Achievement of the three-year medium-term management plan, “The Next Stage 80: New Challenges”
First written in FY2016. 17 of 27 entries say "Restated". Latest entry: 2026-11-13.
Kvk moved to the "Worse" side of this theme in 2020, 2 years before the typical company in this theme (2022).
60 other companies' latest entry also says "Restated".
- FY2026ReframedAnnual report
「Our group formulated a three-year medium-term management plan beginning in the fiscal year ending March 2027 and is working to realize the management policies set out below. <advancing sales capabilities and product capabilities> ① Maintain and strengthen the domestic sales base ② Develop high-value-added products that meet market needs ③ Expand into new overseas markets and deepen relationships with existing customers <advancing production capabilities> ① Pursue a highly efficient production system and strengthen the stable supply system ② Pursue safe, reliable quality <strengthening the management foundation from a sustainability perspective> ① Develop products that pursue environmental responsibility and ease of use ② Promote production activities that reduce environmental impact ③ Promote human capital management ④ Participate in and contribute to local communities ⑤ Build a highly transparent and sound management structure ⑥ Strengthen the risk management system」
The group has shifted to a new three-year medium-term management plan beginning in the fiscal year ending March 2027, reorganizing the previous priority strategies for sales, production and sustainability into a framework of advancing sales and product capabilities, advancing production capabilities, and strengthening the management foundation from a sustainability perspective. - 2026-05-15RestatedResults
「当社グループは、お客様への新たな価値の提供を目指し、重点戦略に取り組んでまいりました。」
重点戦略を通じた顧客価値の提供を引き続き掲げている。 - FY2026-H1RestatedAnnual report
「Against this backdrop, our group worked on the priority strategies, seeking to provide new value to customers.」
The group continues to pursue the provision of customer value through the priority strategies of the medium-term management plan. - FY2025RestatedAnnual report
「Our group formulated a three-year medium-term management plan beginning in the fiscal year ending March 2024 and is working to realize the management policies set out below.」
The group continues to pursue the priority strategies of the medium-term management plan “KVK Innovation” as a management policy. - FY2025-H1RestatedAnnual report
「Against this backdrop, our group worked on the priority strategies set out in the medium-term management plan “KVK Innovation,” seeking to provide new value to customers.」
The group continues to pursue the provision of customer value through the medium-term management plan “KVK Innovation” and its priority strategies as a management policy. - FY2024RestatedAnnual report
「Our group formulated a three-year medium-term management plan beginning in the fiscal year ending March 2024 and is working to realize the management policies set out below.」
The group continues to pursue the three-year medium-term management plan beginning in the fiscal year ending March 2024 and management policies covering three areas: sales, production and sustainability. - FY2024-Q3RestatedAnnual report
「Against this backdrop, our group worked on the priority strategies set out in the medium-term management plan “KVK Innovation,” seeking to contribute to a sustainable society and enhance corporate value through business activities that provide environmentally friendly products.」
The group continues to pursue a policy of contributing to a sustainable society and enhancing corporate value through the priority strategies of the medium-term management plan “KVK Innovation,” while giving consideration to the environment. - FY2024-Q2RestatedAnnual report
「Against this backdrop, our group worked on the priority strategies set out in the medium-term management plan “KVK Innovation,” seeking to contribute to a sustainable society and enhance corporate value through business activities that provide environmentally friendly products.」
The group continues to implement the medium-term management plan “KVK Innovation” and its priority strategies, positioning environmental responsibility, contributions to a sustainable society and the enhancement of corporate value within the plan’s framework. - FY2024-Q1ReframedAnnual report
「Against this backdrop, our group formulated the three-year medium-term management plan “KVK Innovation,” beginning in the fiscal year ending March 2024. To achieve net sales of ¥36.0 billion, an operating profit margin of 10% and ROE of 10% in the fiscal year ending March 2026, we formulated and began implementing three priority strategies: “strengthening the sales foundation,” “strengthening the production foundation,” and “strengthening the management foundation from a sustainability perspective.”」
The new three-year plan announced in the previous fiscal year has been named “KVK Innovation,” and implementation has begun with numerical targets of net sales of ¥36.0 billion, an operating profit margin of 10% and ROE of 10% for the fiscal year ending March 2026, together with three priority strategies. - FY2023ReframedAnnual report
「Our group formulated a three-year medium-term management plan beginning in the fiscal year ending March 2024 and is working to realize the management policies set out below: <strengthening the sales foundation> <strengthening the production foundation> <strengthening the management foundation from a sustainability perspective>」
The group has shifted from the previous medium-term management plan and its three-pillar formulation to a new three-year plan beginning in the fiscal year ending March 2024, organized around three areas: the sales foundation, the production foundation and the management foundation from a sustainability perspective. - FY2023-Q3RestatedAnnual report
「Against this backdrop, our group worked to build a business foundation aimed at providing new value to customers and realizing enriched lives through environmentally friendly, comfortable water-related products and services set out in the medium-term management plan “Innovation for 2022.”」
The group continues to pursue the medium-term management plan “Innovation for 2022,” as well as environmental performance and comfort through water-related products, customer value and the development of the business foundation. - FY2023-Q2RestatedAnnual report
「Against this backdrop, our group worked to build a business foundation aimed at providing new value to customers and realizing enriched lives through environmentally friendly, comfortable water-related products and services set out in the medium-term management plan “Innovation for 2022.”」
The group continues to pursue the medium-term management plan “Innovation for 2022,” as well as environmental performance and comfort through water-related products, customer value and the development of the business foundation. - FY2023-Q1RestatedAnnual report
「Against this backdrop, our group worked to build a business foundation aimed at providing new value to customers and realizing enriched lives through environmentally friendly, comfortable water-related products and services set out in the medium-term management plan “Innovation for 2022.”」
The medium-term management plan “Innovation for 2022” is explicitly identified, with environmental performance and comfort through water-related products, customer value and the development of the business foundation remaining central to the management plan. - FY2022RestatedAnnual report
「Over the medium to long term, our group is working to realize its management policy based on three pillars: <revenue structure reform>, <growth strategy>, and <strengthening the business foundation>.」
The group continues to pursue revenue structure reform, growth strategy and strengthening the business foundation as its three basic strategic pillars. - FY2022-Q3ReframedAnnual report
「Against this backdrop, as set out in the medium-term management plan “Innovation for 2022,” our group worked to build a business foundation aimed at providing new value to customers by proposing environmentally friendly, comfortable water-related products and services that can enrich people’s lives.」
The management plan is now expressed through the medium-term management plan “Innovation for 2022,” rather than the previous three-pillar medium- to long-term policy, with a focus on building customer value and the business foundation by proposing environmentally friendly, comfortable water-related products and services. - FY2021ReframedAnnual report
「Over the medium to long term, our group is working to realize its management policy based on three pillars: <revenue structure reform>, <growth strategy>, and <strengthening the business foundation>.」
The previous framework of “Strengthening the Core Businesses and Pursuing New Growth” has been organized into three pillars: revenue structure reform, growth strategy and strengthening the business foundation. - FY2020ReframedAnnual report
「Strengthening the Core Businesses and Pursuing New Growth」
The framework has shifted from the previous expressions centered on “The Next Stage 80” and the company’s 80th anniversary to the basic strategies of “Strengthening the Core Businesses and Pursuing New Growth,” “Enhancing Cost Competitiveness to Withstand Changes in Product Mix,” and “Developing Human Resources.” - FY2018RestatedAnnual report
「With a view to its 80th anniversary, we will continue to pursue sustainable growth and a highly profitable business structure, using our “Cost Strategy” and “Growth Strategy” as the two pillars and “the power of each individual” as their driving force, while working to build a management structure unaffected by the external environment.」
The group continues to pursue a framework of sustainable growth, a highly profitable business structure and a management structure unaffected by the external environment, in anticipation of its 80th anniversary. - FY2017ReframedAnnual report
「With a view to its 80th anniversary, KVK will continue to pursue sustainable growth and a highly profitable business structure, using its “Cost Strategy” and “Growth Strategy” as the two pillars and “the power of each individual” as their driving force, while working to build a management structure unaffected by the external environment.」
The previous three-year medium-term management plan is no longer named, and has been replaced by a framework focused on sustainable growth and achieving a highly profitable business structure in anticipation of the company’s 80th anniversary. - FY2017-Q3RestatedAnnual report
「Against this backdrop, our group worked to build a strong business foundation aimed at providing new value to customers.」
The group continues to pursue the provision of customer value and the development of a strong business foundation, its central medium-term management priorities. - FY2017-Q1RestatedAnnual report
「In the final year of the “Medium-Term Management Plan for Fiscal 2014–2016,” our group worked to build a strong business foundation aimed at providing new value to customers in pursuit of its targets.」
The group continues to pursue its targets for the final year of the medium-term management plan and the enhancement of customer value and the business foundation. - FY2016First statedAnnual report
「We worked to build a strong business foundation aimed at providing new value to customers in pursuit of achieving the three-year medium-term management plan, “The Next Stage 80: New Challenges.”」
The achievement of the three-year plan and the enhancement of customer value and the business foundation are central to the management plan.