Five Key Priorities of the 2017 Medium-Term Management Plan
First written in FY2016. 7 of 15 entries say "Advanced", first in FY2020. Latest entry: FY2026.
The whole theme swung hardest in 2018: 2 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In December 2025, we formulated the 2030 Medium- to Long-Term Management Plan to continue growing toward our goal of becoming the “world’s No. 1 steelmaker in overall capability,” contributing to the realization of a sustainable and prosperous society through the creation of customer value.」
The company transitioned from the previous Medium- to Long-Term Management Plan formulated in 2021 to the 2030 Medium- to Long-Term Management Plan beginning in fiscal 2026, with the new plan centered on strengthening the domestic earnings base, overseas growth, GX, and the management foundation. - FY2025AdvancedAnnual report
「The overview and progress of the Nippon Steel Group Medium- to Long-Term Management Plan formulated in March 2021 are as follows.」
The company disclosed progress in executing the plan, including domestic restructuring measures at Kashima and Wakayama, expansion of overseas operations, demonstrations of decarbonization technologies targeting a 43% reduction, electric-furnace investment, and company-wide DX deployment. - FY2024AdvancedAnnual report
「The overview and progress of the Nippon Steel Group Medium- to Long-Term Management Plan formulated in March 2021 are as follows.」
The company disclosed progress during the year on strategic-product capital expenditure, the investment in Elk Valley, the decision to acquire U. S. Steel, Super COURSE50, consideration of electric-furnace conversion, and DX implementation under the four pillars of the Medium- to Long-Term Management Plan. - FY2023AdvancedAnnual report
「Aiming to become the “world’s No. 1 steelmaker in overall capability,” we established the Nippon Steel Group Medium- to Long-Term Management Plan and are steadily implementing measures to achieve its four pillars: “restructuring the domestic steelmaking business and strengthening group management,” “pursuing our global strategy to deepen and expand our overseas business,” “taking on the challenge of carbon neutrality,” and “promoting our digital transformation strategy.”」
The company disclosed progress on each of the four pillars of the Medium- to Long-Term Management Plan, together with actual results and specific projects involving domestic facility closures and production concentration, expansion of overseas integrated production capacity, carbon-neutral technologies, and DX. - FY2022AdvancedAnnual report
「The overview and progress of the Nippon Steel Group Medium- to Long-Term Management Plan formulated in March 2021 are as follows.」
The company systematically disclosed concrete progress during the year under the four pillars of the Medium- to Long-Term Management Plan, including suspending and upgrading domestic facilities, acquiring G Steel and G J Steel in Thailand, approval of NEDO projects, and DX demonstrations at manufacturing sites. - FY2021ReframedAnnual report
「<Overview of the Nippon Steel Group Medium- to Long-Term Management Plan announced on 5 March 2021> With the aim of continuing to grow toward becoming the “world’s No. 1 steelmaker in overall capability,” supporting Japan’s industrial competitiveness well into the future, we have formulated a new management plan.」
The company transitioned from the 2017 Medium-Term Management Plan and the 2020 Medium-Term Management Plan to the Medium- to Long-Term Management Plan announced in March 2021, organized around four pillars: restructuring the domestic steelmaking business, overseas operations, zero-carbon steel, and DX. - FY2020AdvancedAnnual report
「The progress of the 2020 Medium-Term Management Plan, comprising a three-year plan for 2018–2020 and the consideration and initiation of long-term measures from 2021 onward, together with the production equipment restructuring measures and management-system renewal measures announced in February this year, is as follows.」
The company systematically disclosed progress on materials and solutions, global expansion, domestic mother mills, advanced IT, group restructuring, and ESG under the 2020 Medium-Term Management Plan, demonstrating concrete execution toward the final year of the plan. - FY2019RestatedAnnual report
「We have identified the following five medium- to long-term issues that we need to address.」
The five issues under the 2020 Medium-Term Management Plan continued to be materials and solutions, global expansion, domestic mother mills, advanced IT, and the SDGs. - FY2018ReframedAnnual report
「To achieve this, we formulated the 2020 Medium-Term Management Plan, comprising a three-year plan for 2018–2020 and the consideration and initiation of measures extending over the long term from 2021 onward. The plan sets out our management policies and strategies.」
After completing the final year of the 2017 Medium-Term Management Plan, the company transitioned to the 2020 Medium-Term Management Plan covering 2018–2020. - FY2018-Q2RestatedAnnual report
「For the full year of fiscal 2017, the final year of the 2017 Medium-Term Management Plan, we intend to continue making every effort to capture firm steel demand through stable production, steadily implement cost improvements, and further improve the performance of group companies, including those involved in overseas operations. We will also continue to engage carefully with customers to secure their understanding of steel price revisions and thereby ensure a “sustainable and appropriate margin.” As a result, we aim, as we did at the announcement of our first-quarter results on 28 July 2017, to achieve consolidated ordinary income of at least ¥300 billion.」
As the final year of the 2017 Medium-Term Management Plan, the company reaffirmed its policy of maintaining stable production, implementing cost improvements, improving the performance of group companies including overseas operations, and securing an appropriate margin through steel price revisions. - FY2017RestatedAnnual report
「Even in this environment, we aim to grow by making technological capabilities, cost competitiveness and global responsiveness the pillars of our competitive advantage, with our domestic and overseas businesses serving as the two engines of growth. We will continue to place greater emphasis on safe operations and stable production, allocate management resources primarily to equipment and people to enhance the manufacturing capabilities and technological development capabilities of our domestic integrated steel mills, and use the competitiveness developed there to strengthen our overseas business in expanding global markets, thereby steadily advancing the initiatives set out in the 2017 Medium-Term Management Plan.」
At the end of the fiscal year, the company reaffirmed the five priorities of the 2017 Medium-Term Management Plan, as well as the allocation of resources to equipment and people and the strengthening of overseas operations. - FY2017-Q1RestatedAnnual report
「In the second half, domestic steel demand is expected to recover, supported by a revival in the automotive sector and increased construction demand ahead of the Olympics. Overseas steel demand, however, is expected to remain broadly flat worldwide, largely because of the continued decline in China's domestic demand. Under these circumstances, we will continue to drive forward the initiatives set out in the 2017 Medium-Term Management Plan.」
The company reaffirmed its policy of vigorously advancing the initiatives under the 2017 Medium-Term Management Plan in the second half. - FY2016First statedAnnual report
「We steadily advanced initiatives set out in the 2017 Medium-Term Management Plan, formulated in March 2015, including strengthening the competitiveness of our domestic integrated steel mills, advancing our global strategy, demonstrating technological leadership, achieving the world's highest level of cost competitiveness, and strengthening the business foundations of group companies in the steelmaking business.」
The 2017 Medium-Term Management Plan is explained in terms of five pillars: domestic competitiveness, globalization, technology, costs, and strengthening group companies.