Creating Sustainable Corporate Value through the Medium-Term Management Plan “MPZ2018”
First written in FY2016. 9 of 13 entries say "Restated". Latest entry: FY2026.
Hokuetsu Metal moved to the "Worse" side of this theme in 2019, 2 years before the typical company in this theme (2021).
120 other companies' latest entry also says "Restated".
- FY2026RestatedAnnual report
「Against this backdrop, the Group will energetically promote initiatives aimed at achieving “Medium-Term Management Plan 2027” and will work toward achieving its long-term vision.」
The Group continues initiatives aimed at achieving “Medium-Term Management Plan 2027,” covering fiscal 2025 through fiscal 2027, and its long-term vision. - FY2025ReframedAnnual report
「The new three-year medium-term management plan “Medium-Term Management Plan 2027,” covering fiscal 2025 through fiscal 2027, also identifies ESG as one of its key strategies, which the Group will continue to promote.」
The framework of the plan was updated from the previous medium-term management plan “絆2024” to the new medium-term management plan “Medium-Term Management Plan 2027,” covering fiscal 2025 through fiscal 2027. - FY2024RestatedAnnual report
「From an ESG perspective, the Group has formulated the long-term vision “Metal Vision 2030<絆>” and the medium-term management plan “<絆>2024,” covering the five years from fiscal 2020 through fiscal 2024, to implement the vision steadily.」
The Group continues to set out its 2030 long-term vision and medium-term management plan for fiscal 2020 through fiscal 2024. It does not explicitly state that the plan has been completed or its targets achieved. - FY2023RestatedAnnual report
「As the Group enters the fourth year of its five-year medium-term management plan “絆2024,” it will reliably move the plan into the implementation phase and promote initiatives aimed at achieving its 2030 long-term vision.」
In the fourth year of “絆2024,” the Group has reaffirmed its policy of moving the plan into the implementation phase and working toward achievement of its 2030 long-term vision. - FY2022RestatedAnnual report
「As the Group enters the third year of its five-year medium-term management plan “絆2024,” it will reliably implement the priority issues and seek to improve its earnings structure.」
In the third year of “絆2024,” the Group has identified structural reform of group management, capital investment, and SDG-oriented management as priority issues, and continues to implement the plan and improve its earnings structure. - FY2021RestatedAnnual report
「As a group, the Company will reliably implement the priority issues of its second-year medium-term management plan “絆2024” and seek to improve its earnings structure.」
In the second year of “絆2024,” the Group has identified structural reform of group management, capital investment, and SDG-oriented management as priority issues, and continues to implement the plan and improve its earnings structure. - FY2020ReframedAnnual report
「On 1 October 2019, the Group formulated “Metal Vision 2030 <絆>,” its policy for the future with a view to 2030, and the new five-year medium-term management plan “絆2024” covering fiscal 2020 through fiscal 2024, in order to realize its aspiration to remain a company needed by all stakeholders, including local communities and customers, 10 years from now and beyond, and to steadily implement that vision.」
The plan following MPZ2018 was restructured into the long-term vision “Metal Vision 2030 <絆>,” looking toward 2030, and the five-year plan “絆2024” covering fiscal 2020 through fiscal 2024. - FY2019ReframedAnnual report
「In light of this operating environment, the Group will work on the next medium-term management plan following “MPZ2018,” which is currently being formulated, as well as the new improvement initiative “TCC2019,” launched in April this year, and will work to strengthen earnings power.」
Following the final year of MPZ2018, the Group is formulating the next medium-term management plan. It does not explicitly state that MPZ2018’s targets have been achieved or that the plan itself has been completed. - FY2018RestatedAnnual report
「The Group will strongly promote the medium-term management plan, which has reached its final year, as well as improvement initiatives, and will work to improve earnings power.」
The Group states that MPZ2018 has entered its final year and that it will promote improvement initiatives and earnings improvement. It does not explicitly state that the plan has been completed or its targets achieved. - FY2017RestatedAnnual report
「The Group formulated the three-year medium-term management plan “MPZ2018,” ending in fiscal 2018, and has worked diligently to build a corporate group that, while emphasizing financial soundness and taking a medium- to long-term perspective, continuously creates sustainable corporate value by leveraging its distinctive strengths and can contribute to local communities and customers.」
The Group continued to promote MPZ2018, reiterating financial soundness, distinctiveness, sustainable corporate value, and contributions to local communities and customers as its basic policies. - FY2016First statedAnnual report
「The Group formulated the three-year medium-term management plan “MPZ2018,” ending in fiscal 2018. With an emphasis on financial soundness and a medium- to long-term perspective, the Group will make every effort to build a corporate group that continuously creates sustainable corporate value by leveraging its distinctive strengths and can contribute to local communities and customers.」
The three-year plan’s final fiscal year is specified, with financial soundness, distinctiveness, sustainable corporate value, and contributions to local communities and customers identified as its basic policies.