Transforming into Businesses Capable of Sustainable Growth and Reforming the Earnings Structure

「Against this economic backdrop, the Group newly announced the “Medium-Term Management Plan (2026–2029): From Transformation to Growth” on 5 June 2026. Under the new medium-term management plan, while returning to its vision and placing the thorough utilisation of its manufacturing strengths at the centre of its strategy, the Group designated fiscal 2026, the final year of the previous medium-term management plan, as the “business structure transformation period,” and fiscal 2027 through fiscal 2029 as the “return to the growth trajectory period,” taking into account the current business environment and management issues.」

「The Company announced its medium-term management plan “Creating the Future Together” on 29 May 2024. However, in light of declining profitability caused by gaps between strategy and actual conditions and insufficient manufacturing competitiveness, it announced a new medium-term management plan on 5 June 2026: “Medium-Term Management Plan (2026–2029): From Transformation to Growth.”」

「The Company announced a progress review and future direction for this plan on 21 May 2025, including specific progress on the priority measures set out at the plan’s inception and the issues and response policies for the next phase. Under the 2024–2026 medium-term management plan “Creating the Future Together,” it continues to aim to become by 2030 the “DX promotion partner for mid-sized and small companies,” its desired future state, through co-creation with customers, partners and SAXA. It has identified 3 components—“growth strategy,” “management platform” and “social responsibility”—and will deliver new value that supports customer growth through “Manufacturing as a Service.”」

「The Company announced its medium-term management plan “Creating the Future Together” on 29 May 2024. Under the plan, it aims to become by 2030 the “DX promotion partner for mid-sized and small companies,” its desired future state, through co-creation with customers, partners and SAXA. It has identified 3 components—“growth strategy,” “management platform” and “social responsibility”—and is advancing new value creation to support customer growth through “Manufacturing as a Service.”」

「Under the new medium-term management plan, “Creating the Future Together,” the Company aims to become by 2030 the “DX promotion partner for mid-sized and small companies,” its desired future state, through co-creation with customers, partners and SAXA. It has identified 3 components—“growth strategy,” “management platform” and “social responsibility”—and will deliver new value that supports customer growth through “Manufacturing as a Service.”」

「As the current medium-term management plan (SAXA is changing.) enters its final year, the Company began formulating the next medium-term management plan, covering the fiscal years ending March 2025 through March 2027, from the third quarter.」

「Against this economic backdrop, the corporate group announced in June 2021 a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023. It is working under 3 strategies, “Change the business,” “Change the finances” and “Change governance,” with long-term targets for the fiscal year ending March 2026 of net sales of ¥40.0 billion, operating profit of ¥2.5 billion and ROE of at least 6.5%.」

「Against this economic backdrop, the corporate group announced in June 2021 a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023. It is working under 3 strategies, “Change the business,” “Change the finances” and “Change governance,” with long-term targets for the fiscal year ending March 2026 of net sales of ¥40.0 billion, operating profit of ¥2.5 billion and ROE of at least 6.5%.」

「Against this economic backdrop, the corporate group announced in June 2021 a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023. It is working under 3 strategies, “Change the business,” “Change the finances” and “Change governance,” with long-term targets for the fiscal year ending March 2026 of net sales of ¥40.0 billion, operating profit of ¥2.5 billion and ROE of at least 6.5%.」

「Against this economic backdrop, the corporate group announced in June 2021 a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023. It launched the plan with 3 strategies, “Change the business,” “Change the finances” and “Change governance,” and long-term targets for the fiscal year ending March 2026 of net sales of ¥40.0 billion, operating profit of ¥2.5 billion and ROE of at least 6.5%.」

「Against this backdrop, the corporate group formulated a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023, setting out 3 strategies: “Change the business,” “Change the finances” and “Change governance,” and has worked to restore stakeholder confidence and increase corporate value.」

「Against this economic backdrop, the corporate group announced in June 2021 a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023. It launched the plan with 3 strategies, “Change the business,” “Change the finances” and “Change governance,” and long-term targets for the fiscal year ending March 2026 of net sales of ¥40.0 billion, operating profit of ¥2.5 billion and ROE of at least 6.5%.」

「Against this economic backdrop, the corporate group announced in June 2021 a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023. It launched the plan with 3 strategies, “Change the business,” “Change the finances” and “Change governance,” and long-term targets for the fiscal year ending March 2026 of net sales of ¥40.0 billion, operating profit of ¥2.5 billion and ROE of at least 6.5%.」

「Against this economic backdrop, the corporate group announced in June 2021 a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023. It launched the plan with 3 strategies, “Change the business,” “Change the finances” and “Change governance,” and long-term targets for the fiscal year ending March 2026 of net sales of ¥40.0 billion, operating profit of ¥2.5 billion and ROE of at least 6.5%.」

「The Company formulated a medium-term management plan covering the 3-year period from fiscal 2021 through fiscal 2023 (SAXA is changing.), setting out 3 strategies: “Change the business,” “Change the finances” and “Change governance,” and has worked to restore stakeholder confidence and increase corporate value.」

「Against this backdrop, the corporate group adopted “delivering results from and transforming growth businesses” as its basic policy. It is promoting transformation aimed at accelerating further growth in its growth businesses and creating new businesses, and is working on “initiatives for growth businesses (the network business and imaging business),” “creation of new businesses” and “improving the efficiency of existing businesses” to expand its business scale and domains.」

「Against this backdrop, the corporate group adopted “delivering results from and transforming growth businesses” as its basic policy. It is promoting transformation aimed at accelerating further growth in its growth businesses and creating new businesses, and is working on “initiatives for growth businesses,” “creation of new businesses,” “improving the efficiency of existing businesses” and “strengthening the management platform” to expand its business scale and domains.」

「Against this economic backdrop, the corporate group continued working on various measures to “restructure the business portfolio” and “strengthen the management platform,” with “transition to sustainably growing businesses” and “transformation of the earnings structure toward the desired state” as its basic policies.」

「With “delivering results from and transforming growth businesses” as its basic policy, the Company will promote transformation aimed at accelerating further growth in its growth businesses and creating new businesses, expand its business scale and domains, and seek to increase corporate value. Regarding the new medium-term management plan covering the 3-year period from fiscal 2020 through fiscal 2022, it is difficult to forecast the extent of the impact of the COVID-19 pandemic, including delays in procuring parts affecting the corporate group’s production activities and trends among customers. Accordingly, the Company will announce the plan once disclosure becomes possible.」

「Against this economic backdrop, the corporate group continued working on various measures to “restructure the business portfolio” and “strengthen the management platform” toward realizing its basic policies of “transition to sustainably growing businesses” and “transformation of the earnings structure toward the desired state.”」

「Against this economic backdrop, the corporate group has continued working to restructure its business portfolio and strengthen its management platform, with “transition to sustainably growing businesses” and “transformation of the earnings structure toward the desired state” as its basic policies. It has also begun considering the next medium-term management plan, covering the 3-year period from fiscal 2020 through fiscal 2022.」

「The Company promoted the medium-term management plan covering fiscal 2017 through fiscal 2019, but in response to changes in the management environment surrounding the corporate group, it plans to formulate the next medium-term management plan, covering fiscal 2020 through fiscal 2022, at an early stage, with the aim of expanding its business scale and business domains and increasing corporate value.」

「Against this economic backdrop, the corporate group formulated a medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019, with “transition to sustainably growing businesses” and “transformation of the business structure toward the desired state” as its basic policies. During the current consolidated fiscal year, it has continued working to restructure its business portfolio and strengthen its management platform toward achieving its management targets for fiscal 2019, the final year of the plan.」

「Against this economic backdrop, the corporate group formulated a new medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019, with “transition to sustainably growing businesses” and “transformation of the business structure toward the desired state” as its basic policies. During the current consolidated fiscal year, it has continued working to restructure its business portfolio and strengthen its management platform toward achieving its management targets for fiscal 2019, the final year of the plan.」

「Against this economic backdrop, the corporate group formulated a new medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019, with “transition to sustainably growing businesses” and “transformation of the business structure toward the desired state” as its basic policies. During the current consolidated fiscal year, it has continued working to restructure its business portfolio and strengthen its management platform toward achieving its management targets for fiscal 2019, the final year of the plan.」

「The corporate group’s management philosophy is “Creating new value through original technologies and contributing to the development of a vibrant and fulfilling society.” Its corporate message is “Beyond the technology that connects.” With “transition to sustainably growing businesses” and “transformation of the earnings structure toward the desired state” as its basic policies, the group is promoting a medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019 to thoroughly improve business efficiency and establish a foothold for returning to the growth trajectory, and is working toward sustainable growth from fiscal 2020 onward.」

「Against this economic backdrop, the corporate group responded to severe changes in the business environment by formulating a medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019, with “transition to sustainably growing businesses” and “transformation of the business structure toward the desired state” as its basic policies. It began the 3-year period as a foothold for returning to the growth trajectory and worked toward its realization, while advancing research and development on image-analysis technologies applicable to such fields as monitoring, security and marketing in its core imaging business, as well as on an “IoT gateway” usable in various IoT solutions to enable IoT in each market.」

「Against this economic backdrop, the corporate group responded to severe changes in the business environment by formulating a medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019, with “transition to sustainably growing businesses” and “transformation of the business structure toward the desired state” as its basic policies. It began the 3-year period as a foothold for returning to the growth trajectory and worked toward its realization.」

「Against this economic backdrop, the corporate group responded to severe changes in the business environment by formulating a new medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019, with “transition to sustainably growing businesses” and “transformation of the business structure toward the desired state” as its basic policies, and began the 3-year period as a foothold for returning to the growth trajectory.」

「However, the business environment changed significantly in the amusement market and other markets. To address these changes, the Company formulated a new medium-term management plan covering the 3-year period from fiscal 2017 through fiscal 2019, aimed at thoroughly improving business efficiency and establishing a foothold for returning to the growth trajectory, and has worked toward sustainable growth from fiscal 2020 onward. To achieve this, it has worked on “restructuring the business portfolio” and “strengthening the management platform,” while continuing to provide timely solutions that deliver reassurance, safety, comfort and convenience from the customer’s perspective. By fiscal 2019, it aims to achieve net sales of at least ¥46.0 billion, ordinary profit of at least ¥2.0 billion and ROE of at least 5%, thereby securing sustainable growth from fiscal 2020 onward and increasing corporate value.」

「Against this economic backdrop, the corporate group designated the fiscal year as a year of “return to the growth trajectory” toward achieving the medium-term management plan covering fiscal 2015 through fiscal 2017. With “transition to sustainably growing businesses” and “strengthening the management platform” as its basic policies, the group worked to expand its businesses and strengthen its management platform.」

「The Company positioned “transition to sustainably growing businesses” and “transformation of the earnings structure toward the desired state” as the basic policies of its medium-term management plan. In addition to promoting business expansion and strengthening its management platform, it aims to continue providing timely solutions that deliver reassurance, safety, comfort and convenience from the customer’s perspective.」

「Against this economic backdrop, the corporate group designated the fiscal year as a year of “return to the growth trajectory” toward achieving the medium-term management plan covering fiscal 2015 through fiscal 2017. With “transition to sustainably growing businesses” and “strengthening the management platform” as its basic policies, the group worked to expand its businesses and strengthen its management platform.」

「The Company formulated a medium-term management plan covering the 3-year period from fiscal 2015 through fiscal 2017, with “transition to sustainably growing businesses” and “transformation of the earnings structure toward the desired state” as its basic policies, and worked to expand its businesses and strengthen its management platform.」