Achieving a Vibrant Organization

「Entering the second year of the medium-term management plan "Challenge in Sustainable Evolution: A Strong KITAGAWA Growing with Society," the Company aims to capture market movements more nimbly and proactively in response to changes in the operating environment and secure revenue opportunities, while strengthening its sustainable growth base for the future. It continues to pursue 3 priority items: laying the foundation for sustainable growth through technological deepening in existing businesses and the concentration of management resources on new businesses; increasing production capacity in line with market expansion while improving profitability, competitiveness, and product/service quality; and building a vibrant, strong organisation and promoting digitalisation to support it.」

「The Company continues to pursue 3 priority items: laying the foundation for sustainable growth through technological deepening in existing businesses and the concentration of management resources on new businesses; increasing production capacity in line with market expansion while improving profitability, competitiveness, and product/service quality; and building a vibrant, strong organisation and promoting digitalisation to support it.」

「(3) Building a vibrant, strong organisation and promoting digitalisation to support it · The Company will focus on skills transfer and the development of younger employees, fostering a strong corporate culture that can respond flexibly to any changes in the operating environment through creativity, autonomy, and the ability to take action. · The Company will transform business processes through the use of digital technologies and build a more efficient organisation.」

「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."」

「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."」

「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."」

「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.」

「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."」

「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."」

「③ Building a vibrant, strong organisation full of creativity and autonomy that supports continuous growth · The Company will foster a corporate culture that can respond flexibly to changes in the operating environment by placing emphasis on originality in thinking, the drive to take on challenges, and communication skills. · Through systematic personnel training, the Company will ensure the transfer of skills and accelerate the development of younger employees.」

「Building a vibrant, strong organisation full of creativity and autonomy that supports continuous growth」

「Building a vibrant, strong organisation full of creativity and autonomy that supports continuous growth」

「③ Building a strong organisation full of vitality and supporting continuous growth · The Company will foster a corporate culture that can respond flexibly to changes in the operating environment by placing emphasis on originality in thinking, the drive to take on challenges, and communication skills. · Through systematic personnel training, the Company will ensure the transfer of skills and accelerate the development of younger employees.」

「Against this backdrop, under the final year of its medium-term management plan, “Challenges in New Fields: Establishing a New KITAGAWA,” the Group continues to actively pursue the 3 priority initiatives: “Expanding and establishing vacuum press technology in new fields and markets,” “Establishing a robust management foundation by strengthening earnings power and improving price competitiveness,” and “Creating a vibrant organisation.” In addition to strengthening its management foundation, the Group is also working to lay the foundation for significant future growth.」

「Against this backdrop, under the final year of its medium-term management plan, “Challenges in New Fields: Establishing a New KITAGAWA,” the Group continues to actively pursue the 3 priority initiatives: “Expanding and establishing vacuum press technology in new fields and markets,” “Establishing a robust management foundation by strengthening earnings power and improving price competitiveness,” and “Creating a vibrant organisation.” In addition to strengthening its management foundation, the Group is also working to lay the foundation for significant future growth.」

「Against this backdrop, under the final year of its medium-term management plan, “Challenges in New Fields: Establishing a New KITAGAWA,” the Group continues to actively pursue the 3 priority initiatives: “Expanding and establishing vacuum press technology in new fields and markets,” “Establishing a robust management foundation by strengthening earnings power and improving price competitiveness,” and “Creating a vibrant organisation.” In addition to strengthening its management foundation, the Group is also working to lay the foundation for significant future growth.」

「In the final year of the medium-term management plan "Challenge in New Fields: Establishing a New KITAGAWA," the Company is actively pursuing the following 3 priority items.」

「In the second year of the medium-term management plan "Challenge in New Fields: Establishing a New KITAGAWA," the Company is actively pursuing 3 priority items: expanding and establishing vacuum press technology in new fields and markets; establishing a solid management base by strengthening profitability and improving price competitiveness; and building a vibrant organisation.」

「Against this backdrop, based on the second year of its medium-term management plan, “Challenges in New Fields: Establishing a New KITAGAWA,” the Group is actively pursuing 3 priority initiatives: “Expanding and establishing vacuum press technology in new fields and markets,” “Establishing a robust management foundation by strengthening earnings power and improving price competitiveness,” and “Creating a vibrant organisation.” In addition to strengthening its management foundation, the Group is also taking on challenges in new fields as a foundation for significant future growth.」

「Against this backdrop, based on the second year of its medium-term management plan, “Challenges in New Fields: Establishing a New KITAGAWA,” the Group is actively pursuing 3 priority initiatives: “Expanding and establishing vacuum press technology in new fields and markets,” “Establishing a robust management foundation by strengthening earnings power and improving price competitiveness,” and “Creating a vibrant organisation.” In addition to strengthening its management foundation, the Group is also taking on challenges in new fields as a foundation for significant future growth.」

「The Company will invigorate the organisation by placing emphasis on originality in thinking, the drive to take on challenges, and communication skills, while building a strong organisation for the future.」