Achieving an Overwhelming No. 1 Position, High Profitability, Sustainable Growth and a Talent-Focused Company in 10 Years through the “Nittoku Evolution Theory”
First written in FY2016. 17 of 29 entries say "Restated". Latest entry: 2026-09-17.
The whole theme swung hardest in 2021: 1 of 6 companies on the "Worse" side.
5 other companies' latest entry also says "Restated".
- 2026-09-17RestatedGovernance
「Niterraグループが掲げる「2040 ありたい姿」は、「“特殊な”技術と発想で社会的課題を解決し、『地球を輝かせる企業』となる」ことです。」
2040年のありたい姿と、社会的課題解決を軸とする方向性を再確認している。 - FY2026AdvancedAnnual report
「The targets for the final year of the medium-term management plan, the fiscal year ending March 2030, are consolidated revenue of ¥1 trillion and profit for the year attributable to owners of the parent of ¥145.0 billion.」
A new “Medium-Term Management Plan 2030” covering fiscal 2025 through fiscal 2029 was formulated, setting new targets of ¥1 trillion in consolidated revenue and ¥145.0 billion in profit attributable to owners of the parent for the fiscal year ending March 2030. - FY2026-H1RestatedAnnual report
「There were no material changes during the interim consolidated accounting period to the Group’s management policies, management strategies or other matters.」
The disclosure confirms that the existing policies, including the long-term management plan, have continued without significant change. - FY2025AchievedAnnual report
「In the ceramics business, which we position as a growth and new-business area, semiconductor-related operations expanded in scale despite being affected by production adjustments in the market, enabling us to achieve the targets for revenue, operating profit and capital-efficiency metrics one year ahead of schedule.」
The previous medium-term management plan was reviewed as having achieved its targets for revenue, operating profit and capital-efficiency metrics one year ahead of the final year. - FY2025ReframedAnnual report
「We have revised our previous vision for 2040, “Beyond ceramics, exceeding imagination,” or “Beyond ceramics, exceeding imagination,” to a new vision: “Solving social challenges through distinctive technologies and ideas to become a company that makes the Earth shine.”」
The vision for 2040 was revised from an expression focused on expanding beyond ceramics to one centered on solving social challenges through distinctive technologies and ideas and becoming a company that makes the Earth shine. The mission, slogan and direction of resource-circulation and regeneration solutions were also reorganized. - FY2025-H1RestatedAnnual report
「There were no material changes during the interim consolidated accounting period to the Group’s management policies, management strategies or other matters.」
The disclosure confirms that the existing policies, including the long-term and medium-term management plans, have continued without significant change. - FY2024AchievedAnnual report
「Partly due to the impact of yen depreciation, we achieved the revenue and operating profit targets under the medium-term management plan in fiscal 2023, one year ahead of the final year.」
The disclosure explains that the targets of ¥600.0 billion in revenue and ¥100.0 billion in operating profit were achieved in fiscal 2023, before fiscal 2024, the final year of the medium-term management plan. - FY2024-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The disclosure confirms that the existing long-term and medium-term management plans have continued without significant change. - FY2024-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The disclosure states that there have been no significant changes to the management policies or strategies, including the long-term and medium-term management plans. - FY2023Quantification of portfolio targetsAnnual report
「Toward 2040, we will pursue a shift in our business portfolio, targeting a revenue mix of 40% from internal-combustion-engine businesses and 60% from non-internal-combustion-engine businesses.」
Under the “2030 Long-Term Management Plan: Nittoku BX” and the new medium-term management plan, the previously stated shift away from dependence on internal-combustion engines was specified as a quantitative target for the 2040 revenue mix: 40% and 60%. - FY2023-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative third quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its existing policies, including the 2030 long-term management plan and the medium-term management plan. - FY2023-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its existing policies, including the 2030 long-term management plan and the medium-term management plan. - FY2023-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its existing policies, including the 2030 long-term management plan and the medium-term management plan. - FY2022AdvancedAnnual report
「The targets for the final year of the medium-term management plan, the fiscal year ending March 2025, are consolidated revenue of ¥600.0 billion, consolidated operating profit of ¥100.0 billion and ROIC of at least 13.0%.」
Specific final-year targets were disclosed for the new medium-term management plan covering fiscal 2021–2024: revenue, operating profit and ROIC for the fiscal year ending March 2025. - FY2022-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its existing policies, including the long-term management plan. - FY2022-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of policies carried forward from the previous long-term management plan. - FY2021AdvancedAnnual report
「Looking ahead to the vision set out in the “2030 Long-Term Management Plan: Nittoku BX,” we formulated a new medium-term management plan positioning the four years from fiscal 2021 through fiscal 2024 as a period of organizational transformation, under the themes “Break things to change” and “Create to transform.”」
After reviewing the results of the “Nittoku Evolution Theory” and the 7th Medium-Term Management Plan, the company formulated a new medium-term management plan for fiscal 2021–2024 as the execution phase of the 2030 long-term management plan. - FY2021-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of policies carried forward from the previous long-term management plan. - FY2021-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its strategies, including those carried forward from the previous long-term management plan. - FY2020ReframedAnnual report
「As the long-term management plan “Nittoku Evolution Theory,” which set out the company’s ideal state through 2020, came to an end in the fiscal year ending March 2020, we formulated a new long-term management plan, “2030 Long-Term Management Plan – Nittoku BX.”」
Following the completion of the “Nittoku Evolution Theory,” the company moved to a new long-term management plan aimed at 2030 and looking ahead to the future society of 2040, under the slogan “Beyond ceramics, exceeding imagination.” A major strategic theme is the shift away from a business portfolio dependent on internal-combustion engines and the acceleration of investment in growth and new businesses. - FY2020-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative third quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its existing management policies. - FY2020-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its existing policies, including the “Nittoku Evolution Theory.” - FY2020-Q1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative first quarter of the current consolidated fiscal year.」
The company explicitly stated that there had been no material changes to its management policies or strategies, confirming the continuation of its existing policies, including the “Nittoku Evolution Theory.” - FY2019RestatedAnnual report
「Under the 7th Medium-Term Management Plan (fiscal 2016–2020), we established basic policies and priority initiatives for the five-year period, comprising the three years of “evolution,” the culmination of the “Nittoku Evolution Theory,” and the subsequent pursuit of our “true value.”」
There was no change to the “Nittoku Evolution Theory,” the company’s vision for 2020, or the period and numerical targets of the 7th Medium-Term Management Plan. The company continued to pursue its policy of strengthening existing businesses, developing new businesses and building its management infrastructure. - FY2018RestatedAnnual report
「The 7th Medium-Term Management Plan (for the fiscal year ending March 2021): Net sales ¥520.0 billion; operating profit ¥100.0 billion; operating margin of at least 20%; ROIC of at least 13%.」
The numerical targets of the 7th Medium-Term Management Plan were maintained, and the current consolidated fiscal year was identified as the second year of the plan. There was also no change to the stages of the “Nittoku Evolution Theory” or the company’s vision for 2020. - FY2017AdvancedAnnual report
「The 7th Medium-Term Management Plan (for the fiscal year ending March 2021): Net sales ¥520.0 billion; operating profit ¥100.0 billion; operating margin of at least 20%; ROIC of at least 13%.」
The vision for the company in 10 years and the three-stage “Nittoku Evolution Theory” were translated into specific management metrics for the fiscal year ending March 2021: net sales, operating profit, operating margin and ROIC. - FY2016First statedAnnual report
「Looking 10 years ahead, our group has formulated the “Nittoku Evolution Theory,” based on three-year stages of “deepening,” “renewing” and “evolving.” We aim to become an overwhelming No. 1 company capable of delivering valuable products to customers worldwide, a highly profitable company, a company that continues to develop, and a company that regards its people as assets.」
This is the first confirmation of the company’s vision for 10 years from now and its phased management plan based on the three-year stages of “deepening,” “renewing” and “evolving.”