Advancing NB100 toward the company’s 100th anniversary
First written in FY2016. 5 of 12 entries say "Restated". Latest entry: FY2019.
No other company in this theme has enough history to compare yet.
- FY2019ReframedAnnual report
「Against this backdrop, from 2019 the Group will formulate a new Nichiban Group Philosophy, launch a new medium-term management plan, ISHIZUE 2023: SHINKA—Transformation, and work toward realizing the NICHIBAN GROUP 2030 VISION.」
The Group is moving from the initiatives for the final year of NB100 to a framework based on a new Group philosophy, a new medium-term management plan, and the 2030 vision. - FY2019-Q3RestatedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
The Group continues to pursue the 3 strategic framework themes for the final year of NB100. - FY2019-Q2RestatedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
The 3 themes of ¥50 billion corporate quality, human resource development, and a creative and development-oriented company continue as the strategic framework for the final year of NB100. - FY2019-Q1AdvancedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
NB100 has advanced from the second year of Stage 3 to its final year, in which the Group has specified 3 themes as its strategic framework. - FY2018AdvancedAnnual report
「In the second year of Stage 3 under the Group's medium- to long-term management plan NB100, the Group adopted the basic policy of rapidly implementing priority initiatives to greatly expand and enhance the strength of Nichiban and pursued the following 3 initiatives. ① Establishing ¥50 billion corporate quality: developing global human resources for international business expansion; strengthening the governance structure on an advanced basis; and advancing the 100th Anniversary Project. ② Establishing an optimal business development system: commencing operations at the Medical Anjo Plant's Advanced Technology Building; expanding the business by strengthening collaboration with group companies; and advancing overseas business expansion initiatives focused on priority products and regions. ③ Realizing a creative and development-oriented company: establishing No. 1 brands and increasing market share; clarifying development themes and adhering to target milestones; and laying the groundwork for the growth strategy following NB100, the medium- to long-term management plan.」
NB100 has advanced to the second year of Stage 3, with specific initiatives covering plant operations, global human resources, overseas expansion, and the 100th anniversary project under the 3 initiatives of ¥50 billion corporate quality, an optimal business development system, and a creative and development-oriented company. - FY2018-Q2RestatedAnnual report
「Against this economic backdrop, the Group is pursuing the establishment of ¥50 billion corporate quality, realization of a creative and development-oriented company, and establishment of an optimal business development system as the Stage 3 strategy under its medium- to long-term management plan NB100.」
The 3 themes of ¥50 billion corporate quality, a creative and development-oriented company, and an optimal business development system continue under the NB100 Stage 3 strategy. - FY2018-Q1ReframedAnnual report
「Against this economic backdrop, the Group is pursuing the establishment of ¥50 billion corporate quality, realization of a creative and development-oriented company, and establishment of an optimal business development system as the Stage 3 strategy under its medium- to long-term management plan NB100.」
The Stage 3 priority framework has been organized into 3 themes: ¥50 billion corporate quality, a creative and development-oriented company, and an optimal business development system, replacing the previous priority initiatives. - FY2017AdvancedAnnual report
「To achieve NB100, the Group brought the initiatives through Stage 2 to fruition and pursued the following 3 initiatives across the Group to establish a firm growth trajectory. As a result, sales rose 4.0% year on year to ¥44.145 billion, ordinary profit rose 22.5% to ¥4.274 billion, and net income attributable to owners of the parent rose 70.0% to ¥3.107 billion.」
The company implemented 3 initiatives under NB100 Stage 3 and reported annual results of sales of ¥44.145 billion, ordinary profit of ¥4.274 billion, and net income attributable to owners of the parent of ¥3.107 billion. - FY2017-Q3RestatedAnnual report
「Against this economic backdrop, as the first year of Stage 3, the final three-year plan under the Group's medium- to long-term management plan NB100, the Group worked on executing a business growth strategy through customer-focused proactive expansion initiatives and the creation of new value; establishing an optimal group-wide production system aimed at consolidated sales of ¥50 billion; developing globally competitive human resources and improving quality across the Group to establish corporate quality; and strengthening corporate governance.」
The Group continues to pursue the 4 priority initiatives for the first year of NB100 Stage 3. - FY2017-Q2RestatedAnnual report
「Against this backdrop, as the first year of Stage 3, the final three-year plan under the Group's medium- to long-term management plan NB100, the Group worked on executing a business growth strategy through customer-focused proactive expansion initiatives and the creation of new value; establishing an optimal group-wide production system aimed at consolidated sales of ¥50 billion; developing globally competitive human resources and improving quality across the Group to establish corporate quality; and strengthening corporate governance.」
The 4 priority initiatives for the first year of NB100 Stage 3 have continued under the same framework as in the previous quarter. - FY2017-Q1AdvancedAnnual report
「Against this economic backdrop, as the first year of Stage 3, the final three-year plan under the Group's medium- to long-term management plan NB100, the Group worked on executing a business growth strategy through customer-focused proactive expansion initiatives and the creation of new value; establishing an optimal group-wide production system aimed at consolidated sales of ¥50 billion; developing globally competitive human resources and improving quality across the Group to establish corporate quality; and strengthening corporate governance.」
NB100 has moved into the first year of Stage 3, its final three-year plan, and has been formulated into 4 priority initiatives covering sales of ¥50 billion, production systems, human resources and quality, and governance. - FY2016First statedAnnual report
「The Group will implement measures based on the strategic framework of its medium- to long-term management plan, NB100, aimed at the company's 100th anniversary in 2018: improving corporate quality, making its operating base more efficient and stable, and pursuing growth.」
The company has set its 100th anniversary as the target date and established corporate quality, operating-base efficiency and stability, and growth pursuit as its strategic framework.