Strengthening the Consolidated Business Foundation, Customer Responsiveness, Non-Core Businesses and Human Resources under the 15 Medium-Term Management Plan

「The impact on manufacturing and sales of the steelmaking plant accident that occurred in January 2025 has continued, delaying progress in the second year of the medium-term plan. Nevertheless, we steadily advanced various measures toward the targets, including developing and beginning sales of the environmentally friendly electric-furnace steel product “Sumiresu,” launching demand response (upward DR), strengthening the sales function, moving to a four-shift operating system at the steelmaking plant to increase production capacity, and establishing a highly efficient shipping system through the introduction of a truck-loading reservation system.」

「Based on the policies described above, during fiscal 2024, the first year of the plan, we upgraded to a new electric arc furnace and introduced an AI receiving-inspection system to improve the accuracy of inspections when purchasing iron scrap, our main raw material, and thereby ensure quality. Going forward, to achieve the target sales volume of 800,000 tons, we will work to restore customer confidence through stable operation of the new electric arc furnace and pursue capital investment, while seeking to maintain and expand the metal spread through two strategies aimed at expanding added value and profitability.」

「Against this backdrop, our Group worked steadily to implement various measures, including construction of a new electric arc furnace, based on the 24 Medium-Term Management Plan, which began in the current fiscal year.」

「The target of the 24 Medium-Term Management Plan is to achieve a market capitalization of ¥100 billion. We will pursue various initiatives in accordance with its three basic policies: sell 800,000 tons of steel products, address decarbonization, and develop a sustainable foundation, while making effective use of the business alliance with NAKAYAMA STEEL WORKS,LTD.」

「Against this backdrop, our Group worked steadily to implement various measures and pursue proactive sales activities to achieve the 21 Medium-Term Management Plan, for which the current fiscal year is the final year.」

「Against this backdrop, our Group worked steadily to implement various measures and pursue proactive sales activities to achieve the 21 Medium-Term Management Plan, for which the current fiscal year is the final year.」

「Against this backdrop, our Group worked steadily to implement various measures and pursue proactive sales activities to achieve the 21 Medium-Term Management Plan, for which the current fiscal year is the final year.」

「Against this backdrop, our Group worked steadily to implement various measures and pursue proactive sales activities in order to achieve the targets set out in the 21 Medium-Term Management Plan.」

「Against this backdrop, our Group worked steadily to implement various measures and pursue proactive sales activities in order to achieve the targets set out in the 21 Medium-Term Management Plan.」

「Against this backdrop, our Group worked steadily to implement various measures and pursue proactive sales activities in order to achieve the targets set out in the 21 Medium-Term Management Plan.」

「To achieve the targets set out in the three-year 21 Medium-Term Management Plan beginning in the current consolidated fiscal year, each Group company steadily implemented its initiatives and worked to secure appropriate selling prices for thick plate, our principal product, through sales activities.」

「Under the 21 Medium-Term Management Plan, our Company identified the selection and concentration of management resources as one of its basic policies for developing a sustainable domestic foundation. Based on the outcome of discussions with a third party interested in the business, we determined that transferring all equity interests in the company concerned would contribute to improving the Group’s corporate value over the medium to long term.」

「Against this backdrop, our Group has formulated the 21 Medium-Term Management Plan covering the three years from fiscal 2021. As a steelmaker operating in a major metropolitan area, we intend to contribute to the circular economy and a decarbonized society, which are demands of the times, address ESG and SDGs issues in good faith, and achieve further growth as a company with a 100-year history. Basic Policies of the 21 Medium-Term Management Plan: 1. Contribute to a circular economy (scrap recycling); 2. Promote growth strategies; 3. Promote the development of a sustainable foundation; 4. Strengthen initiatives addressing ESG and SDGs issues; and 5. Promote the business alliance with NAKAYAMA STEEL WORKS,LTD. Targets of the 21 Medium-Term Management Plan: sales volume, 700,000 tons; ordinary profit, ¥4 billion; payout ratio, 30%.」

「Against this backdrop, the Group formulated the 18 Medium-Term Management Plan, which has fiscal 2020 as its final year, and worked to strengthen its management platform based on the following basic policies in order to achieve further growth by leveraging the strengths it has cultivated over many years as a specialty manufacturer of steel plate.」

「There have been no material changes to, or newly arising issues concerning, the business or financial matters that the consolidated company must address during the nine-month period ended December 31.」

「In response to the business environment described above, our Group established the following basic policies under the 18 Medium-Term Management Plan (fiscal 2018 to fiscal 2020) and is pursuing initiatives as one unified organization to achieve its medium-term management targets: 1. Strengthen the business foundation of the corporate group; 2. Strengthen the competitiveness of the steel business; 3. Strengthen the profitability of affiliated companies; and 4. Strengthen relationships with stakeholders.」

「Our Group formulated the 18 Medium-Term Management Plan, ending in fiscal 2020, and is working to strengthen its management foundation based on the following management strategies in order to achieve further growth by leveraging the strengths we have developed over many years as a specialty thick-plate manufacturer amid expectations of increasingly intense competition in the steel industry: 1. Strengthen the business foundation of the corporate group; 2. Strengthen the competitiveness of the steel business; 3. Strengthen the profitability of affiliated companies; and 4. Strengthen relationships with stakeholders.」

「There have been no material changes to, or newly arising issues concerning, the business or financial matters that the consolidated company must address during the six-month period ended September 30.」

「Our Group formulated the 15 Medium-Term Management Plan, ending in fiscal 2017, and is working to strengthen its management foundation based on the following management strategies in order to achieve further growth by leveraging the strengths we have developed over many years as a specialty thick-plate manufacturer amid expectations of increasingly intense competition in the steel industry.」

「In response to the business environment described above, the Group is implementing initiatives as one team to achieve its medium-term management targets, based on the four basic policies of the 15 Medium-Term Management Plan (fiscal 2015–fiscal 2017): 1. Strengthen the consolidated business platform; 2. Strengthen and expand customer responsiveness; 3. Grow sub-core businesses and develop new markets; and 4. Enhance organizational vitality and develop human resources.」