Medium- to Long-Term Management Strategy under Challenge CKD 2018
First written in FY2016. 16 of 26 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2021: 17 of 77 companies on the "Worse" side.
- FY2026ReframedAnnual report
「The fiscal year ending March 2027 will be the launch year of the Sixth Medium-Term Management Plan, All CKD Together 2028, a 3-year plan through the fiscal year ending March 2029. The plan sets out four growth policies: "promote human-capital management and strengthen the management base," "strengthen the R&D structure," "concentrate management resources on global growth areas," and "shift to a high-value-added business model." We will combine the strengths of the entire company and achieve growth as one.」
The company reviews the Fifth Medium-Term Management Plan, Exciting CKD 2025, noting that its ¥180 billion net sales target was not achieved because the recovery in semiconductor-related demand was delayed, and has moved to the Sixth Medium-Term Management Plan, All CKD Together 2028. It presents four growth policies through the fiscal year ending March 2029 and new targets of net sales of at least ¥190 billion, an operating margin of at least 13.7% and ROE of at least 10%. - 2026-06-03ReframedGeneral Meetings of Shareholders
「Formulation of the new 10-year vision, “CKD VISION 2035”」
The Company has updated its previous long-term vision to “CKD VISION 2035,” presenting a new vision and milestones toward fiscal 2035. - FY2026-H1RestatedAnnual report
「During the interim consolidated accounting period, there were no material changes in the business or financial issues that the group should address as a priority.」
The Company has reconfirmed that there have been no material changes to the business and financial issues requiring priority attention. - FY2025RestatedAnnual report
「The fiscal year ending March 2026 is the final year of the Fifth Medium-Term Management Plan, Exciting CKD 2025, launched in the fiscal year ending March 2023. It is also the final year of the long-term management vision, 10-Year VISION GO CKD!, and will serve as a foundation for achieving that vision and building the foundation for the next long-term management vision.」
The company reconfirms that this is the final year of Exciting CKD 2025 and 10-Year VISION GO CKD!, and positions the year as one for building a foundation for the next long-term vision. - FY2025-H1RestatedAnnual report
「During the interim consolidated accounting period, there were no material changes in the business or financial issues that the group should address as a priority.」
The Company has reconfirmed that there have been no material changes to the business and financial issues requiring priority attention. - FY2024RestatedAnnual report
「The Fifth Medium-Term Management Plan, Exciting CKD 2025, is a medium-term management plan covering the 4 years through the fiscal year ending March 2026.」
The period of Exciting CKD 2025 and the policy of focusing on growth industries such as semiconductors and batteries, the electrification business, new businesses, overseas markets and customer service are reconfirmed. - FY2023AdvancedAnnual report
「The Fifth Medium-Term Management Plan, Exciting CKD 2025, launched in the fiscal year ending March 2023, covers the 4 years through the fiscal year ending March 2026. We will focus on growth industries such as semiconductors and batteries, our electrification and new businesses, and overseas markets, while strengthening customer service linked to our service business. We will work to strengthen our management base and improve corporate value while enhancing management efficiency.」
The covered period and focus areas of the Fifth Medium-Term Management Plan are reconfirmed, with specific emphasis on semiconductors, batteries, the electrification business, new businesses, overseas markets and customer service. - FY2022ReframedAnnual report
「Looking back on the Fourth Medium-Term Management Plan, Build-up CKD 2021 (the 3-year period from the fiscal year ending March 2020 through the fiscal year ending March 2022), we recognise it as a three-year period in which we responded flexibly amid changes in the business environment and broader social changes resulting from the COVID-19 pandemic. We achieved our profit target in the final year.」
The company reviews the Fourth Medium-Term Management Plan, explicitly noting that it achieved its profit target in the final year, and has moved to the Fifth Medium-Term Management Plan, Exciting CKD 2025. - FY2021SoftenedAnnual report
「For the fiscal year ending March 2022, the final year of the plan, we will work toward revised targets of net sales of ¥118,000 million, operating profit of ¥11,000 million, an operating margin of 9.3% and ROE of 7.7%.」
Because the business environment differed from the initial assumptions due to the COVID-19 pandemic, the final-year targets for Build-up CKD 2021 were lowered from net sales of ¥143,000 million, operating profit of ¥14,300 million, an operating margin of 10.0% and ROE of at least 9.0%. The 10-Year Vision was also reviewed and reorganised around four basic policies. - FY2020AdvancedAnnual report
「As specific performance targets, we are working to achieve net sales of ¥143,000 million, operating profit of ¥14,300 million, an operating margin of 10.0% and ROE of at least 9.0% in the fiscal year ending March 2022, the final year of the medium-term management plan.」
For Build-up CKD 2021, specific targets for net sales, operating profit, operating margin and ROE were set for the fiscal year ending March 2022. The plan also explicitly identified the use of the new Tohoku plant and new production building in China, as well as automation investment, as measures for achieving the plan. - FY2020-Q3RestatedAnnual report
「In April 2019, we launched the new medium-term management plan, Build-up CKD 2021 (fiscal 2019 to fiscal 2021). Build-up CKD 2021 sets out the following three basic policies to make the three-year period one of strong growth while building a foundation for the future: "1. Evolve Japan's No. 1 products globally," "2. Challenge new businesses and markets," and "3. Strengthen the business base." By pursuing fluid control and automation technologies, we will expand our business globally with the aim of becoming a total factory-automation supplier for the world.」
The period and three basic policies of Build-up CKD 2021 are reconfirmed, as is the policy of becoming a total factory-automation supplier for the world. - FY2020-Q2RestatedAnnual report
「In April 2019, we launched the new medium-term management plan, Build-up CKD 2021 (fiscal 2019 to fiscal 2021). Build-up CKD 2021 sets out the following three basic policies to make the three-year period one of strong growth while building a foundation for the future: "1. Evolve Japan's No. 1 products globally," "2. Challenge new businesses and markets," and "3. Strengthen the business base." By pursuing fluid control and automation technologies, we will expand our business globally with the aim of becoming a total factory-automation supplier for the world.」
The period and three basic policies of Build-up CKD 2021 for fiscal 2019 through fiscal 2021 are reconfirmed, with no material changes to the plan. - FY2020-Q1RestatedAnnual report
「In April 2019, we launched the new medium-term management plan, Build-up CKD 2021 (fiscal 2019 to fiscal 2021). Build-up CKD 2021 sets out the following three basic policies to make the three-year period one of strong growth while building a foundation for the future: "1. Evolve Japan's No. 1 products globally," "2. Challenge new businesses and markets," and "3. Strengthen the business base."」
The quarterly report reconfirms the launch of the new medium-term management plan for fiscal 2019 through fiscal 2021 and its three basic policies. - FY2019ReframedAnnual report
「Our Group is working to achieve the medium-term management plan, Build-up CKD 2021, which covers the 3-year period from the fiscal year ending March 2020 through the fiscal year ending March 2022. Under the medium-term management plan, we are working on environmental initiatives, new technologies and business expansion.」
The plan name, period and priority areas have changed from the previous Challenge CKD 2018 to the Fourth Medium-Term Management Plan, Build-up CKD 2021. - FY2019-Q3RestatedAnnual report
「In April 2016, we also launched the medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we are pursuing the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products globally," and "3. Strengthen the business base."」
The period and three basic policies of the medium-term management plan are reconfirmed, with no material changes. - FY2019-Q2RestatedAnnual report
「In April 2016, we also launched the medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we are pursuing the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products globally," and "3. Strengthen the business base."」
The period and three basic policies of the medium-term management plan are reiterated, with no substantive changes from the previous quarter. - FY2019-Q1ReframedAnnual report
「In April 2016, we also launched the medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we are pursuing the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products globally," and "3. Strengthen the business base."」
The period of the medium-term management plan has been maintained, while the wording of its basic policies has changed from "global No. 1 products" and "business-base expansion" to "evolve globally" and "strengthen the business base." - FY2018RestatedAnnual report
「Our Group is working to achieve the medium-term management plan, Challenge CKD 2018, which covers the 3-year period from the fiscal year ending March 2017 through the fiscal year ending March 2019. Under the medium-term management plan, we are working to strengthen our product capabilities, expand our business globally and expand our business base.」
The period, achievement targets and three priorities of the medium-term management plan—product capabilities, global expansion and business-base expansion—are reconfirmed. - FY2018-Q3RestatedAnnual report
「In April 2016, we also launched the new medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we will pursue the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products into global No. 1 products," and "3. Expand the business base."」
The period and three basic policies of the medium-term management plan are reiterated, with no material changes. - FY2018-Q2RestatedAnnual report
「In April 2016, we launched the new medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018).」
The period and three basic policies of the medium-term management plan are reiterated, with no material changes. - FY2018-Q1RestatedAnnual report
「In April 2016, we also launched the new medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we will pursue the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products into global No. 1 products," and "3. Expand the business base."」
The period and three basic policies of the medium-term management plan are reconfirmed, with no material changes. - FY2017RestatedAnnual report
「Our Group is working to achieve the medium-term management plan, Challenge CKD 2018, which covers the 3-year period from the fiscal year ending March 2017 through the fiscal year ending March 2019. Under the medium-term management plan, we will work to strengthen our product capabilities, expand our business globally and expand our business base.」
The annual report reconfirms the medium-term management plan's covered period as the 3 years from the fiscal year ending March 2017 through the fiscal year ending March 2019, along with its three priorities: product capabilities, global expansion and business-base expansion. - FY2017-Q3RestatedAnnual report
「In April 2016, we also launched the new medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we will pursue the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products into global No. 1 products," and "3. Expand the business base."」
The covered period and three basic policies of the new medium-term management plan are reconfirmed in the third quarter under review. - FY2017-Q2RestatedAnnual report
「In April 2016, we also launched the new medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we will pursue the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products into global No. 1 products," and "3. Expand the business base."」
The covered period and three basic policies of the new medium-term management plan are reconfirmed, following the previous quarter. - FY2017-Q1AdvancedAnnual report
「In April 2016, we also launched the new medium-term management plan, Challenge CKD 2018 (fiscal 2016 to fiscal 2018). Under Challenge CKD 2018, we will pursue the following three basic policies in order to identify changes quickly, respond swiftly and turn them into major business opportunities: "1. Challenge new businesses and new markets," "2. Evolve Japan's No. 1 products into global No. 1 products," and "3. Expand the business base."」
The company explicitly states that the new medium-term management plan began in April 2016 and reconfirms its covered period and three basic policies. - FY2016First statedAnnual report
「Under the long- and medium-term management strategy set out in the new medium-term management plan, Challenge CKD 2018, which began in the fiscal year ended March 2017, our Group is addressing the following issues.」
The plan covers the 3-year period from fiscal 2016 through fiscal 2018, with its basic policies being new businesses and markets, globalising Japan's No. 1 products, and expanding the business base.