Priority Allocation of Resources to Growth and New Businesses
First written in FY2017-Q1. 5 of 12 entries say "Restated". Latest entry: FY2026-H1.
74 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「Nonwoven fabrics and other products for automobiles posted firm sales, as the impact of sorting out and scaling back unprofitable products was offset by sales of other products.」
The company describes operations that combine the allocation of resources to growth and new businesses with the sorting out and downsizing of unprofitable products, while offsetting the impact on sales through sales of other products. - FY2025AdvancedAnnual report
「• Investment in product development, rationalisation and energy-saving equipment • Investment to expand the customer base • Investment in human resources」
The company implemented the 3 investments under the Third Medium-Term Management Plan, with capital expenditures totalling ¥8,703 million in fiscal 2025. It gave concrete form to resource allocation for product development, rationalisation and energy-saving equipment, customer expansion and human resources. - FY2023AdvancedAnnual report
「To achieve the following core strategies, the company will make “three investments”: investment in product development, rationalisation and energy-saving equipment; investment to expand its customer base; and investment in human resources.」
The Third Medium-Term Management Plan specified investment in 3 areas: product development, rationalisation and energy-saving equipment; customer expansion; and human resources, thereby giving concrete form to resource allocation for growth businesses, new businesses and rationalisation. - FY2021AdvancedAnnual report
「Some businesses were significantly affected by the current environment, including the spread of COVID-19, while others viewed it as an opportunity and continued to maintain and expand strong performance. At the start of the Second Medium-Term Management Plan, the company discontinued or scaled back businesses because it judged that their future outlook was uncertain, and separated businesses it considered not to offer returns commensurate with their investment risks. At the same time, it made substantial investments in businesses it judged would contribute to the future growth of the ニッケグループ.」
In the first year of the Second Medium-Term Management Plan, the company implemented resource allocation combining the discontinuation, downsizing and separation of businesses with substantial investment in growth businesses. - FY2020AdvancedAnnual report
「(i) Focused allocation of resources to growth and new businesses and rationalisation」
The scope of resource allocation was expanded to include rationalisation in addition to growth and new businesses, with specific priority measures presented for the Apparel Textiles, Industrial Materials, Human and Future Development, Lifestyle Distribution and Medical fields. - FY2018RestatedAnnual report
「In addition to entering new businesses and strengthening existing businesses through M&A, the company will advance research and development in growth fields one step ahead of its existing businesses and foster new business areas, including medical-related fields.」
The company reaffirmed its allocation of resources to growth and new businesses, together with specific measures consisting of M&A, research and development, and the development of new business areas. - FY2018-Q3RestatedAnnual report
「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」
The company continues to describe the challenges identified in the review of NN120, including the development of growth businesses, and the rebuilding of its management strategy for the next 10 years under RN130. - FY2018-Q2RestatedAnnual report
「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」
The company continues to describe the challenges identified in the review of NN120, including the development of growth businesses, and the rebuilding of its management strategy for the next 10 years under RN130. - FY2018-Q1ReframedAnnual report
「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」
The company explained that, rather than the previous policy of allocating resources to growth businesses, it positioned the development of growth businesses as a challenge identified in the review of NN120 and would rebuild its management strategy under RN130. - FY2017-Q3RestatedAnnual report
「Against this backdrop, during the first year of the Nikke Group RN130 First Medium-Term Management Plan, we pursued four basic strategies: (1) allocating resources preferentially to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through restructuring within business divisions.」
The company continues to position the focused allocation of resources to growth and new businesses as a core strategy of the RN130 First Medium-Term Management Plan. - FY2017-Q2RestatedAnnual report
「Against this backdrop, in the first year of the Nikke Group RN130 First Medium-Term Management Plan, our Group is pursuing four basic strategies: (1) prioritizing the allocation of resources to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through reorganization within business divisions.」
The company continues to position the focused allocation of resources to growth and new businesses as a core strategy of the RN130 First Medium-Term Management Plan. - FY2017-Q1First statedAnnual report
「The group regards the first year of the Nikke Group RN130 First Medium-Term Management Plan, Phase 1 of the Nikke Group Medium- to Long-Term Vision (the RN130 Vision), as an important year in which to begin working toward the desired state of the group 10 years from now. We are pursuing four basic strategies: (1) allocating resources preferentially to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through restructuring within business divisions.」
The company stated for the first time that allocating resources to growth and new businesses was a core strategy of the RN130 First Medium-Term Management Plan.