Nihon Parkerizing Co., Ltd.

NIHON PARERTIXING GROUP

Nihon Parkerizing Co., Ltd.

NIHON PARERTIXING GROUP

Vision2030 and Medium-Term Management Plan

Overview of Medium-Term Management Plan

We created our Group's third medium-term management plan that started in March 2020 (2020 ended in March to 2022 ended in March).

Our Group celebrated our 90th anniversary in 2018. We consider our Group's third medium-term management plan to be an important period to strengthen the management foundation for new growth toward our 100th anniversary and work on enhancing our corporate value from a long-term perspective.

1. Positioning of the 4th consolidated mid-term management plan

Vision2030ロゴ

To create new value and contribute to
the creation of a sustainable society
through surface modification technology

”"

Foundation to March 2022

First growth stage
focusing on metal surface treatments

April 2022 to March 2025

Building a foundation for
achieving our Vision2030

 To March 2031

Ensure the Group’s continued growth
through solving social issues and gaining
the trust of customers and society

2.  Basic policy in the 4th Consolidated mid-term management plan

o achieve our Vision2030,the Group will cultivate existing business,develop new business and expand global business in all segments,work to find solutions to environmental problems and other social issues,and increase our corporate value.

Growthstrategies
to achieve our Vision2030

  • Cultivate existing business
  • Developnew business
  • Expand global business
  • Strengthen researchand development
  • Strengthenquality control and quality assurance
  • Improve profitability of existing business
  • Examine potential M&A

Contributing to solving
social issues

  • Expanding sales of environmentallyfriendly products
  • Research and development related to SDGs
  • Appropriatemanagement of chemical substances
  • Initiativesto reduce the environmental load
  • Respect for human rights

Corporate Innovation

  • Strengthening Group governance
  • Promoting diversity
  • Developing global human resources
  • Digital transformation

3. Consolidated numerical targets

(Unit: million yen)

March 2022 March 2025 Change
Actual Plan
Net Sales 117,752 130,000 +12,248
Chemicals 46,631 56,000 +9,369
Processing 44,820 52,000 +7,180
Equipment 23,914 20,000 -3,914
Other 2,387 2,000 -387
Operating income 13,370 16,900 +3,530
Ordinary income 17,003 19,500 +2,497
Operating income to sales ratio 11.4% 13%  or more -
Ordinary income to sales ratio 14.4% 15%  or more -
ROE 5.8% 8 -10%  or more -

All documents are available in PDF format.

Medium-term Management Plan

Vision2030