Medium-Term Management Plan “Value Creation 2020”
First written in FY2016. 10 of 27 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1RestatedAnnual report
「On 13 May 2026, the Company announced the three-year medium-term management plan Value Creation 28 (hereinafter “VC28”), beginning with the fiscal year ending March 2027. VC28 is the first medium-term management plan toward realizing Vision60 and is positioned as a phase focused on “improving profitability” and “building a foundation for the next stage of growth.”」
The company reconfirmed its policy of positioning VC28 as the first Medium-Term Management Plan aimed at realizing Vision60 and focusing on improving profitability and building a foundation for growth. - FY2026ReframedAnnual report
「In May 2026, the company formulated and announced the Medium-Term Management Plan “Value Creation 28” (hereinafter, “VC28”), covering the 3-year period from the fiscal year ending March 2027 through the fiscal year ending March 2029.」
After VC2024 Revival ended, the company formulated VC28 and positioned it as the first Medium-Term Management Plan aimed at realizing Vision60. - FY2026-H1SoftenedAnnual report
「With respect to the medium-term management plan, the plan period for the previous medium-term management plan, VC2024 Revival, ended in March 2025, so the Company had originally planned to formulate a new medium-term management plan beginning in April 2025. However, because measuring the synergies from the capital and business alliance with MISUMI Group Inc., agreed in October 2024, will require a considerable amount of time, the Company decided to use the fiscal year ending March 2026 as a period for measuring the alliance’s effect on improving performance.」
The company decided not to launch the new plan that had been scheduled after the previous Medium-Term Management Plan ended, and shifted to managing the plan with fiscal 2026 serving as a period for measuring the effects of the capital and business alliance with MISUMI Group. - FY2025-H1AdvancedAnnual report
「To promote the VC2024 Revival policy more forcefully, the Company entered into a capital and business alliance agreement with MISUMI Group Inc. on 7 October 2024.」
As an initiative under VC2024 Revival, the company entered into a capital and business alliance with MISUMI Group Inc. - FY2022AchievedAnnual report
「The final-year management targets under the mid-term management plan “VC2020Plus” were net sales of ¥36,100 million, operating income of ¥1,800 million, and profit attributable to owners of the parent of ¥1,100 million. Actual results were net sales of ¥39,358 million, operating income of ¥3,041 million, and profit attributable to owners of the parent of ¥2,040 million. Under VC2020Plus, which addressed the rebuilding of performance weakened by the prolonged U.S.-China trade dispute and the impact of COVID-19, management results achieved a V-shaped recovery as targeted.」
For the final year of VC2020Plus, actual results exceeded all targets for net sales, operating profit, and profit attributable to owners of the parent. The company reported achievement of the plan’s numerical targets and a V-shaped recovery. - FY2022-Q3RestatedAnnual report
「Under the Medium-Term Management Plan “Value Creation 2020Plus,” launched in April 2020, the Group has pursued 4 key management priorities: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer perspectives,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resources development.” It has promoted a shift to high-value-added businesses and cost reductions, with a focus on turning around deteriorating business performance. The current Medium-Term Management Plan is in its final year, and the Group will pursue further progress while linking these initiatives to the next Medium-Term Management Plan.」
The company reconfirmed, with the same content as in the previous quarter, that this was the final year of the Medium-Term Management Plan, the 4 key priorities, the shift to high-value-added businesses and cost reductions, and linkage to the next plan. - FY2022-Q2RestatedAnnual report
「Under the Medium-Term Management Plan “Value Creation 2020Plus,” launched in April 2020, the Group has pursued 4 key management priorities: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer perspectives,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resources development.” It has promoted a shift to high-value-added businesses and cost reductions, with a focus on turning around deteriorating business performance. The current Medium-Term Management Plan is in its final year, and the Group will pursue further progress while linking these initiatives to the next Medium-Term Management Plan.」
The company continued Value Creation 2020Plus in its final year and reconfirmed the 4 key priorities, the shift to high-value-added businesses, cost reductions, and linkage to the next Medium-Term Management Plan. No new achievement milestones were presented. - FY2022-Q1AdvancedAnnual report
「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development,” and has generated new momentum and a sense of progress in all four areas. In the final year of the plan, the Group will pursue further progress and link these initiatives to the next mid-term management plan.」
Entering the final year of Value Creation 2020Plus, the company reported new developments and signs of progress in all 4 key priorities, and indicated that these initiatives would be linked to the next Medium-Term Management Plan. - FY2021-Q3AdvancedAnnual report
「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development,” and has achieved results including the launch of new products aligned with customer needs.」
While continuing the 4 key management priorities of “Value Creation 2020Plus,” the company reported the launch of new products tailored to customer needs as a specific achievement. - FY2021-Q2ReframedAnnual report
「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development.” The Group is promoting a shift toward high-value-added businesses and cost reductions in an effort to rebuild its deteriorating performance.」
While continuing the same Medium-Term Management Plan, the wording of the target changed from “returning to a growth trajectory” to “turning around deteriorating business performance,” more directly expressing the aim of recovering performance. - FY2021-Q1ReframedAnnual report
「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development.” The Group is promoting a shift toward high-value-added businesses and cost reductions in an effort to put the Group back on a growth trajectory.」
The company renamed the previous “Value Creation 2020” plan “Value Creation 2020Plus” and reorganized its priorities to include strengthening sales capabilities, establishing a global production system, and developing human resources. - FY2020-Q3SoftenedAnnual 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 explicitly stated that, while progress on the 4 key management priorities and various initiatives was being maintained, the challenging business environment was making achievement of the initial targets difficult. - 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 continued the Medium-Term Management Plan and its 4 key management priorities, and reiterated the progress of initiatives already described at the US sales office, Vietnam plant, and Dalian plant. - 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 continued to state the Medium-Term Management Plan and its 4 key management priorities, and reiterated progress including the start of semi-finished and finished product production at the Vietnam plant, the commencement of operations at the US sales office, and the Dalian plant expansion. - FY2019AdvancedAnnual report
「For the fiscal year, the third year of the mid-term management plan “Value Creation 2020” (the “VC2020”), the management targets were net sales of ¥42,000 million, operating income of ¥2,500 million, and profit attributable to owners of the parent of ¥1,700 million. Actual results were net sales of ¥40,935 million, operating income of ¥2,578 million, and profit attributable to owners of the parent of ¥960 million.」
For the third year of VC2020, the company achieved its operating profit target, while net sales and profit attributable to owners of the parent fell short of target. The 4 key management priorities and related initiatives continued to be pursued. - 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 continued to state the Medium-Term Management Plan and its 4 key management priorities, and reiterated the previously reported progress at the Vietnam plant, US sales office, and Dalian plant expansion. - FY2019-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." 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 continued to state the Medium-Term Management Plan and its 4 key management priorities. It reiterated the start of semi-finished product production at the Vietnam plant, the commencement of operations at the US sales office, and the Dalian plant expansion as progress, with no new milestones presented. - 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.」
Regarding the Medium-Term Management Plan, the company reported specific progress including the start of semi-finished product production at the Vietnam plant, the commencement of operations at the US sales office, and progress on the Dalian plant expansion. - FY2018AdvancedAnnual report
「For the fiscal year under review, the management targets for the second year of the Medium-Term Management Plan “Value Creation 2020” (hereinafter, “VC2020”) were net sales of ¥39,000 million, operating profit of ¥2,200 million, and profit attributable to owners of the parent of ¥1,500 million. Results for the fiscal year under review were net sales of ¥41,025 million, up 5.2% from the plan, operating profit of ¥2,843 million, up 29.3%, and profit attributable to owners of the parent of ¥1,788 million, up 19.3%, enabling the company to achieve all of its management targets.」
For the second year of VC2020, the company reported that it achieved all targets for net sales, operating profit, and profit attributable to owners of the parent, with each exceeding plan. As the overall plan continued into its third year, this was treated as specific interim progress rather than completion of the plan as a whole. - 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 continued to state the Medium-Term Management Plan and its 4 key management priorities, and reiterated progress on the Vietnam plant’s full-scale operations, the commencement of operations at the US sales office, and the Dalian plant expansion. No new milestones were presented. - 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 continued to state the Medium-Term Management Plan and its 4 key management priorities, and reiterated the previously reported progress at the Vietnam plant, US sales office and Dalian plant expansion. No new milestones were presented. - FY2018-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," 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.」
Regarding the Medium-Term Management Plan, the company reported steady progress on initiatives including the start of full-scale operations at the Vietnam plant, the establishment and commencement of operations of the US sales office, and the expansion of the Dalian plant. - FY2017AdvancedAnnual report
「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group identified 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,” and has been pursuing these initiatives. Progress has been in line with the plan, including the start of full-scale operations at the Vietnam plant in October 2016 and the establishment and commencement of operations of the US sales office in April 2017.」
At the end of the first year of the Medium-Term Management Plan, the company stated that progress had reached the establishment and commencement of operations of the US sales office, in addition to the start of full-scale operations at the Vietnam plant. - FY2017-Q3AdvancedAnnual report
「Against this backdrop, under the medium-term management plan "Value Creation 2020," which began in April 2016, the Group identified 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. The plan has progressed as scheduled, including the start of full-scale operations at the Vietnam plant in October 2016 and the establishment of a U.S. sales base in December of the same year.」
Regarding the Medium-Term Management Plan, the company reported that, in addition to the start of full-scale operations at the Vietnam plant, the US sales office was established in December 2016, representing progress in line with the plan. - FY2017-Q2AdvancedAnnual report
「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group identified 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,” and has been pursuing these initiatives. Progress has been in line with the plan, including the start of full-scale operations at the Vietnam plant in October 2016 and the planned establishment of a US sales office in November of the same year.」
For the plan as a whole, the company reported that the Vietnam plant had started full-scale operations and that the planned establishment of a US sales office was progressing as scheduled. - FY2017-Q1RestatedAnnual report
「Against this backdrop, in the first year of the medium-term management plan "Value Creation 2020," which began in April 2016, the Group is bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA, and 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.」
In the first year of the plan, which began in April 2016, the company continued initiatives addressing the 4 key management priorities. No specific achievement milestones were presented. - FY2016First statedAnnual report
「We formulated the medium-term management plan "Value Creation 2020," covering the five-year period from fiscal 2016 through fiscal 2020. Under this plan, we have identified the following four areas as key management priorities going forward.」
The company first presented a new five-year plan covering fiscal 2016 through fiscal 2020, together with 4 key management priorities.