Nissei Corporation


Message from the president

Aiming to Accomplish Our Mid – to Long – Term Vision:
"Vision 2025 — Change Gears"

President Representive Director Tomoyuki Hasegawa

To our shareholders: thank you for your continued support of the Nissei Corporation. We’re delighted to announce that we launched our new mid-to long- term vision: "Vision 2025 — Change Gears", from FY 2016.

Mid – to Long – Term Vision:
"Vision 2025 — Change Gears"

We compiled this vision based on the views and opinions from our staff, who are in their 30’s and 40’s, and who will lead our company to a higher level in the industry within the next 10 years.

We express our innovative will as "Change Gears", i.e., developing advanced technologies; improving our production process; raising our operational efficiency; and having a fresh vision while transforming our corporate culture. We will even re-examine ‘the Gears,’ which has been our core technology. We collectively call these innovative works ‘Change Gears’

We are committed to achieving this vision with all of our staff working for this common goal. With these improved technologies and the continuing progress of our manufacturing ability, we will aim to be a company that will fulfill our customers’ demands immediately all over the world and encourage our employees to take even more pride in their work.

ChangeGears

Mid-Term Business Strategy: "CGN2018 (FY2016-FY2018)"

From this fiscal year we are promoting "CGN2018 (FY2016-FY2018)", as the first step of the road map to implement our ‘Vision 2025: Change Gears’

"CGN2018: Change Gears Nissei 2018" is aimed at getting rid of all kinds of waste and reviewing our production system in order to improve the dropping operating income ratio. Therefore, we have newly adopted a profit center approach from April 2016. We have divided our business into two divisions: The Gear Motor Division and the Gear Division. This will streamline the decision-making process and will make our company’s quality even stronger by transferring the responsibility and authority to the individual operating divisions in the integration of our production and sales.

In the current harsher business environment, we think it is necessary for us to manage the market risk appropriately and to aggressively challenge continued growth in the future.

Our organization will strive determinedly to complete our ‘CGN2018’ vision. We look forward to your continued understanding and cooperation in the future.

Activities in the medium-term management plan "CGN2018" (FY2016 to FY2018)
Activities in the medium-term management plan "CGN2018" (FY2016 to FY2018)

Goals for "CGN2018":sales amount:21.3 billion yen, Sales
Operating Profit Ratio:10%,
Capital investment is set for 6 billion yen in the span of 3 years.

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