Business structure transformation under the Medium-Term Management Plan “SHINKA-100”

「Our group has established the long-term vision TOLI VISION 2030 as the desired state for fiscal 2030 and is advancing the SHINKA Plus ONE 2.0 Medium-Term Management Plan, the Phase II plan toward achieving that vision.」

「Under the SHINKA Plus ONE Medium-Term Management Plan covering fiscal years 2021–2024, our group is pursuing the 5 priority strategies—A. strengthening core businesses, B. expanding growth businesses, C. creating a fifth business, D. strengthening group-wide functions and E. building a management foundation supporting growth—to realize the long-term vision TOLI VISION 2030.」

「Against this backdrop, our group advanced the 6-year SHINKA-100 Medium-Term Management Plan (Phase I: fiscal years 2015–2017; Phase II: fiscal years 2018–2020). With the 3 SHINKA principles—evolution, deepening and true value—as priority strategies, we worked during the consolidated fiscal year under review, the final year of Phase II, to focus on technological research and product development, strengthen sales of next-generation core products and advance the Chinese joint venture project.」

「Against this backdrop, our group is advancing the 6-year SHINKA-100 Medium-Term Management Plan (Phase I: fiscal years 2015–2017; Phase II: fiscal years 2018–2020). As the final stage of the 6-year plan, we have identified the 3 SHINKA principles—evolution, deepening and true value—as priority strategies and are pursuing initiatives to reinforce our core businesses, expand our business domains and build a resilient business foundation.」

「Against this backdrop, our group is advancing the 6-year SHINKA-100 Medium-Term Management Plan (Phase I: fiscal years 2015–2017; Phase II: fiscal years 2018–2020). As the final stage of the 6-year plan, we have identified the 3 SHINKA principles—evolution, deepening and true value—as priority strategies and are pursuing initiatives to reinforce our core businesses, expand our business domains and build a resilient business foundation.」

「Against this backdrop, our group is advancing the 6-year SHINKA-100 Medium-Term Management Plan (Phase I: fiscal years 2015–2017; Phase II: fiscal years 2018–2020). As the final stage of the 6-year plan, we have identified the 3 SHINKA principles—evolution, deepening and true value—as priority strategies and are pursuing initiatives to reinforce our core businesses, expand our business domains and build a resilient business foundation.」

「Under Phase II of the SHINKA-100 Medium-Term Management Plan, we are targeting consolidated medium-term management indicators of revenue of ¥98 billion, ordinary profit of ¥5 billion, ROA (ordinary profit to total assets) of at least 6.0% and ROE (net profit to equity) of at least 8.5%.」

「Under Phase II of the SHINKA-100 Medium-Term Management Plan (fiscal years 2018–2020), our group is pursuing priority strategies based on the 3 SHINKA principles: evolution, deepening and true value. Consolidated results for the cumulative third quarter of the current fiscal year, the second year of Phase II, were as follows:」

「Under Phase II of the SHINKA-100 Medium-Term Management Plan (fiscal years 2018–2020), our group is pursuing priority strategies based on the 3 SHINKA principles: evolution, deepening and true value. Consolidated results for the cumulative second quarter of the current fiscal year, the second year of Phase II, were as follows:」

「Under Phase II of the SHINKA-100 Medium-Term Management Plan (fiscal years 2018–2020), our group is pursuing priority strategies based on the 3 SHINKA principles: evolution, deepening and true value. Consolidated results for the cumulative first quarter of the current fiscal year, the second year of Phase II, were as follows:」

「Under Phase II of the SHINKA-100 Medium-Term Management Plan (fiscal years 2018–2020), which began this fiscal year, our group is pursuing priority strategies based on the 3 SHINKA principles: evolution, deepening and true value.」

「Against this backdrop, our group launched Phase II of the SHINKA-100 Medium-Term Management Plan (fiscal years 2018–2020) in April of this year and is pursuing priority strategies based on the 3 SHINKA principles: evolution, deepening and true value.」

「Against this backdrop, our group launched Phase II of the SHINKA-100 Medium-Term Management Plan (fiscal years 2018–2020) in April of this year. In fiscal 2018, the first year of Phase II, we are working to further strengthen product and sales capabilities, develop a robust business foundation and pursue further growth potential.」

「Against this backdrop, our group entered the final year of Phase I of the SHINKA-100 Medium-Term Management Plan. While advancing our growth strategy by strengthening product development and sales capabilities, we worked to improve profitability through cost reductions at manufacturing sites and reductions in selling, general and administrative expenses.」

「As the final year of Phase I of the SHINKA-100 Medium-Term Management Plan began, our group worked to improve profitability by focusing on launching distinctive products and conducting detailed promotional activities, while pursuing cost reductions at manufacturing sites and reductions in selling, general and administrative expenses.」

「Although we achieved our consolidated profit target for fiscal 2016 one year ahead of schedule, the earnings environment is becoming increasingly challenging due to factors including a rebound in raw material costs. In fiscal 2017, the final year of the medium-term plan, we will continue working to strengthen our earnings power based on each priority strategy and aim to secure consolidated ordinary profit of ¥4 billion.」

「We are advancing the SHINKA-100 Medium-Term Management Plan (fiscal years 2015–2017: Phase I; fiscal years 2018–2020: Phase II) to transform our business structure into one combining flexibility and resilience.」