operating income of ¥16.1 billion over three years, and policy of ongoing investment are reiterated without change. - FY2024-Q3RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2023 (FY2023–FY2025), announced on 10 May 2023, the Group positioned the period as “Next Challenge Stage III” and defined its business strategy as: “Create an environment in which employees can engage in business with pride without losing what makes Nittoc distinctive, earn customer trust and establish the brand. By constantly considering the meaning of the Company’s existence through its business and keeping its desired future state in mind from a long-term perspective, people and the Company will grow together.” The Group is addressing five challenges: “securing and developing human capital,” “improving productivity,” “strengthening occupational safety, health, and quality management,” “promoting sustainability management,” and “taking on challenges in new fields,” with the aim of achieving consolidated operating income of ¥16.1 billion over the three-year period, a 5% increase over the results of the previous medium-term plan, and pursuing sustained growth in corporate value through ongoing investment of the profits generated.」
The period, business strategy, five challenges, target consolidated operating income of ¥16.1 billion over three years, and policy of ongoing investment of profits under Medium-Term Management Plan 2023 are reiterated without change. - FY2024-Q1RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2023 (FY2023–FY2025), announced on 10 May 2023, the Group positioned the period as “Next Challenge Stage III” and defined its business strategy as: “Create an environment in which employees can engage in business with pride without losing what makes Nittoc distinctive, earn customer trust and establish the brand. By constantly considering the meaning of the Company’s existence through its business and keeping its desired future state in mind from a long-term perspective, people and the Company will grow together.” The Group is addressing five challenges: “securing and developing human capital,” “improving productivity,” “strengthening occupational safety, health, and quality management,” “promoting sustainability management,” and “taking on challenges in new fields.”」
The period, theme, business strategy, and five challenges of Medium-Term Management Plan 2023 are reiterated. - FY2023ReframedAnnual report
「Under Medium-Term Management Plan 2023 (FY2023–FY2025), announced on 10 May 2023, the Group adopted “Next Challenge Stage III” as its theme and defined its three-year business strategy as: “Create an environment in which employees can engage in business with pride without losing what makes Nittoc distinctive, earn customer trust and establish the brand. By constantly considering the meaning of the Company’s existence through its business and keeping its desired future state in mind from a long-term perspective, people and the Company will grow together.”」
The Group moved from Stage II of Medium-Term Management Plan 2020 to Stage III, revising the FY2023–FY2025 plan around Nittoc’s distinctiveness, pride, brand, human capital, and sustainability. - FY2023-Q3RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2020 (FY2020–FY2022), announced on 8 May 2020, the Group adopted “Next Challenge Stage II” as its theme and defined its three-year business strategy as “securing workers and improving productivity centered on achieving work-style reform,” “securing customer trust, responding to market expectations, and expanding the business,” and “anticipating long-term changes in the construction market, strengthening technical and sales capabilities in the maintenance and repair field, and seeking to expand market share through the development of superior technologies.”」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated. - FY2023-Q2RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2020 (FY2020–FY2022), announced on 8 May 2020, the Group adopted “Next Challenge Stage II” as its theme and defined its three-year business strategy as “securing workers and improving productivity centered on achieving work-style reform,” “securing customer trust, responding to market expectations, and expanding the business,” and “anticipating long-term changes in the construction market, strengthening technical and sales capabilities in the maintenance and repair field, and seeking to expand market share through the development of superior technologies.”」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated. - FY2023-Q1RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2020 (FY2020–FY2022), announced on 8 May 2020, the Group adopted “Next Challenge Stage II” as its theme and defined its three-year business strategy as “securing workers and improving productivity centered on achieving work-style reform,” “securing customer trust, responding to market expectations, and expanding the business,” and “anticipating long-term changes in the construction market, strengthening technical and sales capabilities in the maintenance and repair field, and seeking to expand market share through the development of superior technologies.”」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated without change. - FY2022-Q3RestatedAnnual report
「Under Medium-Term Management Plan 2020 (FY2020–FY2022), announced on 8 May 2020, with “Next Challenge Stage II” as its theme, the business strategy for the three-year period was to “secure workers and improve productivity centered on achieving work-style reform,” “secure customer trust, respond to market expectations, and expand the business,” and “anticipate long-term changes in the construction market, strengthen technical and sales capabilities in the maintenance and repair field, and seek to expand market share through the development of superior technologies.”」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated. - FY2022-Q2RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2020 (FY2020–FY2022), announced on 8 May 2020, the Group adopted “Next Challenge Stage II” as its theme and defined its three-year business strategy as “securing workers and improving productivity centered on achieving work-style reform,” “securing customer trust, responding to market expectations, and expanding the business,” and “anticipating long-term changes in the construction market, strengthening technical and sales capabilities in the maintenance and repair field, and seeking to expand market share through the development of superior technologies.”」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated. - FY2022-Q1RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2020 (FY2020–FY2022), announced on 8 May 2020, the Group adopted “Next Challenge Stage II” as its theme and defined its three-year business strategy as “securing workers and improving productivity centered on achieving work-style reform,” “securing customer trust, responding to market expectations, and expanding the business,” and “anticipating long-term changes in the construction market, strengthening technical and sales capabilities in the maintenance and repair field, and seeking to expand market share through the development of superior technologies.”」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, human resources, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated. - FY2021RestatedAnnual report
「Under Medium-Term Management Plan 2020 (FY2020–FY2022), with “Next Challenge Stage II” as its theme, the business strategy for the three-year period was」
The period, theme, and plan centered on human resources, productivity, maintenance and repair, and challenges in new fields are reiterated. - FY2021-Q3RestatedAnnual report
「Under Medium-Term Management Plan 2020 (fiscal 2020 to fiscal 2022), with "Next Challenge Stage II" as its theme, the business strategy for the three-year period was to "secure and improve the productivity of the workforce with the realization of work-style reform as its central focus," while "securing customer trust, meeting market expectations and expanding the business," and at the same time "strengthening technical and sales capabilities in the maintenance and repair field in anticipation of long-term changes in the construction market, and seeking to expand market share through the development of superior technologies."」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated. - FY2021-Q1RestatedAnnual report
「Against this business backdrop, under Medium-Term Management Plan 2020 (FY2020–FY2022), announced on 8 May 2020, the Group adopted “Next Challenge Stage II” as its theme and defined its three-year business strategy as “securing workers and improving productivity centered on achieving work-style reform,” “securing customer trust, responding to market expectations, and expanding the business,” and “anticipating long-term changes in the construction market, strengthening technical and sales capabilities in the maintenance and repair field, and seeking to expand market share through the development of superior technologies.”」
The period, theme, and business strategy of Medium-Term Management Plan 2020, centered on work-style reform, productivity improvement, customer trust, and strengthening the maintenance and repair field, are reiterated without change. - FY2020ReframedAnnual report
「Under Medium-Term Management Plan 2020 (fiscal 2020 to fiscal 2022), with "Next Challenge Stage II" as its theme, the business strategy for the three-year period was to "secure and improve the productivity of the workforce with the realization of work-style reform as its central focus," while "securing customer trust, meeting market expectations and expanding the business," and at the same time "strengthening technical and sales capabilities in the maintenance and repair field in anticipation of long-term changes in the construction market, and seeking to expand market share through the development of superior technologies."」
The Group moved from Medium-Term Management Plan 2017's "Next Challenge" to Medium-Term Management Plan 2020's "Next Challenge Stage II." Work-style reform, securing the workforce, improving productivity, customer trust and strengthening the maintenance and repair business became the pillars of the new plan. - FY2020-Q3RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The plan's period, theme and focus on building a foundation for growth in the repair and renewal era are reiterated without change. - FY2020-Q2RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The plan's period, theme and focus on building a foundation for growth in the repair and renewal era are reiterated without change. - FY2020-Q1RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The plan's period, theme and focus on building a foundation for growth in the repair and renewal era are reiterated without change. - FY2019-Q3RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The plan's period, theme and focus on building a foundation for growth in the repair and renewal era are reiterated without change. - FY2019-Q2RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), announced on 9 May 2017, with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The plan's period, theme and focus on building a foundation for growth in the repair and renewal era are reiterated without change. - FY2019-Q1RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The plan's period, theme and focus on building a foundation for growth in the repair and renewal era are reiterated without change. - FY2018RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The Group maintains the plan's period, theme and positioning as a foundation for growth in the repair and renewal era. - FY2018-Q3RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), announced on 9 May 2017, with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The period of Medium-Term Management Plan 2017, its Next Challenge theme and its focus on building a foundation for growth in the repair and renewal era are reiterated. - FY2018-Q2RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The period of Medium-Term Management Plan 2017, its Next Challenge theme and its focus on building a foundation for growth in the repair and renewal era are reiterated. - FY2018-Q1RestatedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), with "Next Challenge" as its theme, the three-year period was positioned as "a period for building a foundation for growth in preparation for a new era in which Japan's infrastructure shifts from new construction to repair and renewal."」
The plan's period, theme and positioning as a foundation for growth in the repair and renewal era are reiterated without change. - FY2017ReframedAnnual report
「Under Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019), the theme is “Next Challenge,” and the three-year period is positioned as a period for “building a foundation for growth toward a new era in which Japan’s infrastructure shifts from new construction to repair and renewal.”」
After completing the final year of Step III, the Group moved to Medium-Term Management Plan 2017 (fiscal 2017 to fiscal 2019). The theme changed from “Challenge for Growth” to “Next Challenge,” with building a foundation for growth in the repair-and-renewal era at the center of the plan. - FY2017-Q2RestatedAnnual report
「Under Medium-Term Management Plan [Step III] (fiscal 2014 to fiscal 2016), the Group is pursuing the theme of Nittoc’s “challenge” toward growth, while building business strategies and an organizational structure designed to secure earnings efficiently and anticipate future changes in the construction market.」
Step III is positioned as a challenge for growth, while efficient earnings generation and the development of business strategies and an organizational structure continue. - FY2017-Q1RestatedAnnual report
「Under Medium-Term Management Plan [Step III] (fiscal 2014 to fiscal 2016), the Group is pursuing the theme of Nittoc’s “challenge” toward growth, while building business strategies and an organizational structure designed to secure earnings efficiently and anticipate future changes in the construction market.」
Step III is continued as a challenge for growth, with efforts focused on securing earnings and developing business strategies and an organizational structure. - FY2016First statedAnnual report
「Under Medium-Term Management Plan [Step III] (fiscal 2014 to fiscal 2016), the Group is pursuing the theme of Nittoc’s “challenge” toward growth, while building business strategies and an organizational structure designed to secure earnings efficiently and anticipate future changes in the construction market.」
For the period from fiscal 2014 to fiscal 2016, the plan sets out the goal of securing earnings and developing business strategies and an organizational structure in anticipation of the future market.