A Challenge to Innovation and Creation: Toward a KITAGAWA That Continues to Shine Through Originality
First written in FY2018. 9 of 12 entries say "Restated". Latest entry: FY2021.
The whole theme swung hardest in 2025: 3 of 20 companies on the "Worse" side.
33 other companies' latest entry also says "Achieved".
- FY2021AchievedAnnual report
「Under these circumstances, the Group continued to pursue the three priority initiatives under the medium-term management plan, “A Challenge to Innovation and Creation: KITAGAWA, Continuing to Shine Through Originality,” which entered its final year, with targets of net sales of ¥4,300 million and operating income of ¥380 million. As a result, the consolidated financial results for the fiscal year were net sales of ¥4,819 million and operating income of ¥541 million, with both net sales and operating income achieving the medium-term management plan targets.」
The medium-term management plan for the fiscal years ending June 2019 through June 2021 completed its final year, achieving the revised net sales and operating income targets. - FY2021-Q3RestatedAnnual report
「Under these circumstances, based on the medium-term management plan, "Challenge to Innovation and Creation: Toward a KITAGAWA that Continues to Shine through Originality," which entered its final year, the Group continued to pursue 3 key initiatives: "Proactively expanding our proprietary core technologies into new fields and markets," "Improving profitability, competitiveness and product/service quality through rigorous process management and cost reduction," and "Building a vibrant, strong organization full of creativity and autonomy that supports continued growth."」
The new medium-term management plan has entered its final year, and the Group continues to pursue the three priority initiatives. - FY2021-Q2RestatedAnnual report
「Under these circumstances, based on the medium-term management plan, "Challenge to Innovation and Creation: Toward a KITAGAWA that Continues to Shine through Originality," which entered its final year, the Group continued to pursue 3 key initiatives: "Proactively expanding our proprietary core technologies into new fields and markets," "Improving profitability, competitiveness and product/service quality through rigorous process management and cost reduction," and "Building a vibrant, strong organization full of creativity and autonomy that supports continued growth."」
The medium-term management plan has entered its final year, and the Group continues to pursue the previous three priority initiatives. - FY2021-Q1RestatedAnnual report
「Under these circumstances, based on the medium-term management plan, "Challenge to Innovation and Creation: Toward a KITAGAWA that Continues to Shine through Originality," which entered its final year, the Group continued to pursue 3 key initiatives: "Proactively expanding our proprietary core technologies into new fields and markets," "Improving profitability, competitiveness and product/service quality through rigorous process management and cost reduction," and "Building a vibrant, strong organization full of creativity and autonomy that supports continued growth."」
The medium-term management plan has entered its final year, and the Group continues to pursue the previous three priority initiatives. - FY2020-Q3RestatedAnnual report
「Under the medium-term management plan "Challenge in Innovation and Creation: KITAGAWA, Continuing to Shine Through Originality," now in its second year, the Group continues to pursue 3 priority items: actively expanding its proprietary core technologies into new fields and markets; improving profitability, competitiveness, and product/service quality through thorough process management and cost reduction; and building a vibrant, strong organisation full of creativity and autonomy that supports continuous growth.」
The medium-term management plan has entered its second year, and the Group continues to pursue the three priority initiatives. - FY2020-Q2RestatedAnnual report
「Under these circumstances, based on the medium-term management plan, "Challenge to Innovation and Creation: Toward a KITAGAWA that Continues to Shine through Originality," which entered its second year, the Group continued to pursue 3 key initiatives: "Proactively expanding our proprietary core technologies into new fields and markets," "Improving profitability, competitiveness and product/service quality through rigorous process management and cost reduction," and "Building a vibrant, strong organization full of creativity and autonomy that supports continued growth."」
The medium-term management plan has entered its second year, and the Group continues to pursue the three priority initiatives. - FY2020-Q1RestatedAnnual report
「Under these circumstances, based on the medium-term management plan, "Challenge to Innovation and Creation: Toward a KITAGAWA that Continues to Shine through Originality," which entered its second year, the Group continued to pursue 3 key initiatives: "Proactively expanding our proprietary core technologies into new fields and markets," "Improving profitability, competitiveness and product/service quality through rigorous process management and cost reduction," and "Building a vibrant, strong organization full of creativity and autonomy that supports continued growth."」
The new medium-term management plan has entered its second year, and the Group continues to pursue the three priority initiatives. - FY2019SoftenedAnnual report
「The targets for the final year of the medium-term management plan, the fiscal year ending June 2021, have been revised to revenue of ¥4,300 million and operating profit of ¥380 million.」
The new medium-term management plan itself is continuing, but its numerical targets for the final year were lowered from the previous targets following the transfer of the Building Materials Machinery business and discontinuation of the segment. - FY2019-Q3RestatedAnnual report
「From the current consolidated fiscal year, we have launched the new medium-term management plan, “Challenge for Innovation and Creation: Toward a KITAGAWA That Continues to Shine Through Originality.” While carrying forward the basic policies of the previous plan, we aim to commercialise new market opportunities by responding to changes in the business environment with greater agility and initiative, while establishing a stable, sustainable growth platform for the future. To this end, we are actively pursuing 3 priority initiatives: “Proactive expansion of proprietary core technologies into new fields and markets”; “Improving profitability, competitiveness and product/service quality through thorough process control and cost reduction”; and “Building a dynamic, strong organisation rich in creativity and initiative that supports sustained growth.”」
It reiterates the policy of pursuing three priority initiatives while carrying forward the previous plan, following the launch of the new medium-term management plan in the current fiscal year. - FY2019-Q2RestatedAnnual report
「Under these circumstances, the Group launched the new medium-term management plan, “A Challenge to Innovation and Creation: KITAGAWA, Continuing to Shine Through Originality,” from the current fiscal year. While carrying forward the basic policies of the previous plan, the Group aims to identify new market trends more flexibly and proactively in response to changes in the operating environment and turn them into businesses, while developing a stable and sustainable foundation for future growth. It is actively pursuing three priority initiatives: “Proactive expansion of its proprietary core technologies into new fields and markets”; “Improving profitability, competitiveness and product/service quality through thorough process management and cost reduction”; and “Building a vibrant, strong organisation rich in creativity and autonomy that supports continuous growth.”」
It reiterates that the new medium-term management plan began in the current fiscal year and that the Group is pursuing three priority initiatives while carrying forward the previous plan. - FY2019-Q1RestatedAnnual report
「Under these circumstances, the Group formulated a new medium-term management plan, “A Challenge to Innovation and Creation: KITAGAWA, Continuing to Shine Through Originality.” While carrying forward the basic policies of the previous plan, the Group aims to identify new market trends more flexibly and proactively in response to changes in the operating environment and turn them into businesses, while developing a stable and sustainable foundation for future growth. It is pursuing three priority initiatives: “Proactive expansion of its proprietary core technologies into new fields and markets”; “Improving profitability, competitiveness and product/service quality through thorough process management and cost reduction”; and “Building a vibrant, strong organisation rich in creativity and autonomy that supports continuous growth.”」
It reiterates that the new medium-term management plan, which began in July 2018, carries forward the previous plan while pursuing three priority initiatives. - FY2018First statedAnnual report
「The Company formulated a new medium-term management plan, “A Challenge to Innovation and Creation: KITAGAWA, Continuing to Shine Through Originality,” starting in July 2018. While carrying forward the basic policies of the previous plan, the Company aims to identify new market trends more flexibly and proactively in response to changes in the operating environment and turn them into businesses, while building a stable and sustainable foundation for growth.」
As the successor to the previous medium-term management plan, the new 3-year plan began in July 2018. Its three pillars are expanding the Company's proprietary core technologies into new fields, process management and cost reduction, and building a strong organisation, with targets of net sales of ¥5,500 million and operating income of ¥540 million for fiscal 2020.