IKO Medium-Term Management Plan 2017 “CHANGE & CHALLENGE”

「The Group entered the second year of the “IKO Medium-Term Management Plan 2026 Connect for Growth ~Connecting through I, K and O, a future of innovation~.” Using the intensive strengthening of its “strong areas” and the rebuilding of its “global structure” as key themes, it promoted various measures to resolve priority issues and, in October of the year, reorganized its organizational structure to introduce a headquarters-based structure in order to give concrete form to its global strategy aimed at medium- to long-term growth.」

「The Group launched the 3-year “IKO Medium-Term Management Plan 2026 Connect for Growth ~Connecting through I, K and O, a future of innovation~” in April 2024, aiming to develop into a global company trusted and needed by customers through the manufacture and sale of bearings and other key machine components. Under the plan, the Group will intensively strengthen its “strong areas,” further improve profitability and efficiency, and enhance growth potential by rebuilding its “global structure,” thereby advancing the realization of its long-term vision, “IKO VISION 2030.”」

「From April of the year, the Group launched the “IKO Medium-Term Management Plan 2026 Connect for Growth ~Connecting through I, K and O, a future of innovation~.” Its basic policies are to intensively strengthen its “strong areas” to further improve profitability and efficiency, rebuild its “global structure,” increase growth potential, and implement various measures to resolve priority issues.」

「Against this backdrop, the Group implemented various measures under the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~,” aiming to achieve growth from a medium- to long-term perspective and secure stable profits.」

「Against this backdrop, the Group implemented various measures under the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~,” aiming to achieve growth from a medium- to long-term perspective and secure stable profits.」

「Against this backdrop, the Group implemented various measures under the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~,” aiming to achieve growth from a medium- to long-term perspective and secure stable profits.」

「To develop into a corporate group trusted, needed and recognized by society through the manufacture and sale of bearings and other products, the Group formulated the 3-year “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~” starting in April 2021.」

「Against this backdrop, the Group implemented various measures to resolve priority issues, aiming to achieve growth from a medium- to long-term perspective and secure stable profits as set out in the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~.”」

「Against this backdrop, the Group entered the second year of the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~” and, under the basic policies of “Deepening: further deepening existing businesses,” “Challenge: pursuing new technologies and new business areas,” and “Transformation: behavioral, organizational capability and digital transformation,” implemented various measures to resolve priority issues while aiming to secure stable profits and achieve sustainable growth.」

「To develop into a corporate group trusted, needed and recognized by society through the manufacture and sale of bearings and other products, the Group formulated the 3-year “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~” starting in April 2021. It established the basic policies of “Deepening: further deepening existing businesses,” “Challenge: pursuing new technologies and new business areas,” and “Transformation: behavioral, organizational capability and digital transformation.” In addition to aiming to become a true technology-driven company that enhances value for customers, the Group identified IKO Group materialities toward achieving the SDGs and will promote initiatives to resolve environmental and social issues.」

「From the current fiscal year, the Group launched the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~” and, under its basic policies of “Deepening: further deepening existing businesses,” “Challenge: pursuing new technologies and new business areas,” and “Transformation: behavioral, organizational capability and digital transformation,” implemented various measures while aiming to secure stable profits and achieve sustainable growth.」

「From April of the year, the Group launched the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~” and, under its basic policies of “Deepening: further deepening existing businesses,” “Challenge: pursuing new technologies and new business areas,” and “Transformation: behavioral, organizational capability and digital transformation,” implemented various measures while aiming to secure stable profits and achieve sustainable growth.」

「Against this backdrop, from April of the year the Group launched the “IKO Medium-Term Management Plan 2023 ~Deepening, Challenge and Transformation~” and, under the basic policies of “Deepening: further deepening existing businesses,” “Challenge: pursuing new technologies and new business areas,” and “Transformation: behavioral, organizational capability and digital transformation,” implemented various measures to resolve priority issues while aiming to secure stable profits and achieve sustainable growth.」

「To develop into a corporate group trusted, needed and recognized by society through the manufacture and sale of bearings and other products, the Group formulated the 3-year “IKO Medium-Term Management Plan 2023 ~ Deepening, Challenge and Transformation ~” starting in April 2021. It established the basic policies of “Deepening: further deepening existing businesses,” “Challenge: pursuing new technologies and new business areas,” and “Transformation: behavioral, organizational capability and digital transformation.” In addition to aiming to become a true technology-driven company that enhances value for customers, the Group identified IKO Group materialities toward achieving the SDGs and will promote initiatives to resolve environmental and social issues.」

「Against this backdrop, the Group prioritized the safety of customers, business partners and employees, implemented measures to prevent the spread of infection, maintained its product supply system, and actively implemented measures toward sustainable growth and a stronger earnings base under the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” including improved operational efficiency.」

「Against this backdrop, the Group prioritized the safety of customers, business partners and employees, implemented measures to prevent the further spread of infection, maintained its product supply system, and focused on resolving priority issues across the organization and improving operational efficiency toward sustainable growth and a stronger earnings base under the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―).”」

「Against this backdrop, the Group prioritized the safety of customers, business partners and employees, implemented additional measures to prevent the spread of infection, maintained its product supply system, and continued to implement measures to strengthen sustainable growth and its earnings base under the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” including the resolution of priority issues across the organization and improved operational efficiency.」

「To develop into a corporate group trusted, needed and recognized by society through the manufacture and sale of bearings and other products, the Group formulated the 3-year “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―)” starting in April 2018. To achieve sustainable growth and strengthen its earnings structure, the Group will concentrate management resources on priority areas expected to offer high growth and profitability, while providing high added value through the development of products and services that maximize its core technologies.」

「The Group implemented various measures to achieve the sustainable growth and establish the highly profitable business structure set out in the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” including the resolution of priority issues across the organization and improved operational efficiency.」

「Against this backdrop, the Group entered the second year of the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” pursued business expansion with the aim of achieving sustainable growth and establishing a highly profitable business structure, and implemented various measures to resolve priority issues across the organization and improve operational efficiency.」

「Against this backdrop, the Group entered the second year of the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” which aims to achieve sustainable growth and establish a highly profitable business structure, and worked to resolve priority issues across the organization and improve operational efficiency.」

「To develop into a corporate group trusted, needed and recognized by society through the manufacture and sale of bearings and other products, the Group formulated the 3-year “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―)” starting in April 2018. To achieve sustainable growth and strengthen its earnings structure, the Group will concentrate management resources on priority areas expected to offer high growth and profitability, while providing high added value through the development of products and services that maximize its core technologies.」

「Against this backdrop, from the current fiscal year the Group launched the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” aiming to achieve sustainable growth and establish a highly profitable business structure, while implementing various measures to resolve priority issues across the organization and improve operational efficiency.」

「Against this backdrop, from April of the year the Group launched the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” aiming to achieve sustainable growth and establish a highly profitable business structure, while implementing various measures to resolve priority issues across the organization and improve operational efficiency.」

「Against this backdrop, from April of the year the Group launched the “IKO Medium-Term Management Plan 2020 (CHANGE & CHALLENGE ~Next Stage ―ACCOMPLISH―),” aiming to achieve sustainable growth and establish a highly profitable business structure, while implementing various measures to resolve priority issues across the organization and improve operational efficiency.」

「The Group entered the final year of the “IKO Medium-Term Management Plan 2017 (CHANGE & CHALLENGE)” and pursued business expansion and various measures to strengthen its earnings base, with the aim of becoming a corporate group that continues to grow.」

「Against this backdrop, the Group entered the final year of the 3-year “IKO Medium-Term Management Plan 2017 (CHANGE & CHALLENGE),” launched in April 2015, and implemented various measures to pursue business expansion with the aim of becoming a company with competitiveness and a strong presence in global markets and to realize further growth strategies.」

「The company launched the “IKO Medium-Term Management Plan 2017 (CHANGE & CHALLENGE)” in April 2015, seeking to become a company with competitiveness and a strong presence in global markets, while pursuing business expansion and implementing various measures to strengthen its earnings base.」

「To accelerate its further growth strategy, in October 2016 the Group decided to make Yubisho (Shanghai) Precision Bearing Manufacturing Co., Ltd. and Yubisho (Suzhou) Bearing Co., Ltd., which operate bearing manufacturing and sales businesses in China, subsidiaries, and completed the process in January 2017.」

「Against this backdrop, the Group pursued business expansion and implemented various measures to strengthen its earnings base in order to achieve the consolidated numerical targets set out in the “IKO Medium-Term Management Plan 2017 (CHANGE & CHALLENGE),” launched in April 2015 with the aim of becoming a company with competitiveness and a strong presence in global markets.」

「Against this backdrop, from April 2015 the Group launched the 3-year “IKO Medium-Term Management Plan 2017 (CHANGE & CHALLENGE),” seeking to become a company with competitiveness and a strong presence in global markets, while pursuing business expansion and implementing various measures to strengthen its earnings base.」

「Aiming to become a company with competitiveness and a strong presence in global markets, the company launched the “IKO Medium-Term Management Plan 2017 (CHANGE & CHALLENGE)” in April 2015, pursued business expansion and implemented various measures to strengthen profitability.」