Executing the medium-term management plan, NITTO POWER-UP PLAN FINAL
First written in FY2016-Q2. 6 of 12 entries say "Restated". Latest entry: FY2019-Q1.
No other company in this theme has enough history to compare yet.
- FY2019-Q1DroppedAnnual reportThe filing stated that the new medium-term management plan, NITTOSEIKO Mission"G", had begun, rather than the previous plan, NITTO POWER-UP PLAN FINAL.
- FY2018ReframedAnnual report
「From 2015 through 2018, the Group actively expanded its business domains and operating bases under the medium-term management plan, NITTO POWER-UP PLAN FINAL. As a result, the Company and the Group have grown individually into corporate entities with various strengths, but to further enhance their ability to compete globally and pursue efficiency that generates results, the Group formulated a new medium-term management plan to be shared across the Group.」
The Group moved from the previous medium-term management plan for 2015–2018 to a new medium-term management plan shared across the Group. There was no explicit statement that the previous plan's numerical targets had been achieved. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group actively pursued expansion of its business domains toward the final-year targets of NITTO POWER-UP PLAN FINAL (2015–2018), including M&A and, at consolidated subsidiaries, strengthening manufacturing and sales capabilities through business acquisitions.」
The Group reconfirmed its efforts to expand business domains by strengthening manufacturing and sales capabilities through M&A and business acquisitions. - FY2018-Q2RestatedAnnual report
「To achieve the final-year targets of NITTO POWER-UP PLAN FINAL (2015–2018), the Group drew on its full strength to expand its business domains through M&A, business acquisitions by consolidated subsidiaries and the construction of new plants.」
M&A, business acquisitions and new plant construction continued to be cited as means of expanding business domains toward the plan's final-year targets. - FY2018-Q1AdvancedAnnual report
「Against this backdrop, the Group actively pursued the opening of new bases in Japan and overseas, capital investment and M&A toward expanding its business domains, the basic policy of NITTO POWER-UP PLAN FINAL (2015–2018). It also worked globally to strengthen its business capabilities, including by deciding to build a new plant at a Chinese subsidiary and to conduct joint research and development with a South Korean company.」
In addition to new bases, capital investment and M&A, the expansion of business domains included a new plant at a Chinese subsidiary and a decision to conduct joint research and development with a South Korean company. - FY2017RestatedAnnual report
「Under the four-year medium-term management plan beginning with the fiscal year ended December 2015, the Group is working toward achieving targets for the final year, the fiscal year ended December 2018, of ¥40.0 billion in net sales and ¥3.2 billion in operating income, with an operating margin of at least 8.0%.」
The final year of the medium-term management plan was reaffirmed as 2018, together with targets of ¥40.0 billion in net sales, ¥3.2 billion in operating income and an operating margin of at least 8.0%. - FY2017-Q3AdvancedAnnual report
「As part of the growth strategy under the medium-term management plan, NITTO POWER-UP PLAN FINAL (2015–2018), the Group accelerated its global expansion by acquiring a screw manufacturing and sales business from a peer through its Indonesian subsidiary and establishing a new base in South Korea. In Japan, it also implemented measures to expand its business domains, including opening the Hiroshima Sales Office as a sales base for the Chugoku region and establishing a research and development base for industry-academia exchange with universities.」
Specific measures under the plan's growth strategy included the acquisition of a business in Indonesia, a new base in South Korea, the Hiroshima Sales Office and a research and development base. - FY2017-Q2RestatedAnnual report
「To achieve the final-year targets of ¥40.0 billion in net sales and ¥3.2 billion in operating income set out in the medium-term management plan, NITTO POWER-UP PLAN FINAL (2015–2018), the Group implemented measures to expand its business domains, including stronger communications, the development of new sales channels through new product launches, and active participation in trade shows.」
The final-year targets and the initiatives to expand business domains through communications, new product launches and trade shows were reconfirmed. - FY2017-Q1RestatedAnnual report
「To achieve the medium-term management plan, NITTO POWER-UP PLAN FINAL (2015–2018), with final targets of ¥40.0 billion in net sales and ¥3.2 billion in operating income, the Group pursued expansion of its business domains globally through measures including developing new sales channels by launching new products, promoting sales mainly in the automotive-related industry, and strengthening communications through trade shows and other events.」
In addition to the plan period, the final targets of ¥40.0 billion in net sales and ¥3.2 billion in operating income were specified, along with the means of achieving them: new product launches, sales promotion and communications through trade shows. - FY2016RestatedAnnual report
「The Group worked to expand its business domains and enhance corporate value toward achieving the medium-term management plan, NITTO POWER-UP PLAN FINAL (2015–2018).」
The plan period and the initiatives undertaken to achieve it continued to be described in the annual report. - FY2016-Q3AdvancedAnnual report
「The Group designated the year as an important midpoint toward achieving the final targets of its medium-term management plan, NITTO POWER-UP PLAN FINAL (2015–2018). With each employee envisioning becoming a true global manufacturer in fastening, assembly, measurement and inspection, the Group pursued stronger business capabilities, global capabilities and brand strength with a strong appetite for reform and execution.」
The plan was positioned as having reached an important midpoint toward its final targets for 2015–2018, with stronger business capabilities, global capabilities and brand strength identified as its key focus areas. - FY2016-Q2First statedAnnual report
「Entering the second year of the medium-term management plan, NITTO POWER-UP PLAN FINAL, the Group has challenged itself to pursue innovation with a strong appetite for reform and a sense of urgency, while each employee envisioned becoming a true global manufacturer in fastening, assembly, measurement and inspection.」
This is the first theme confirming that the medium-term management plan had entered its execution phase and indicating the plan's direction.