Breaking away from dependence on Japan
First written in FY2016. 14 of 32 entries say "Advanced", first in FY2020-Q2. Latest entry: FY2026.
The whole theme swung hardest in 2020: 4 of 22 companies on the "Worse" side.
8 other companies' latest entry also says "Other".
- FY2026Overseas sales mix: 70.2%Annual report
「Japan 289,441 29.8 / Greater China 222,166 22.8 / ASEAN 160,550 16.5 / Americas 189,297 19.5 / Europe 96,469 9.9」
In FY2025, overseas sales accounted for 70.2% of the sales mix, maintaining the majority share. This was a slight decline from 70.6% in the previous fiscal year. - FY2026-H1Slight decline in the overseas sales ratioAnnual report
「Japan 140,713 29.3 / Greater China 110,520 23.0 / ASEAN 78,899 16.4 / Americas 95,483 19.9 / Europe 47,111 9.8」
In the interim consolidated period, regions outside Japan accounted for 70.7% of the sales mix, a slight decline from 71.3% in the previous interim consolidated period, while overseas sales continued to represent the majority. - FY2025AdvancedAnnual report
「Japan 277,605 29.4 / Greater China 217,517 23.0 / ASEAN 160,593 17.0 / Americas 186,902 19.8 / Europe 89,678 9.5」
In FY2024, Japan accounted for 29.4% of the regional sales mix and regions outside Japan accounted for 70.6%, maintaining the majority share for overseas sales. - FY2025-H1AdvancedAnnual report
「Japan 137,906 28.7 / Greater China 110,820 23.0 / ASEAN 81,669 17.0 / Americas 96,002 20.0 / Europe 48,415 10.1」
In the interim consolidated period, regions outside Japan collectively accounted for 71.3% of the sales mix, up from 70.7% in the cumulative second quarter of the previous fiscal year. Overseas sales continued to represent the majority. - FY2024-Q3Overseas sales mix: 70.2%Annual report
「Japan 202,240 29.8 / Greater China 162,074 23.9 / ASEAN 108,855 16.1 / Americas 132,235 19.5 / Europe 64,821 9.6」
In the cumulative third quarter, Japan accounted for 29.8% of the regional sales mix and regions outside Japan accounted for 70.2%. Overseas sales remained the majority, but the ratio declined from 72.1% in the cumulative second quarter and 71.3% in the cumulative third quarter of the previous fiscal year. - FY2024-Q2Overseas sales ratio 70.7%Annual report
「Japan 131,795 29.3 / Greater China 109,279 24.3 / ASEAN 71,974 16.0 / Americas 88,339 19.6 / Europe 43,453 9.7」
In the cumulative second quarter, Japan accounted for 29.3% of the regional sales mix and regions outside Japan accounted for 70.7%. Overseas sales remained the majority, but the ratio declined from 72.1% in the cumulative second quarter of the previous fiscal year. - FY2024-Q1Overseas sales ratio 70.6%Annual report
「Japan 65,778 29.4 / Greater China 53,597 23.9 / ASEAN 34,041 15.2 / Americas 45,500 20.3 / Europe 22,685 10.1」
In the first quarter, Japan accounted for 29.4% of the regional sales mix and regions outside Japan accounted for 70.6%. Overseas sales remained the majority, but the overseas ratio was slightly lower than the 71.2% recorded in the same quarter of the previous fiscal year. - FY2023AdvancedAnnual report
「Japan 44,808 29.1 / Greater China 222,312 24.4 / ASEAN 152,750 16.7 / Americas 171,370 18.8 / Europe 88,686 9.7」
In FY2023, regions outside Japan collectively accounted for 70.9% of the sales mix, up from 67.9% in the previous fiscal year. The full-year figures show progress in moving away from dependence on Japan and expanding the company’s overseas presence. - FY2023-Q3Overseas sales ratio 71.3%Annual report
「Japan 199,551 28.7 / Greater China 174,444 25.1 / ASEAN 116,503 16.7 / Americas 129,264 18.6 / Europe 66,724 9.6」
Japan accounted for 28.7% of the sales mix and regions outside Japan accounted for 71.3%, with overseas sales continuing to represent the majority. - FY2023-Q2AdvancedAnnual report
「Japan 127,035 27.9 / Greater China 116,831 25.6 / ASEAN 77,265 17.0 / Americas 84,463 18.5 / Europe 44,137 9.7」
Japan accounted for 27.9% of the sales mix and overseas regions collectively accounted for 72.1%, up from 71.2% in the cumulative first quarter of the previous fiscal year. The figures indicate progress in moving away from dependence on Japan and expanding the company’s overseas presence. - FY2023-Q1AdvancedAnnual report
「Cumulative consolidated period for the first quarter (1 April 2022 to 30 June 2022) Japan 63,235 28.8 / Greater China 53,110 24.2 / ASEAN 37,405 17.0 / Americas 41,191 18.8 / Europe 21,873 10.0」
Japan accounted for 28.8% of the regional sales mix and regions outside Japan accounted for 71.2%, up from the 67.9% overseas ratio for FY2022. - FY2022AdvancedAnnual report
「Japan 250,360 32.1 / Greater China 217,562 27.9 / ASEAN 125,707 16.1 / Americas 117,589 15.1 / Europe 59,855 7.7」
Japan accounted for 32.1% of the regional sales mix and regions outside Japan accounted for 67.9%, with overseas sales continuing to represent the majority. - FY2022-Q3Overseas sales ratio 67.6%Annual report
「Japan 186,243 32.4 / Greater China 163,638 28.5 / ASEAN 91,156 15.9 / Americas 84,566 14.7 / Europe 42,014 7.3」
In cumulative regional revenue for the first 3 quarters, overseas regions collectively accounted for 67.6%, with regions outside Japan continuing to represent the majority of the sales mix. - FY2022-Q2AdvancedAnnual report
「Japan 120,459 32.2 / Greater China 107,178 28.7 / ASEAN 58,897 15.8 / Americas 54,539 14.6 / Europe 28,382 7.6」
Japan accounted for 32.2% of regional revenue and overseas regions collectively accounted for 67.8%, providing a numerical indication of progress in moving away from dependence on Japan and expanding the company’s overseas presence. - FY2022-Q1AdvancedAnnual report
「In the resins business, sales increased in Japan and overseas, particularly in ASEAN, as automobile production recovered, while profitability also improved due to higher market prices.」
With regard to moving away from dependence on Japan and expanding its overseas presence, the company reported increased overseas sales, mainly in ASEAN, alongside a recovery in automobile production. - FY2021AdvancedAnnual report
「Growth in Europe and the US, designated priority regions, and in the life and healthcare sectors, designated priority areas, advanced portfolio optimisation and strengthened resilience to economic downturns.」
The company reported progress in moving away from dependence on Japan and expanding its overseas presence through growth in Europe and the US and in the life and healthcare sectors. - FY2021-Q3AdvancedAnnual report
「Overseas sales amounted to ¥339.72 billion, up 14.5% year on year, as sales from the acquired Prinova Group, which were included from the second quarter of the previous consolidated fiscal year, were reflected for the full year in the current consolidated fiscal year,」
Prinova Group sales were reflected for the full year, and overseas sales increased 14.5% year on year. Efforts to move away from dependence on Japan and expand the company’s overseas presence were reflected in the results. - FY2021-Q2AdvancedAnnual report
「Domestic sales were ¥166.13 billion, down 18.0% year on year, while overseas sales were ¥215.02 billion, up 13.6%, partly due to the addition of sales from the Prinova Group acquired in the second quarter of the previous fiscal year. Net sales were ¥381.15 billion, down 2.7%.」
Overseas sales increased against the backdrop of the Prinova acquisition, representing progress in moving away from dependence on Japan and expanding the company’s overseas presence. However, domestic sales declined, resulting in lower overall sales. - FY2021-Q1AdvancedAnnual report
「Domestic sales were ¥82.17 billion, down 19.2% year on year, and overseas sales were ¥98.39 billion, up 7.8%, including sales from the Prinova Group acquired in the second quarter of the previous fiscal year. However, the decline in sales at existing companies was substantial, resulting in net sales of ¥180.56 billion, down 6.4%.」
The increase in overseas sales from the acquisition of Prinova appeared in the figures, demonstrating the results of efforts to move away from dependence on the traditional business model and globalise. However, a decline in sales at existing companies was also reported. - FY2020-Q3AdvancedAnnual report
「Sales from the newly acquired Prinova Group were added in the second quarter of the consolidated fiscal year under review, resulting in a substantial increase in overseas sales.」
The acquisition of Prinova appeared as a substantial increase in overseas sales in the lifestyle-related segment, with the expansion of the overseas business reflected in actual results. - FY2020-Q2AdvancedAnnual report
「We position Prinova as a strategic platform for expanding the food ingredients business in Europe and the United States. Together with the food ingredients business of Hayashibara株式会社, our wholly owned consolidated subsidiary, we will expand the NAGASE Group's presence in Japan and Asia, the Americas and Europe.」
The company gave concrete form to expanding its presence in regions including Europe and the US through the acquisition of Prinova, as it seeks to move away from dependence on its traditional business model and globalise. - FY2019RestatedAnnual report
「Under “Challenges for Growth,” the company aims for dramatic growth that cannot be achieved simply by extending its existing businesses, by investing management resources in priority areas and withdrawing from its dependence on its traditional business model.」
Reaffirming the previous direction of withdrawing from dependence on Japan, expressed as withdrawing from dependence on the traditional business model. - FY2019-Q2RestatedAnnual report
「The core elements of the Long-Term Management Policy are the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan, and the “Strengthening the Management Platform Supporting Growth,” which aims to establish a management platform that contributes to business expansion and globalization in order to make that “Challenge for Growth” a success.」
Reaffirming the 2 pillars of its long-term management policy, including investment in priority areas and withdrawal from dependence on Japan. - FY2019-Q1RestatedAnnual report
「The core elements of the Long-Term Management Policy are the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan, and the “Strengthening the Management Platform Supporting Growth,” which aims to establish a management platform that contributes to business expansion and globalization in order to make that “Challenge for Growth” a success.」
Reaffirming the 2 pillars of its long-term management policy, including investment in priority areas and withdrawal from dependence on Japan. - FY2018-Q3RestatedAnnual report
「The core elements of the Long-Term Management Policy are the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan, and the “Strengthening the Management Platform Supporting Growth,” which aims to establish a management platform that contributes to business expansion and globalization in order to make that “Challenge for Growth” a success.」
Reaffirming the 2 pillars of its long-term management policy, including investment in priority areas and withdrawal from dependence on Japan. - FY2018-Q2RestatedAnnual report
「The core elements of the Long-Term Management Policy are the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan, and the “Strengthening the Management Platform Supporting Growth,” which aims to establish a management platform that contributes to business expansion and globalization in order to make that “Challenge for Growth” a success.」
Reaffirming the 2 pillars of its long-term management policy, including investment in priority areas and withdrawal from dependence on Japan. - FY2018-Q1RestatedAnnual report
「The core elements of the Long-Term Management Policy are the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan, and the “Strengthening the Management Platform Supporting Growth,” which aims to establish a management platform that contributes to business expansion and globalization in order to make that “Challenge for Growth” a success.」
Reaffirming the 2 pillars of its long-term management policy, including investment in priority areas and withdrawal from dependence on Japan. - FY2017RestatedAnnual report
「Under “Challenges for Growth,” the company aims for dramatic growth that cannot be achieved simply by extending its existing businesses, by investing management resources in priority areas and withdrawing from a Japan-dependent business model.」
Reaffirming investment in priority areas and withdrawal from dependence on Japan as growth initiatives. - FY2017-Q3RestatedAnnual report
「The core elements of the Long-Term Management Policy are the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan, and the “Strengthening the Management Platform Supporting Growth,” which aims to establish a management platform that contributes to business expansion and globalization in order to make that “Challenge for Growth” a success.」
Reaffirming the 2 pillars of its long-term management policy, including the withdrawal from dependence on Japan. - FY2017-Q2RestatedAnnual report
「The core elements of the Long-Term Management Policy are the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan, and the “Strengthening the Management Platform Supporting Growth,” which aims to establish a management platform that contributes to business expansion and globalization in order to make that “Challenge for Growth” a success.」
Reaffirming the withdrawal from dependence on Japan as a pillar of its long-term management policy. - FY2017-Q1RestatedAnnual report
「We have set out the “Challenge for Growth,” which aims for dramatic growth that cannot be achieved merely by extending our existing businesses through the allocation of management resources to priority areas and a shift away from business operations dependent on Japan.」
Reaffirming the withdrawal from dependence on Japan as a pillar of its long-term management policy. - FY2016First statedAnnual report
「Through a shift away from business operations dependent on Japan, we aim to achieve dramatic growth that cannot be attained merely by extending our existing businesses.」
The company explicitly identifies a shift away from dependence on Japan as a growth initiative under its Long-Term Management Policy.