Medium-term Management Plan

Medium-term management plan Brush Up 120


The Narasaki Sangyo Group established the three-year medium-term management plan "Brush Up 120," for which fiscal 2020 is the final year of the plan.
Amidst an aggressively changing management environment, we are steadily implementing the basic strategies we adopted in our medium-term management plan of further increasing corporate value while achieving sustainable growth, under the theme of "looking towards our 120th anniversary, further polishing the skills and know-how we have cultivated up until now, and continuing to evolve as a group with each employee holding high aspirations."
Furthermore, we have placed complete compliance and perfection of our corporate governance system as our most important tasks and we are building up our company group to be one that is trusted and valued by all of our stakeholders.

Katsuhisa Nakamura, President and Representative Director

Achievements under previous medium-term management plan

Overview of medium-term management plan

Basic policy

  1. To strengthen cooperation between business departments and exercise the Group's comprehensive strength.
  2. To strengthen core businesses and improve productivity.
  3. To strengthen endeavors towards overseas business, advanced technology, and the environment and energy sector.
  4. To improve the financial structure and create steady cash flows.
  5. To secure and train personnel.
  6. To achieve complete compliance and strengthen corporate governance systems.

Diagram of the medium-term management plan

Numerical objectives

Business strategy by segment

Electric machinery-related business
  1. Reinforce operating bases for each core business
  2. Secure steady business development through strengthening ties with manufactures, and secure a firm position through relationships with them
  3. Exercise comprehensive strength through aggressive development of synergistic operations
  4. Enhance and augment domestic regional strategies
  5. Construct and expand the scale of stable business bases for overseas businesses (ASEAN and China)

Machinery-related business
  1. Promote differentiation from other companies through strengthening engineering and construction operation abilities
  2. Efficiently obtain superior users through strengthening ties with major manufacturers
  3. Develop new business sectors by offering new products and services
  4. Create top niche businesses by strengthening regional strategies
  5. Promote swift and effective operation of business

Construction materials and fuel-related business
  1. Improve productivity by focusing resources on specific business sectors and considering profit margins
  2. Promote expanded sales of high added value products and differentiated products by strengthening the ability to make proposals
  3. Expand business by acquiring construction demand for Tokyo metropolitan area redevelopment, Olympic-related projects and beyond
  4. Contribute to earthquake recovery efforts
  5. Strengthen the sales foundation and respond to environmental changes in the energy business

Maritime transportation-related business
  1. Improve productivity by focusing resources on and improving specific businesses
  2. Promote differentiation through the provision of high-quality services centered around the port business
  3. Expand operations through discovery and acquisition of new cargoes
  4. Revise rates appropriately and reduce costs
  5. Boost initiatives in the safety, health and environment fields

Construction machinery-related business
  1. Business operations built around a core of the road, pumping and snow-clearing businesses
  2. Promote optimization by focusing resources and strengthening cooperation with manufacturers
  3. Expand the market and customers by strengthening used machinery market strategies

CSR strategy, financial strategy and HR strategy

[CSR strategy]
■ Complete compliance management
■ Development of risk management systems
■ Strengthening corporate governance structure

[Financial strategy]
■ Improvement of the financial structure
■ Creation of steady cash flow
■ Effective use of management resources

[HR strategy]
■ Realization of fair and just treatment of employees
■ Securing and training of personnel
■ Improving the workplace environment