Vietnam Plant Operating as the Fourth Production Base
First written in FY2016. 7 of 16 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026MitigatedAnnual report
「PUNCH INDUSTRY MANUFACTURING VIETNAM CO. LTD. had negative net worth, with the amount of the deficit standing at ¥1,986 million as of the end of March 2026. The company is a subsidiary with a December year-end, and the figure as of the end of December was included in the consolidated financial statements.」
The Vietnam plant's negative net worth decreased from ¥2,004 million to ¥1,986 million, but it remains in a negative net worth position. - FY2024WorsenedAnnual report
「PUNCH INDUSTRY MANUFACTURING VIETNAM CO. LTD. had negative net worth, with the amount of the deficit standing at ¥2,004 million as of the end of March 2024. The company is a subsidiary with a December year-end, and the figure as of the end of December was included in the consolidated financial statements.」
The Vietnam plant's negative net worth increased from ¥1,860.113 million in the previous disclosure to ¥2,004 million as of the end of March 2024. - FY2023WorsenedAnnual report
「PUNCH INDUSTRY MANUFACTURING VIETNAM CO. LTD. had negative net worth, with the amount of the deficit standing at ¥1,860.113 million as of the end of March 2023. The company is a subsidiary with a December year-end, and the figure as of the end of December was included in the consolidated financial statements.」
The company disclosed that the Vietnam plant had negative net worth of ¥1,860.11 million as of the end of March 2023. - FY2020-Q3RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group has brought together its founding “Punch Spirit” and has been pursuing 4 key management priorities: “Establishing a five-region sales structure,” “Improving customer service,” “Promoting high-profitability businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the commencement of operations at the US sales office, the start of semi-finished and finished product production at the Vietnam plant, and the Dalian plant expansion, are progressing steadily, but the challenging business environment has made achievement of the initial targets difficult.」
The company has reiterated the start of semi-finished and finished-product production at the Vietnam plant as progress already reported. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of operations at the U.S. sales base, the start of semi-finished and finished product production at the Vietnam factory, and the expansion of the Dalian factory, are making steady progress.」
The company has reiterated the start of semi-finished and finished-product production at the Vietnam plant as progress already reported. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of semi-finished and finished product production at the Vietnam factory, the start of operations at the U.S. sales base, and the expansion of the Dalian factory, are making steady progress.」
The company continues to report that the Vietnam plant has reached the stage of producing both semi-finished and finished products. No progress to a new stage from the start of phase 2 indicated at the end of the previous fiscal year has been shown. - FY2019AdvancedAnnual report
「Phase 1 of the Vietnam plant, semi-finished product production, required time for personnel to settle in and improve their proficiency. Based on those lessons, Phase 2, finished-product production, began on a phased basis in March 2019 and is steadily getting on track.」
Following phase 1 semi-finished-product production, the Vietnam plant began phased production of finished products in phase 2 from March 2019. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」
The company has reiterated the start of semi-finished-product production at the Vietnam plant as a stage already reported. No new stage, such as the start of finished-product production or completion of additional investment, has been indicated. - FY2019-Q2AdvancedAnnual report
「In addition, partly due to the impact on net financial income and expenses of an increase in US dollar-denominated borrowings to fund additional investment in the Vietnam Plant, ordinary income was ¥1,340 million, down 4.2% year on year.」
At the stage following the start of semi-finished-product production at the Vietnam plant, the company reports an increase in U.S.-dollar-denominated borrowings for additional investment. Completion of the additional investment and the investment amount itself have not been indicated. - FY2019-Q1AdvancedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」
Following the full-scale launch of the Vietnam plant, the company has moved to the next stage of starting semi-finished-product production and is carrying out phased production expansion. - FY2018AdvancedAnnual report
「To respond swiftly to changes in the operating environment and make growth more certain, the Group has been implementing the medium-term management plan “Value Creation 2020,” covering the 5 years from FY2016 through FY2020, and has completed its second year.」
The company reports that the Vietnam plant began producing semi-finished products and explicitly indicates preparations for the second phase, aimed at starting finished-product production in FY2019. The initiative has progressed from simply planning operations at the fourth production base to phased production expansion. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」
The company has reiterated the full-scale launch of the Vietnam plant as an initiative showing progress under its medium-term management plan. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」
The company has reiterated the full-scale launch of the Vietnam plant as one area of progress against its plan. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」
The company has reiterated the full-scale launch of the Vietnam plant as one of the initiatives showing progress against its plan. - FY2017-Q2AchievedAnnual report
「Progress to date has been in line with the plan, including the full-scale operation of the Vietnam plant in October 2016 and the establishment of a U.S. sales base, scheduled for November of the same year.」
The company reports the full-scale launch of the Vietnam plant, which had been planned as its fourth production base, indicating that the operating target has been achieved. - FY2016First statedAnnual report
「The Group will operate the Vietnam plant as its fourth production base after Japan, China, and Malaysia, optimize its production system, reduce costs, diversify risk, shift toward high-value-added products, and achieve higher overall profitability.」
The company has indicated plans to operate the Vietnam plant as its fourth manufacturing base, following Japan, China and Malaysia.