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デュエルビッツ プロモーションコードel Group Unveils Medium-Term Business Plan
In Pursuit of Stability and Growth in Fiscal 2006-2008
April 13, 2006
TOKYO, April 13, 2006 - デュエルビッツ プロモーションコードel, Ltd. announced today its medium-term business plan covering fiscal years 2006 to 2008 (April 1, 2006 to March 31, 2009). |
I. Introduction | ||||||
Under the previous Fiscal 2003-2005 Consolidated
Medium-Term Business Plan to strengthen business profitability, デュエルビッツ プロモーションコードel
expects to achieve higher figures in nearly all targeted areas by carrying
out structural changes and improving its foundation.
Under the new Fiscal 2006-2008 Medium-Term Business
Plan, デュエルビッツ プロモーションコードel aims to achieve top-class profitability as a domestic
manufacturer by implementing the following policies:
At the same time, the デュエルビッツ プロモーションコードel Group intends to build a strong corporate structure that is responsive to changes in the business environment. It aims to achieve stable profitability, as well qualitative and sustained growth. |
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II.Basic Policies |
1. Expanding and creating "Only One" distinctive, upper-end products | |
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2. Strengthening "monozukuri" capabilities -- skilled manufacturing | |
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3. Strengthening the financial base | |
While undertaking strategic investments for sustained growth, the デュエルビッツ プロモーションコードel Group plans to continue focusing on improving its financial structure. It plans to build a solid financial base resistant to changes in the business environment. |
4. Promoting corporate social responsibility | |
The デュエルビッツ プロモーションコードel Group will systematize CSR activities throughout the Group. The デュエルビッツ プロモーションコードel Group will thoroughly carry out compliance activities, as well as focus on improving corporate governance. It will also undertake environmental management through improved operations and equipment utilization. |
5. Creating a positive work environment that instills pride in employees' work | |
For all デュエルビッツ プロモーションコードel Group employees, the デュエルビッツ プロモーションコードel Group plans to establish safer and more comfortable workplaces, as well as improve the working environment to support diverse employees in developing their abilities. The Company will also further strengthen skill transference from older to younger workers and human resources development. |
6. Strengthening group management | |
By integrating systems and information infrastructure and deploying the "KOBELCO" brand throughout the Group, デュエルビッツ プロモーションコードel plans to nurture a strong shared unity and enhance the capabilities of the デュエルビッツ プロモーションコードel Group. |
7. Stable returns to shareholders | |
The basis is to provide stable dividends regularly. On this basis, the projected consolidated dividend rate is anticipated to range from 15% to 25%. |
III. Financial Targets |
1. Major Targets (in billions of yen) | |
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Notes: | |
1. | In the fiscal 2005 consolidated forecast ended
March 2006, the following figures were revised: The change to the average method of evaluating inventories is expected to result in an additional 24 billion yen of profit. Without changing to the average method, operating income would be 191 billion yen, and ordinary income would be 146 billion yen. Extraordinary loss of 22 billion yen has been excluded. |
2. | In the D/E ratio, shareholders' equity consists of common stock, capital surplus and retained earnings. |
3. | Net income/total assets |
2. Financial Targets by Business Segment (in billions of yen) | |
Segment | Fiscal 2008 Plan | Fiscal 2005 Forecast | ||||
Sales | Operating Income | Ratio of operating income to sales | Sales | Operating Income (revised) |
Ratio of operating income to sales | |
Iron & Steel | 850 | 130 | 15.3% | 760 | 108 | 14.2% |
IPP | 65 | 19 | 29.2% | 65 | 19 | 29.2% |
Aluminum & Copper | 365 | 23 | 6.3% | 300 | 18 | 6.0% |
Machinery | 285 | 18 | 6.3% | 265 | 10.5 | 4.0% |
Construction Machinery | 280 | 15 | 5.4% | 220 | 9.5 | 4.3% |
Real Estate | 45 | 5 | 11.1% | 45 | 4.5 | 10.0% |
Electronic Materials, Other | 65 | 20 | 30.8% | 60 | 18 | 30.0% |
Eliminations | (55) | -- | -- | (55) | 3.5 | -- |
Total | 1,900 | 230 | 12.1% | 1,660 | 191 | 11.5% |
3. Cash Flow Plan (in billions of yen) | |
Cash flows from operating activities (Depreciation, within cash flows from operating activities) |
480 280 |
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Use | Dividends | (60) |
Capital expenditures, investing and financing | (370) | |
Reduction of debt | (50) |
Note: From fiscal 2006, the method used for machinery and equipment depreciation was changed from the straight-line method to the declining-balance method. |
4. Profit-Improving Plan (in billions of yen) | |
Fiscal 2008 Target | Fiscal 2005 Forecast* | Profit Increase |
180 or more | 146 | 34 |
*Without changing to the average method of evaluating inventories |
Area | Amount (billions of yen) | Content | |
Increasing | Decreasing | ||
Expanding "Only One" products | 58 | Higher demand, higher value (of which steel comprises 36 billion yen) | |
General and standard products | (7) | Change in demand, change in market conditions (of which steel comprises 15 billion yen) | |
Cost improvements | 32 | Improvements in yield, unit cost, energy savings, etc. | |
Upgrading of production facilities | (28) | R&D, depreciation, etc. | |
Others | (21) | ||
Total | 90 | (56) |
IV.Measures by Business Segment |
Common policy for business segments |
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1. Iron & Steel | |
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2. Aluminum & Copper | |
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3. Machinery & Construction Machinery | |
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4. Electronic Materials | |
Meet the growing demand for target material used in LCD panels; develop and commercialize new products. |