Securing the Sustainability of Existing Businesses and Creating New Businesses under the 2019 Medium-Term Management Plan
First written in FY2020. 2 of 8 entries say "Softened", first in FY2021. Latest entry: 2026-10-01.
Powdertech moved to the "Worse" side of this theme in 2021.
The whole theme swung hardest in 2021: 2 of 10 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- 2026-10-01AdvancedGovernance
「In FY2026, we marked the 60th anniversary of the founding of our predecessor, Nippon Iron Powder Co., Ltd.」
The growth strategy under the 25 Medium-Term Management Plan has been given a concrete structure through the establishment of the Business Planning Department, product portfolio management, and initiatives to create new businesses and products. - FY2026AdvancedAnnual report
「In FY2025, the first year of the 2025 medium-term management plan, net sales were ¥9.1 billion, essentially flat year on year, up 0.0%, while ordinary profit was ¥585 million, up 55.6%. Construction of the new coating plant is under way, and building construction began in December 2025. In addition, the Business Planning Department was newly established effective 1 April 2026.」
Ordinary profit was ¥585 million in the first year of the 2025 medium-term management plan. As growth initiatives, the company began construction of the new coating plant and established the Business Planning Department to lead the expansion of new businesses and products. - FY2025ReframedAnnual report
「The company formulated the three-year “2025 medium-term management plan,” beginning in FY2025, and launched it in April of this year. Through the execution of its growth strategy and financial and capital strategy, it will build the foundation for sustainable growth and the enhancement of corporate value over the medium to long term.」
After concluding that nearly all of the management targets under the 2022 medium-term management plan had been missed, the company moved to the 2025 plan, reorganizing it around a growth strategy and a financial and capital strategy. - FY2024SoftenedAnnual report
「However, ordinary profit in FY2023 was approximately ¥480 million, less than half the target of ¥1.13 billion, indicating that changes in the business environment were more severe than expected. Even after the economic recovery from the COVID-19 pandemic, it is difficult to expect demand for our main product, electrophotographic carriers, to recover to pre-pandemic levels. Accordingly, we have positioned FY2024 as a runway period for the next medium-term management plan, during which we will respond to significant changes in the business environment by calmly analyzing market trends, intensifying efforts to identify new growth opportunities, rebuilding a resilient business structure, and strengthening ESG management.」
After ordinary profit in FY2023 under the 2022 medium-term management plan fell far short of its target, the focus shifted toward positioning FY2024 as a runway period for the next medium-term plan rather than as the year for achieving the target. - FY2023RestatedAnnual report
「We will work to advance the basic strategies of each business and ESG management, and strive to enhance corporate value while pursuing the targets for the final year and our desired state.」
The company continues its business strategies and ESG management toward the final-year targets of the 2022 medium-term management plan and its desired state of becoming an “essential company.” - FY2022ReframedAnnual report
「The company formulated the three-year “2022 medium-term management plan,” beginning in FY2022, and launched it in April of this year. Based on its management philosophy, the company established its desired state under the plan as “becoming an ‘essential company’ needed by society by solving social issues through proprietary technologies.”」
The company moved from the 2019 medium-term management plan to the 2022 plan and reorganized its priorities around 4 basic policies: maintaining the profitability of existing businesses, contributing to profit and continuously developing new businesses, and strengthening head-office functions. - FY2021SoftenedAnnual report
「In FY2021, the final year of the plan, achieving the management targets became difficult due to major changes in the business environment. However, without changing its basic strategy, the company will address the following challenges in preparation for the next medium-term management plan, the “2022 medium-term management plan.”」
While the basic strategy of the 2019 medium-term management plan remained unchanged, achieving its management targets in the final year was considered difficult due to major changes in the business environment, and the focus shifted toward preparing for the next medium-term plan. - FY2020First statedAnnual report
「The Group formulates a medium-term management plan every 3 years and pursues business development by addressing the challenges of each fiscal year. It is currently implementing the three-year plan beginning in FY2019, the “2019 medium-term management plan.” Under its policy of “strengthening the corporate structure while ensuring the sustainability of existing businesses, and achieving the launch and further creation of new businesses,” the Group achieved its targets in the first year, including its profit target and the launch of new products for new markets. In FY2020, the second year of the plan, the Group will address the following challenges to achieve its targets for the final year and to lay the foundation for the next medium-term management plan, the “2022 medium-term management plan.”」
The company introduced a three-year plan for FY2019 through FY2021 that integrates efforts to ensure the sustainability of existing businesses, strengthen the corporate structure, and launch and create new businesses.