Taking on New Business Models and New Market Opportunities

「In fiscal 2025, as part of its drive toward globalisation, the company held joint seminars with alliance partners and strengthened its specification-in activities. To expand its business and technological fields, it began selling the “Pit-QC Series” medium-speed chargers for EVs and PHEVs, aimed at enhancing domestic charging infrastructure and achieving carbon neutrality by leveraging energy management technology. It also began a demonstration experiment involving electrical equipment used in controlled-environment horticulture, with the aim of achieving efficient energy management through environmental control and automation within facilities and contributing to the resolution of social issues.」

「To expand its business and technological fields, the company established the “Control Panel DX Alliance,” a partner association aimed at transforming the control panel industry, and will pursue initiatives that contribute to creating new value across the manufacturing industry. It will also contribute to addressing challenges in efficient energy management for land-based aquaculture by participating in a demonstration experiment.」

「In the circuit breakers, switches, parts and other business, breaker sales increased as the supply system normalised with the easing of difficulties in procuring components. Sales of EV charging stations also increased as the number of projects rose, supported by government subsidy policies. As a result, revenue was ¥6,218 million, up 9.0% year on year.」

「Against this backdrop, based on the “2023 Medium-Term Management Plan,” which began in the fiscal year ending March 2022, the Group implemented various measures to strengthen the manufacture and sale of its core business, distribution and switchboards and their components, and to expand its overseas business and create new businesses.」

「In collaboration with Sansha Electric Manufacturing Co.,Ltd., with which the company formed a capital and business alliance in November 2022, the company developed a new product, the “Safa Link—ONE—Industrial Solar Self-Consumption Battery Storage System,” equipped with reused storage batteries made by refurbishing used electric vehicle batteries, contributing to the realisation of a decarbonised, circular society.」

「Against this backdrop, based on the “2023 Medium-Term Management Plan,” which began in the previous fiscal year, the Group implemented various measures to strengthen the manufacture and sale of its core business, distribution and switchboards and their components, and to expand its overseas business and create new businesses.」

「Against this backdrop, based on the “2023 Medium-Term Management Plan,” which began in the previous fiscal year, the Group continued to implement various measures to strengthen the manufacture and sale of its core business, distribution and switchboards and their components, and to expand its overseas business and create new businesses.」

「In fiscal 2021, the company implemented various initiatives in its EV charging infrastructure business, including developing and launching new products and forming business alliances with other companies. It also launched “Private Boxes,” available in on-site assembly and two-person configurations, as products designed for diverse customer needs and work styles in the new normal.」

「Against this backdrop, based on the “2023 Medium-Term Management Plan,” which began in the current fiscal year, the Group implemented various measures to strengthen the manufacture and sale of its core business, distribution and switchboards and their components, and to expand its overseas business and create new businesses.」

「Against this backdrop, based on the “2023 Medium-Term Management Plan,” which began in the current fiscal year, the Group implemented various measures to strengthen the manufacture and sale of its core business, distribution and switchboards and their components, and to expand its overseas business and create new businesses.」

「For new business areas such as EV infrastructure, energy management, disaster preparedness and mitigation, and work-style reform, the company will develop and provide products that combine its existing core technologies with IoT technology and various services.」

「In the information and communications-related distribution business, sales of 5G-related and GIGA School Initiative projects remained strong, while sales of headsets, speakerphones and other products increased due to expanding demand for telework. In addition, the company won medium- and large-scale office relocation projects. As a result, revenue was ¥37,182 million, up 29.1% year on year, while segment profit (operating profit) was ¥1,433 million, up 110.7%.」

「During the six-month period ended in the second quarter, the company focused on winning projects for products related to the fifth-generation mobile communications system, “5G,” and the “GIGA School Initiative.”」

「During the three-month period ended in the first quarter, the company won projects related to the fifth-generation mobile communications system, “5G,” and focused on expanding sales of telework-related products and proposing products related to the GIGA School Initiative.」

「In its new businesses, the company invested in DIGITAL GRID Corporation, an energy-related start-up, and aims to develop distribution boards compatible with technology that enables electricity trading between power generators and consumers. It is also collaborating with Novars Co., Ltd., which develops and manufactures dry batteries with communications functions, with the aim of commercialising products and services that use IoT to monitor electrical and information infrastructure.」

「During the nine-month period ended in the third quarter, revenue increased as robust domestic demand, including domestic construction demand, spilled over into the industry and the company won numerous projects related to school air-conditioning systems, whose adoption is progressing as a heatstroke countermeasure. Revenue from the information and communications-related distribution business also grew substantially.」

「Against this backdrop, based on the “2020 Medium-Term Management Plan,” which began in the fiscal year ending March 2018, the Group is implementing various measures to create a next-generation business model, including strengthening the manufacture and sale of its core business, distribution and switchboards and components, and establishing its overseas and new businesses at an early stage.」

「Under these circumstances, the group worked to win projects related to school air-conditioning systems, whose adoption is progressing as a heatstroke countermeasure, and to expand sales of standard products, primarily cabinets.」

「Under the mid-term basic policy of “Taking on the Challenge of Next-Generation Business Models,” the company will work to achieve the following: 1. Pursuit of core business competitiveness (strengthening technological capabilities and product proposal capabilities) 2. Globalisation (establishing the switchboard business in Southeast Asia) 3. Development of new businesses (integration with new technologies and companies) 4. Strengthening the production system and management base」

「The company also aims to create new products and services by combining innovative ideas unconstrained by existing frameworks, including investing in DIGITAL GRID Corporation, which has power identification technology, and participating in the “Tokai Open Accelerator,” the first open innovation programme held in the Tokai region, as part of its effort to integrate new technologies and companies.」

「Accordingly, the company and the target company concluded that they could further strengthen their growth potential and competitiveness by effectively combining and utilising their technological capabilities, distribution networks and customer bases. They also concluded that, by making the target company a wholly owned subsidiary and establishing a cooperative structure between the two companies, they would be able to implement strategies for (i) expanding their business areas, (ii) expanding their technological fields, and (iii) increasing overseas revenue through agile and flexible management measures and rapid decision-making.」

「Under the mid-term basic policy of “Taking on the Challenge of Next-Generation Business Models,” the company will work to achieve the following: 1. Pursuit of core business competitiveness (strengthening technological capabilities and product proposal capabilities) 2. Globalisation (establishing the switchboard business in Southeast Asia) 3. Development of new businesses (integration with new technologies and companies) 4. Strengthening the production system and management base」

「Accordingly, the company and the target company came to share the view that new business opportunities could be created by leveraging the target company’s sales skills and customer-focused approach while mutually complementing each other as companies operating different businesses in the B2B market. They also recognised that, because the target company’s main products, EMC countermeasure components, are important materials used in a wide range of industries, expansion into new industries and business fields could be expected in the future.」

「Under the mid-term basic policy of “Taking on the Challenge of Next-Generation Business Models,” the company will work to achieve the following: 1. Pursuit of core business competitiveness (strengthening technological capabilities and product proposal capabilities) 2. Globalisation (establishing the switchboard business in Southeast Asia) 3. Development of new businesses (integration with new technologies and companies) 4. Strengthening the production system and management base」

「Under the mid-term basic policy of “Taking on the Challenge of Next-Generation Business Models,” the company will work to achieve the following: 1. Pursuit of core business competitiveness (strengthening technological capabilities and product proposal capabilities) 2. Globalisation (establishing the switchboard business in Southeast Asia) 3. Development of new businesses (integration with new technologies and companies) 4. Strengthening the production system and management base」

「As technological innovation in areas such as IoT and AI is poised to significantly transform the structures of society and industry, the company will focus on creating new value by adding “value in use” to the “value of things” offered by its existing products.」

「The company determined that the acquisition would enable it to provide higher value-added services to customers by combining the management resources and business know-how of both companies in the design and manufacture of switchboards and control panels, and therefore completed the acquisition.」

「On 13 September 2017, the company entered into a share transfer agreement with Wacom Co.,Ltd. to acquire all shares in a company that would assume Wacom’s engineering solutions business through an incorporation-type company split. The incorporation-type company split and share acquisition were scheduled for 1 December 2017. Voting rights acquired: 100%.」

「Under the mid-term basic policy of “Taking on the Challenge of Next-Generation Business Models,” the company will work to achieve the following: 1. Pursuit of core business competitiveness (strengthening technological capabilities and product proposal capabilities) 2. Globalisation (establishing the switchboard business in Southeast Asia) 3. Development of new businesses (integration with new technologies and companies) 4. Strengthening the production system and management base」

「Under the mid-term basic policy of “Taking on the Challenge of Next-Generation Business Models,” the company will work to achieve the following: 1. Pursuit of core business competitiveness (strengthening technological capabilities and product proposal capabilities) 2. Globalisation (establishing the switchboard business in Southeast Asia) 3. Development of new businesses (integration with new technologies and companies) 4. Strengthening the production system and management base」

「As the NITTO KOGYO CORPORATION Group, the company will build new business models.」

「As the NITTO KOGYO CORPORATION Group, the company will build new business models.」

「As the NITTO KOGYO CORPORATION Group, the company will build new business models.」

「In Japan, various changes are taking place in the business areas in which the company operates, including electricity deregulation, the spread of electric vehicles, environmental issues, and technological innovation such as IoT and artificial intelligence. Centered on the New Business Planning Office established in March this year, the company will actively pursue these market opportunities by leveraging the technological expertise and proposal capabilities it has developed to date.」