Sound, Sustainable Growth through NV/S8

「Against this business backdrop, the group pursued initiatives under the medium-term management plan “New Frontier 2026” (NF2026), which began in the fiscal year, based on the perspective of “creating new value in pursuit of the highest satisfaction of stakeholders.” While swiftly implementing measures to prepare for a recovery in semiconductor market conditions and future market expansion, it worked to strengthen earning power with a view to further future growth and build a corporate platform capable of supporting sound and sustainable growth.」

「In addition, based on the perspective of “protecting growth” set out in the medium-term management plan “New Frontier 2023” (NF2023), whose final year is the current fiscal year, the group pursued corporate reforms on both the defensive and offensive fronts, centered on reviewing the supply chain in response to rising geopolitical risks, strengthening product competitiveness and supply capacity for growth markets such as semiconductors, and DX (digital transformation), in order to achieve “sound and sustainable growth” over the long term.」

「Against this business backdrop, the group continued to pursue corporate reforms on both the defensive and offensive fronts, centered on reviewing the supply chain in response to rising geopolitical risks, strengthening product competitiveness and supply capacity for growth markets such as semiconductors, and DX (digital transformation), based on the perspective of “protecting growth” set out in the medium-term management plan “New Frontier 2023” (NF2023), whose final year is the current fiscal year.」

「We will steadily and swiftly implement our strategies, with a strong focus on further expanding our business and making achievement of the long-term management targets established for the fiscal year ending March 2027, our 100th anniversary year, more certain: consolidated net sales of ¥80 billion and ROE of at least 15%.」

「Against this business backdrop, the group pursued corporate reforms on both the defensive and offensive fronts, centered on reviewing the supply chain in response to rising geopolitical risks, strengthening product competitiveness and supply capacity for growth markets such as semiconductors, and DX (digital transformation), based on the perspective of “protecting growth” set out in the two-year medium-term management plan “New Frontier 2023” (NF2023), which began in the fiscal year.」

「Against this business backdrop, the group pursued corporate reforms on both the defensive and offensive fronts, centered on reviewing the supply chain in response to rising geopolitical risks, strengthening product competitiveness and supply capacity for growth markets such as semiconductors, and DX (digital transformation), based on the perspective of “protecting growth” set out in the two-year medium-term management plan “New Frontier 2023” (NF2023), which began in the fiscal year.」

「Against this business backdrop, the group pursued corporate reforms on both the defensive and offensive fronts, centered on reviewing the supply chain in response to rising geopolitical risks, strengthening product competitiveness and supply capacity for growth markets such as semiconductors, and DX (digital transformation), based on the perspective of “protecting growth” set out in the two-year medium-term management plan “New Frontier 2023” (NF2023), which began in the fiscal year.」

「Our Group’s basic policy under the two-year medium-term management plan “New Frontier 2023” (NF2023), which begins in the next fiscal year, is: “Amid rapidly changing global conditions, let us aim to be a company that continues to create new value by earning customers’ trust under ‘THE VALQUA WAY’ and operating with H (Hard) and S (Service) as its two driving forces.”」

「Against this business backdrop, the group worked simultaneously to expand production and control costs in response to changes in the business environment. In line with the strategy set out in the three-year medium-term management plan “New Frontier 2022” (NF2022), now in its second year, it also pursued structural reforms centered on strengthening product competitiveness and supply capacity for growth markets such as semiconductors, as well as DX (digital transformation).」

「Against this business backdrop, the group addressed the recovery in customers’ production activity while pursuing structural reforms centered on strengthening product competitiveness and supply capacity for growth markets such as semiconductors, as well as digital transformation (DX), in line with the strategy set out in the three-year medium-term management plan “New Frontier 2022” (NF2022), now in its second year.」

「As we enter a period looking ahead to our 100th anniversary, we believe that each employee must once again embrace this pioneering spirit and break into uncharted territory. Accordingly, we have established the following desired corporate profile for the fiscal year ending March 2027 and long-term management targets to be achieved. Desired corporate profile for our 100th anniversary (2027): A challenging company that takes on the future and the unknown—to contribute to human prosperity and the global environment Management targets for the fiscal year ending March 2027: ・Consolidated net sales: ¥80 billion ・Consolidated ROE: 15%」

「Against this business backdrop, our Group promptly implemented various measures to minimize the impact of COVID-19 on corporate activities and promoted strategies for future recovery and growth in line with the three-year medium-term management plan “New Frontier 2022” (NF2022), which began in the current fiscal year.」

「Against this business backdrop, our Group promptly implemented various measures to minimize the impact of COVID-19 on corporate activities and promoted strategies for future recovery and growth in line with the three-year medium-term management plan “New Frontier 2022” (NF2022), which began in the current fiscal year.」

「Against this business backdrop, our Group implemented various measures to minimize the impact of the COVID-19 pandemic on corporate activities, while working to secure current results and promoting strategies for future recovery and growth in line with the three-year medium-term management plan “New Frontier 2022” (NF2022), which began in the current fiscal year.」

「Against this business backdrop, the group sought to strengthen its ability to respond to an increasingly challenging business environment while promoting the development and strengthening of its corporate platform to achieve “sound and sustainable growth,” in line with the strategy set out in the eighth medium-term management plan “New Valqua Stage Eight” (NV・S8), now in its second year.」

「Against this business backdrop, the group sought to secure short-term earnings while promoting the development and strengthening of its corporate platform to achieve “sound and sustainable growth,” in line with the strategy set out in the eighth medium-term management plan “New Valqua Stage Eight” (NV・S8), now in its second year.」

「Against this business backdrop, the group pursued the expansion of earnings in growth markets and improved profitability through “selection and concentration” to achieve the management targets set out in the eighth medium-term management plan “New Valqua Stage Eight” (NV・S8), which began in the fiscal year. In addition, it promoted the development and strengthening of its corporate platform to achieve “sound and sustainable growth.”」

「To achieve the management targets set out in the eighth medium-term management plan, “New Valqua Stage Eight” (NV・S8), which began in the current fiscal year, we promoted the development and strengthening of the corporate foundation to expand earnings in growth markets, improve profitability through “selection and concentration,” and achieve “sound and sustainable growth.”」