Establishing a New Growth Strategy
First written in FY2016. 9 of 16 entries say "Restated". Latest entry: 2026-10-29.
111 other companies' latest entry also says "Restated".
- 2026-10-29RestatedEarnings
「当社は中期経営計画（2022年度-2026年度）最終年度にあたり、①情報セキュリティ体制再構築 ②生産工程の機械化・自動化 ③製品品質の向上 ④収益基盤の再構築 ⑤経営の効率化 ⑥人材育成 といった重点推進課題を掲げ、課題解決に向けた取り組みを推進しました。」
中期経営計画（2022年度-2026年度）の最終年度における重点推進課題と取り組みを再掲している。 - FY2026AdvancedAnnual report
「④ Performance targets Actual results for the fiscal year ended March 2026 Target for the fiscal year ending March 2027 Net sales (¥ millions) 6,411 6,555 Operating profit (¥ millions) 257 333 Ordinary profit (¥ millions) 248 329」
The Company updated actual results for the fiscal year ended March 2026 against the final-year targets of its medium-term management plan, reporting net sales of ¥6,411 million, operating profit of ¥257 million and ordinary profit of ¥248 million. - FY2025AdvancedAnnual report
「④ Performance targets Actual results for the fiscal year ended March 2025 Forecast for the fiscal year ending March 2026 Target for the fiscal year ending March 2027 Net sales (¥ millions) 5,868 5,996 6,555 Operating profit (¥ millions) 264 229 333 Ordinary profit (¥ millions) 257 219 329」
The medium-term management plan presents actual results for the fiscal year ended March 2025, the forecast for the fiscal year ending March 2026 and the target for the fiscal year ending March 2027 to provide specific details on progress. - FY2025-H1RestatedAnnual report
「Against this economic backdrop, in the third year of its Medium-Term Management Plan (fiscal 2022–fiscal 2026), the Company identified the following key priorities and pursued initiatives to address them: ① mechanization and automation of production processes, ② improving product quality, ③ rebuilding the earnings base, ④ improving management efficiency, and ⑤ developing personnel.」
The Company continues to pursue the medium-term management plan for fiscal 2022 through fiscal 2026 as a key priority for its third year. - FY2024-Q3RestatedAnnual report
「Against this economic backdrop, in the second year of its Medium-Term Management Plan (fiscal 2022–fiscal 2026), the Company identified the following key priorities and pursued initiatives to address them: ① mechanization and automation of production processes, ② improving product quality, ③ rebuilding the earnings base, ④ improving management efficiency, and ⑤ developing personnel.」
The Company continues to implement the medium-term management plan for fiscal 2022 through fiscal 2026 as a key priority for its second year. - FY2024-Q1RestatedAnnual report
「In the second year of our medium-term management plan for fiscal 2022 through fiscal 2026, we identified the following key priorities and promoted initiatives to address them: ① mechanization and automation of production processes, ② improving product quality, ③ rebuilding the earnings base, ④ improving management efficiency, and ⑤ human resources development.」
The Company continues to implement the medium-term management plan presented in FY2022, covering fiscal 2022 through fiscal 2026, as a key priority for its second year. - FY2023RestatedAnnual report
「We believe that we must continue to pursue sustainable growth and enhance corporate value by combining the skills cultivated over many years and advanced technologies we have developed as a leading manufacturer of metal signs, expanding the scope of our existing businesses and taking on challenges in new business fields, with the goal of becoming a company with ¥10 billion in sales under our long-term vision.」
The Company continues to pursue its long-term vision of ¥10 billion in sales, expand its existing business areas and take on challenges in new business fields. - FY2023-Q3RestatedAnnual report
「Against this economic backdrop, in the first year of its Medium-Term Management Plan (fiscal 2022–fiscal 2026), the Company identified the following key priorities and pursued initiatives to address them: ① mechanization and automation of production processes, ② improving product quality, ③ rebuilding the earnings base, ④ improving management efficiency, and ⑤ developing personnel.」
The Company continues to implement the medium-term management plan presented in FY2022, covering fiscal 2022 through fiscal 2026, as a key priority for its first year. - FY2023-Q2RestatedAnnual report
「Against this economic backdrop, in the first year of its Medium-Term Management Plan (fiscal 2022–fiscal 2026), the Company identified the following key priorities and pursued initiatives to address them: ① mechanization and automation of production processes, ② improving product quality, ③ rebuilding the earnings base, ④ improving management efficiency, and ⑤ developing personnel.」
The Company continues to implement the medium-term management plan presented in FY2022 as a key priority for its first year. - FY2023-Q1RestatedAnnual report
「Against this economic backdrop, in the first year of its Medium-Term Management Plan (fiscal 2022–fiscal 2026), the Company identified the following key priorities and pursued initiatives to address them: ① mechanization and automation of production processes, ② improving product quality, ③ rebuilding the earnings base, ④ improving management efficiency, and ⑤ developing personnel.」
The Company has reconfirmed that it is implementing the medium-term management plan presented in FY2022 as a key priority for its first year. No specific achievement milestones are stated. - FY2022ReframedAnnual report
「We believe that we must continue to pursue sustainable growth and enhance corporate value by combining the skills cultivated over many years and advanced technologies we have developed as a leading manufacturer of metal signs, expanding the scope of our existing businesses and taking on challenges in new business fields, with the goal of becoming a company with ¥10 billion in sales under our long-term vision. We have designated the five-year period from the fiscal year ending March 2023 through the fiscal year ending March 2027 as the period for “sowing the seeds of growth and building the foundation for implementation” toward realizing our long-term vision.」
The previous “establishment of a new growth strategy” has been restructured as a five-year medium-term management plan encompassing the expansion of existing business areas, challenges in new business fields and the long-term vision of ¥10 billion in sales. - FY2020DroppedAnnual reportThe “establishment of a new growth strategy” identified through the previous fiscal year is not explicitly stated among the management policies and issues to be addressed for FY2020.
- FY2017DroppedAnnual reportThe “establishment of a new growth strategy” identified in the previous fiscal year is not explicitly stated among the management policies and issues to be addressed in this filing.
- FY2016First statedAnnual report
「(4) Establishing a new growth strategy」
The Company has identified establishing a growth strategy as one of its medium-term challenges.