The Revival of サンケンコア
First written in FY2021. 7 of 13 entries say "Advanced", first in FY2022-Q1. Latest entry: 2026-11-11.
0 other companies' latest entry also says "Other".
- FY2026-H1First-half performance by market and progress on initiativesAnnual report
「Under the 2024 Plan, the top priority for Sanken Core is improving profitability. To achieve this, the company is pursuing initiatives to increase the ratio of sales from new products, secure appropriate selling price conditions for existing products, reorganize production, and thoroughly reduce costs.」
As execution measures under the 2024 Plan, whose top priority for Sanken Core is improving profitability, the company continues to pursue a higher new-product ratio, appropriate selling prices, production reorganization, and cost reductions. - FY2025Disclosure of first-year results under the 2024 Plan and failure to meet targetsAnnual report
「For the current consolidated fiscal year, Sanken Core recorded consolidated net sales of ¥90.0 billion and a consolidated operating margin of 2.2%.」
Against the 2024 Plan's final-year targets of net sales of at least ¥100.0 billion and an operating margin of 10%, first-year results for Sanken Core were disclosed as net sales of ¥90.0 billion and an operating margin of 2.2%. - FY2025-H1AdvancedAnnual report
「We launched the 2024 Medium-Term Management Plan in the fiscal year ending March 2025, positioning its first year, the fiscal year ending March 2025, as a period for recovery from the earthquake’s impact. To achieve an early recovery and a full-scale improvement in profitability from the fiscal year ending March 2026 onward, we are working to increase the proportion of new products, secure appropriate selling-price conditions for existing products and reduce costs.」
The revival of Sanken Core developed into specific activities aimed at rebuilding from the impact of the earthquake under the 2024 Medium-Term Management Plan and improving profitability from the fiscal year ending March 2026 onward. - FY2024-Q2AdvancedAnnual report
「In parallel with formulating the next plan, the 2024 Medium-Term Management Plan, we have begun work on developing a growth strategy aimed at taking Sanken Core’s recovery to a higher level.」
Following the improvement in profitability in the final year of the 2021 Plan, the revival of Sanken Core progressed to the launch of efforts to formulate a growth strategy aimed at reaching a higher level under the next medium-term plan. - FY2024-Q1AdvancedAnnual report
「With the fiscal year ending March 2024 as the final year of the 2021 Medium-Term Management Plan, we are making strategic investments aimed at medium- to long-term growth, recognising that this is the year to complete the improvement in Sanken Core’s profitability and achieve further growth at Allegro.」
The objective of reviving Sanken Core was positioned as the final step in improving profitability in the final year of the 2021 Plan and entered the execution phase for strategic investments in anticipation of future demand. - FY2023AdvancedAnnual report
「Regarding the proportion of sales from new products, we focused on research and development based primarily on the SPP concept and launched new products through the construction of production lines aimed at improving productivity through smart-factory initiatives, reaching the target of 15%.」
The ratio of sales from new products, a KPI for the revival of Sanken Core, reached the target of 15%. - FY2023-Q1RestatedAnnual report
「Against this backdrop, the group began the second year of the 2021 Medium-Term Management Plan, setting its key priorities as “delivering the benefits of structural reform,” “implementing the growth strategy,” “ESG management,” “advancing DX,” and “strengthening the financial strategy.”」
The company began the second year of the 2021 Plan, including the revival of Sanken Core, and continued to focus on delivering the benefits of structural reform, the growth strategy, ESG, DX, and the financial strategy. - FY2022-Q3AdvancedAnnual report
「This plan is a management strategy integrated with the 2018 Medium-Term Management Plan (hereinafter, the “2018 Plan”), with the objectives of achieving the revival of Sanken Core and further growth of Allegro MicroSystems, Inc. In the current fiscal year, the first year of the plan, the company focused management resources on Sanken Core and completed by the end of December last year the production of inventory built up in preparation for closing 2 domestic semiconductor device plants, an initiative pursued as a structural reform under the 2018 Plan. The optimization of the production system was largely completed.」
To revive Sanken Core, the company disclosed the concentration of management resources, the completion of inventory production ahead of the closure of 2 domestic plants, and the broad completion of production system optimization. - FY2022-Q1AdvancedAnnual report
「This plan is a management strategy integrated with the 2018 Medium-Term Management Plan (hereinafter, the “2018 Plan”), with the objectives of achieving the revival of Sanken Core over the 6-year period and further growth of Allegro MicroSystems, Inc. In the first quarter of the first year of the 2021 Plan, the company completed the transfer of its social systems business, which had been pursued as a structural reform initiative under the 2018 Plan, while continuing to concentrate management resources on Sanken Core.」
The objective of reviving Sanken Core entered the execution phase in the first year of the 2021 Plan, with the completion of the transfer of the social systems business and the concentration of management resources on Sanken Core disclosed. - FY2021First statedAnnual report
「To achieve the revival of Sanken Core over the 6 years from the 2018 Medium-Term Management Plan」
Under the 2021 Medium-Term Management Plan, the revival of “Sanken Core,” referring to Sanken's semiconductor business excluding AMI, was established as a newly stated objective.