Sustainable growth and stable profits under the medium-term management plan
First written in FY2016. 24 of 41 entries say "Restated". Latest entry: 2026-10-02.
0 other companies' latest entry also says "Raised".
- FY2026AdvancedAnnual report
「No specific objective indicators have been established for assessing the achievement status of management policies, management strategies or management objectives. However, the achievement status against the plan for net sales, operating profit, ordinary profit and net income attributable to owners of the parent at the beginning of fiscal 2026, the third year of the consolidated medium-term management plan “Moving on to our New Stage 115 Plan,” is as follows.」
In the third year of MNS115Plan, net sales increased 1.5% against plan, operating profit increased 29.2%, ordinary profit increased 38.2% and net income attributable to owners of the parent increased 127.5%, exceeding all major plan targets. - FY2025AdvancedAnnual report
「The achievement status against the plan for net sales, operating profit, ordinary profit and net income attributable to owners of the parent at the beginning of fiscal 2025, the second year of the consolidated medium-term management plan “Moving on to our New Stage 115 Plan,” is as follows.」
In the second year of the medium-term management plan, net sales decreased 5.3% against plan, while operating profit increased 13.4%, ordinary profit increased 14.0% and net income attributable to owners of the parent increased 29.6%, with the 3 profit items exceeding plan. - FY2025-H1RestatedAnnual report
「Based on the five-year medium-term management plan “Moving on to our New Stage 115 Plan,” launched in fiscal 2023, we are pursuing initiatives to respond to changes in the business environment and achieve sustainable growth, centered on five pillars of activity, or five capabilities to be strengthened, and foundational activities as a manufacturer, including strengthening business competitiveness focused on building a resilient and flexible business model and reforming manufacturing through the use of DX.」
The company reaffirms the framework of MNS115Plan, its five pillars of activity, reforming manufacturing through the use of DX and sustainable growth. - FY2024First-year plan missedAnnual report
「Based on the five-year medium-term management plan “Moving on to our New Stage 115 Plan,” launched in fiscal 2023, our group is pursuing initiatives to respond to changes in the business environment and achieve sustainable growth, centered on five pillars of activity, or five capabilities to be strengthened, and foundational activities as a manufacturer, including strengthening business competitiveness focused on building a resilient and flexible business model and reforming manufacturing through the use of DX. The achievement status against the plan for net sales, operating profit, ordinary profit and net income attributable to owners of the parent at the beginning of fiscal 2024, the first year of the consolidated medium-term management plan, is as follows.」
The framework of MNS115Plan and its five pillars of activity remained in place. However, first-year results were net sales of ¥370,511 million, down 7.4% against plan, operating profit of ¥47,568 million, down 8.5%, ordinary profit of ¥51,140 million, down 1.7%, and net income attributable to owners of the parent of ¥31,490 million, down 4.6%, with all 4 items below plan. - FY2024-Q3RestatedAnnual report
「Based on the new five-year medium-term management plan “Moving on to our New Stage 115 Plan,” launched in fiscal 2023, we are pursuing initiatives to respond to changes in the business environment and achieve sustainable growth, centered on five pillars of activity, or capabilities to be strengthened, and foundational activities as a manufacturer, including strengthening business competitiveness focused on productivity improvements and reforming manufacturing through the use of DX.」
Under MNS115Plan, the company reaffirms its policy of pursuing productivity improvements and reforming manufacturing through the use of DX, centered on the five pillars of activity and foundational activities as a manufacturer. - FY2024-Q2RestatedAnnual report
「Based on the new five-year medium-term management plan “Moving on to our New Stage 115 Plan,” launched in fiscal 2023, we are pursuing initiatives to respond to changes in the business environment and achieve sustainable growth, centered on five pillars of activity, or capabilities to be strengthened, and foundational activities as a manufacturer.」
The company reaffirms its policy of responding to changes in the business environment and pursuing sustainable growth, centered on the five-year plan beginning in fiscal 2023, its five pillars of activity and foundational activities as a manufacturer. - FY2024-Q1RestatedAnnual report
「Against this backdrop, based on the new five-year medium-term management plan “Moving on to our New Stage 115 Plan,” launched in fiscal 2023, we are pursuing initiatives to respond to changes in the business environment and achieve sustainable growth, centered on five pillars of activity, or capabilities to be strengthened, and foundational activities as a manufacturer.」
The company reaffirms the five-year medium-term management plan “Moving on to our New Stage 115 Plan,” beginning in fiscal 2023, and initiatives centered on its five pillars of activity and foundational activities as a manufacturer. - FY2023ReframedAnnual report
「To achieve the next leap forward, our group has formulated the new five-year medium-term management plan “Moving on to our New Stage 115 Plan,” which will launch in fiscal 2023. Under the new medium-term management plan, we will respond to changes in the business environment and work as one group toward sustainable growth, centered on five pillars of activity, or capabilities to be strengthened.」
The company moved from “To The Next Stage 110 Plan,” which began in fiscal 2018, to the five-year “MNS115Plan,” beginning in fiscal 2023. The new plan has five pillars of activity: strengthening business competitiveness, commercializing new products, reforming manufacturing, transforming the corporate culture and promoting ESG management. In the final year of the previous plan, net sales were 2.0% below plan, while operating profit increased 8.0%, ordinary profit increased 13.7% and net income attributable to owners of the parent increased 24.3%. - FY2023-Q3RestatedAnnual report
「Against this backdrop, the current fiscal year is the final year of the five-year medium-term management plan “To The Next Stage 110 Plan,” launched in fiscal 2018. To achieve its objectives, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company reaffirms that this is the final year of the medium-term management plan and continues to pursue human resources development, investment in growing markets, stronger competitiveness in existing businesses and expansion of new businesses toward achieving its objectives. - FY2023-Q1AdvancedAnnual report
「This is the final year of the five-year medium-term management plan “To The Next Stage 110 Plan,” launched in fiscal 2018. To achieve its objectives, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company explicitly stated that the five-year plan launched in fiscal 2018 had entered its final year. The framework of human resources development, investment in growing markets, strengthening existing businesses and expanding new businesses toward achieving the objectives remains in place. - FY2022AchievedAnnual report
「The achievement status against the plan for net sales, operating profit, ordinary profit and net income attributable to owners of the parent at the beginning of fiscal 2022 is as follows.」
Under the medium-term management plan running through fiscal 2022, its final year, net sales increased 5.6% against plan, operating profit increased 57.4%, ordinary profit increased 65.3% and net income attributable to owners of the parent increased 42.2%, exceeding all major plan targets. - FY2022-Q3RestatedAnnual report
「To achieve the five-year medium-term management plan “To The Next Stage 110 Plan,” launched in fiscal 2018, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company reaffirms the policy of achieving stable growth through a five-year medium-term management plan, investment in growing markets based on human resources development, stronger competitiveness in existing businesses and expansion of new businesses. - FY2022-Q2RestatedAnnual report
「To achieve the five-year medium-term management plan “To The Next Stage 110 Plan,” launched in fiscal 2018, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The five-year medium-term management plan launched in fiscal 2018 continues, with the company continuing to pursue stable growth through human resources development, investment in growing markets, stronger competitiveness in existing businesses and expansion of new businesses. - FY2022-Q1RestatedAnnual report
「To achieve the five-year medium-term management plan “To The Next Stage 110 Plan,” launched in fiscal 2018, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company reaffirms the framework of the five-year medium-term management plan launched in fiscal 2018, pursuing stronger existing businesses and expansion of new businesses based on human resources development. - FY2021AdvancedAnnual report
「The achievement status against the plan for net sales, operating profit, ordinary profit and net income attributable to owners of the parent at the beginning of fiscal 2021, the third year of the consolidated medium-term management plan “To The Next Stage 110 Plan,” is as follows.」
In the third year of the medium-term management plan, net sales increased 4.3% against plan, operating profit increased 43.1%, ordinary profit increased 50.8% and net income attributable to owners of the parent increased 71.3%, exceeding all major plan targets. - FY2021-Q3RestatedAnnual report
「Against this backdrop, we launched the five-year medium-term management plan “To The Next Stage 110 Plan” in fiscal 2018, and this fiscal year marks its midpoint. To achieve the plan’s objectives, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company reaffirms that the medium-term management plan is at its midpoint and continues to pursue investment in growing markets, stronger competitiveness in existing businesses and expansion of new businesses, based on human resources development. - FY2021-Q2RestatedAnnual report
「Against this backdrop, we launched the five-year medium-term management plan “To The Next Stage 110 Plan” in fiscal 2018, and this fiscal year marks its midpoint. To achieve the plan’s objectives, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company reaffirms that the five-year plan launched in fiscal 2018 is at its midpoint and continues to pursue stable growth through human resources development, investment in growing markets, strengthening existing businesses and expanding new businesses. - FY2021-Q1AdvancedAnnual report
「Against this backdrop, we launched the five-year medium-term management plan “To The Next Stage 110 Plan” in fiscal 2018, and this fiscal year marks its midpoint. To achieve the plan’s objectives, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company explicitly stated that the current fiscal year is the midpoint of the five-year plan launched in fiscal 2018. The framework of investing management resources in growing markets and strengthening existing businesses and expanding new businesses based on human resources development remains in place. - FY2020AdvancedAnnual report
「To further strengthen our earnings base and pursue new growth, we formulated and are implementing the medium-term management plan “To The Next Stage 110 Plan,” which runs through fiscal 2022, with the aim of achieving sustainable growth and stable earnings from fiscal 2018. The pillars of activity under this plan are “strengthening the competitiveness of existing businesses,” “expanding new businesses,” “developing human resources” and “promoting ESG management.”」
In the second year of the medium-term management plan, fiscal 2020, net sales were 1.3% below plan, while operating profit increased 15.8%, ordinary profit increased 25.7% and net income attributable to owners of the parent increased 61.9%, exceeding plan in all major profit categories. - FY2020-Q2RestatedAnnual report
「Against this backdrop, based on the five-year medium-term management plan “To The Next Stage 110 Plan,” launched in fiscal 2018, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The policy of achieving stable growth through the five-year medium-term management plan, stronger competitiveness in existing businesses and expansion of new businesses based on human resources development is reaffirmed. - FY2020-Q1RestatedAnnual report
「Against this backdrop, based on the five-year medium-term management plan “To The Next Stage110 Plan,” launched in fiscal 2018, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The five-year plan launched in fiscal 2018 continues, with investment in growing markets, stronger competitiveness in existing businesses and expansion of new businesses pursued on the foundation of human resources development to achieve stable growth. - FY2019First-year plan missedAnnual report
「The achievement status against the plan for net sales, operating profit, ordinary profit and net income attributable to owners of the parent at the beginning of fiscal 2019, the first year of the consolidated medium-term management plan “To The Next Stage 110 Plan,” is as follows.」
Although the medium-term management plan itself and the framework running through fiscal 2022, its final year, were maintained, first-year results were net sales of ¥291,125 million, operating profit of ¥10,137 million, ordinary profit of ¥12,600 million and net income attributable to owners of the parent of ¥3,306 million, all below plan. - FY2019-Q3RestatedAnnual report
「Against this backdrop, we launched the new five-year medium-term management plan “To The Next Stage 110 Plan” this fiscal year to overcome changes in the business environment and achieve sustainable growth over the next 100 years. Under the new plan, with human resources development as its foundation, we are working to strengthen the competitiveness of our three existing businesses, namely the electronics business, ceramics business and “Other Businesses,” which comprise the domestic affiliates business and the power business, and to expand new businesses that support medium- to long-term growth.」
Under the new medium-term management plan “To The Next Stage 110 Plan,” the company continues to pursue sustainable growth, stronger competitiveness in its three existing businesses, expansion of new businesses and human resources development. - FY2019-Q2RestatedAnnual report
「Against this backdrop, we launched the new five-year medium-term management plan “To The Next Stage 110 Plan” this fiscal year to overcome changes in the business environment and achieve sustainable growth over the next 100 years. Under the new plan, with human resources development as its foundation, we are working to strengthen the competitiveness of our three existing businesses, namely the electronics business, ceramics business and “Other Businesses,” which comprise the domestic affiliates business and the power business, and to expand new businesses that support medium- to long-term growth.」
The launch of the new medium-term management plan “To The Next Stage 110 Plan” and the framework centered on strengthening the competitiveness of the three existing businesses, expanding new businesses and developing human resources are reaffirmed. - FY2019-Q1ReframedAnnual report
「At a meeting of the Board of Directors held on 30 March 2018, we approved the five-year consolidated medium-term management plan, with fiscal 2018 as its first year (fiscal 2018 through fiscal 2022), titled “To The Next Stage 110 Plan.” The new medium-term management plan aims to achieve sustainable growth and stable profits for our company over the next 100 years, based on the following four pillars of activity: (a) strengthening the competitiveness of existing businesses, (b) expanding new businesses, (c) developing human resources and (d) promoting ESG management.」
The company moved from the previous “Challenge IBI-TECHNO 105 Plan” to the new five-year plan for fiscal 2018 through fiscal 2022, “To The Next Stage 110 Plan.” In addition to existing businesses, new businesses and human resources development, ESG management is explicitly identified as the fourth pillar. - FY2018-Q3RestatedAnnual report
「We are implementing the five-year consolidated medium-term management plan, with fiscal 2013 as its first year (fiscal 2013 through fiscal 2017), titled “Challenge IBI-TECHNO 105 Plan.” While maintaining the goals of developing an energized workforce and a globally fair corporate culture through (a) strengthening and rebuilding the competitiveness of core businesses, (b) pursuing the creation of new businesses and (c) promoting global CSR management, which were the pillars of the previous medium-term management plan, “Global IBI-TECNO 100 Plan,” this growth strategy is intended to achieve “sustainable growth and stable profits for our company” by further evolving these approaches for the next 100 years.」
The company continues to pursue the medium-term management plan, which runs through fiscal 2017, its final year, and sustainable growth and stable profits through strengthening and rebuilding core businesses, creating new businesses and global CSR management. - FY2018-Q2RestatedAnnual report
「We are implementing the five-year consolidated medium-term management plan, with fiscal 2013 as its first year (fiscal 2013 through fiscal 2017), titled “Challenge IBI-TECHNO 105 Plan.” While maintaining the goals of developing an energized workforce and a globally fair corporate culture through (a) strengthening and rebuilding the competitiveness of core businesses, (b) pursuing the creation of new businesses and (c) promoting global CSR management, which were the pillars of the previous medium-term management plan, “Global IBI-TECHNO 100 Plan,” this growth strategy is intended to achieve “sustainable growth and stable profits for our company” by further evolving these approaches for the next 100 years.」
The company continues to pursue sustainable growth and stable profits through a five-year medium-term management plan, strengthening and rebuilding core businesses, creating new businesses and global CSR management. - FY2018-Q1RestatedAnnual report
「We are implementing the five-year consolidated medium-term management plan, with fiscal 2013 as its first year (fiscal 2013 through fiscal 2017), titled “Challenge IBI-TECHNO 105 Plan.” While maintaining the goals of developing an energized workforce and a globally fair corporate culture through (a) strengthening and rebuilding the competitiveness of core businesses, (b) pursuing the creation of new businesses and (c) promoting global CSR management, which were the pillars of the previous medium-term management plan, “Global IBI-TECHNO 100 Plan,” this growth strategy is intended to achieve “sustainable growth and stable profits for our company” by further evolving these approaches for the next 100 years.」
The company continues to pursue sustainable growth and stable profits through a five-year medium-term management plan, strengthening and rebuilding core businesses, creating new businesses and global CSR management. - FY2017RestatedAnnual report
「To further strengthen our earnings base and pursue new growth, we formulated and are implementing the medium-term management plan “Challenge IBI-TECHNO 105 Plan,” which runs through fiscal 2017, with the aim of achieving sustainable growth and stable earnings from fiscal 2013.」
The medium-term management plan continues through fiscal 2017, its final year, with the achievement of sustainable growth and stable earnings as its stated objectives. - FY2017-Q3RestatedAnnual report
「We are implementing the five-year consolidated medium-term management plan, with fiscal 2013 as its first year (fiscal 2013 through fiscal 2017), titled “Challenge IBI-TECHNO 105 Plan.” While maintaining the goals of developing an energized workforce and a globally fair corporate culture through (a) strengthening and rebuilding the competitiveness of core businesses, (b) pursuing the creation of new businesses and (c) promoting global CSR management, which were the pillars of the previous medium-term management plan, “Global IBI-TECNO 100 Plan,” this growth strategy is intended to achieve “sustainable growth and stable profits for our company” by further evolving these approaches for the next 100 years.」
The company continues to position sustainable growth and stable profits through five-year medium-term planning, strengthening and rebuilding core businesses, creating new businesses and global CSR management as its growth strategy. - FY2017-Q2RestatedAnnual report
「We are implementing the five-year consolidated medium-term management plan, with fiscal 2013 as its first year (fiscal 2013 through fiscal 2017), titled “Challenge IBI-TECHNO 105 Plan.” While maintaining the goals of developing an energized workforce and a globally fair corporate culture through (a) strengthening and rebuilding the competitiveness of core businesses, (b) pursuing the creation of new businesses and (c) promoting global CSR management, which were the pillars of the previous medium-term management plan, “Global IBI-TECHNO 100 Plan,” this growth strategy is intended to achieve “sustainable growth and stable profits for our company” by further evolving these approaches for the next 100 years.」
The framework of a five-year medium-term management plan focused on sustainable growth and stable profits through strengthening and rebuilding core businesses, creating new businesses and global CSR management is reiterated. - FY2017-Q1RestatedAnnual report
「We are implementing the five-year consolidated medium-term management plan, with fiscal 2013 as its first year (fiscal 2013 through fiscal 2017), titled “Challenge IBI-TECHNO 105 Plan.” While maintaining the goals of developing an energized workforce and a globally fair corporate culture through (a) strengthening and rebuilding the competitiveness of core businesses, (b) pursuing the creation of new businesses and (c) promoting global CSR management, which were the pillars of the previous medium-term management plan, “Global IBI-TECHNO 100 Plan,” this growth strategy is intended to achieve “sustainable growth and stable profits for our company” by further evolving these approaches for the next 100 years.」
The continuation of the medium-term management plan and the framework for pursuing sustainable growth and stable profits are reiterated. - FY2016First statedAnnual report
「We are implementing the five-year consolidated medium-term management plan, with fiscal 2013 as its first year (fiscal 2013 through fiscal 2017), titled “Challenge IBI-TECHNO 105 Plan.”」
First introduced as a plan aimed at achieving “sustainable growth and stable profits for our company” by building a corporate structure and strengthening competitiveness for the next 100 years.