Four-Year Mid-Term Management Plan “Challenge toward 2017”
First written in FY2016. 7 of 9 entries say "Restated". Latest entry: FY2018.
The whole theme swung hardest in 2021: 17 of 76 companies on the "Worse" side.
6 other companies' latest entry also says "Achieved".
- FY2018AchievedAnnual report
「The achievement status for the final year of the four-year mid-term management plan “Challenge toward 2017 (2014–2017)” is as follows.」
In the final year, actual results exceeded the plan, or achieved the relevant financial targets, across all metrics: net sales, operating income, ordinary income, overseas subsidiaries’ share of ordinary income, interest-bearing debt, and the equity ratio. - FY2018-Q3RestatedAnnual report
「Against this backdrop, although our Group entered the final year of the four-year mid-term management plan “Challenge toward 2017 (2014–2017),” we continued pursuing growth initiatives aimed at achieving sustainable growth and enhancing corporate value over the medium to long term, including expanding the fully farmed tuna business, increasing earnings in global markets, and operating the new Ishinomaki plant producing frozen foods.」
The pursuit of growth initiatives continued during the final year of the mid-term plan. - FY2018-Q2RestatedAnnual report
「Although we entered the final year of the four-year mid-term management plan “Challenge toward 2017 (2014–2017),” we continued pursuing growth initiatives aimed at achieving sustainable growth and enhancing corporate value over the medium to long term, including expanding the fully farmed tuna business, increasing earnings in global markets, and operating the new Ishinomaki plant producing frozen foods.」
During the final year of the mid-term plan, the plan and its growth initiatives continued to be pursued. - FY2018-Q1RestatedAnnual report
「Although we entered the final year of the four-year mid-term management plan “Challenge toward 2017 (2014–2017),” we continued pursuing growth initiatives aimed at achieving sustainable growth and enhancing corporate value over the medium to long term, including expanding the fully farmed tuna business, increasing earnings in global markets, and starting operations at the new Ishinomaki plant producing frozen foods.」
The statement indicates that the final year of the mid-term plan had begun while the plan and its growth initiatives continued to be pursued. - FY2017RestatedAnnual report
「Under the four-year mid-term management plan “Challenge toward 2017 (2014–2017),” which began in fiscal 2014, our Group set the following targets for fiscal 2017: net sales of ¥900.0 billion, operating income of ¥20.0 billion, ordinary income of ¥19.0 billion, overseas subsidiaries’ share of ordinary income of 25.0%, interest-bearing debt of ¥275.0 billion, and an equity ratio of 20.0%.」
The mid-term plan continued to be presented, with explicit targets for fiscal 2017 covering net sales, earnings, overseas subsidiaries’ share of ordinary income, interest-bearing debt, and the equity ratio. - FY2017-Q3RestatedAnnual report
「Under the theme of “Taking on the Challenge of Growth” for the second half of the four-year mid-term management plan “Challenge toward 2017 (2014–2017),” we pursued growth initiatives aimed at achieving sustainable growth and enhancing corporate value over the medium to long term, including expanding the fully farmed tuna business, increasing earnings in global markets, and launching new products that offer new value.」
The mid-term plan “Challenge toward 2017 (2014–2017)” continued to serve as the management framework. - FY2017-Q2RestatedAnnual report
「Against this backdrop, our Group designated the second half of the four-year mid-term management plan “Challenge toward 2017 (2014–2017)” as a period for “Taking on the Challenge of Growth” and pursued growth initiatives aimed at achieving sustainable growth and enhancing corporate value over the medium to long term, including expanding the fully farmed tuna business, increasing earnings in global markets, and launching new products classified as foods with function claims.」
The mid-term plan “Challenge toward 2017” and its theme for the second half continued to be presented as the management framework. - FY2017-Q1RestatedAnnual report
「Against this backdrop, our Group designated the second half of the four-year mid-term management plan “Challenge toward 2017 (2014–2017)” as a period for “Taking on the Challenge of Growth” and pursued growth initiatives aimed at achieving sustainable growth and enhancing corporate value over the medium to long term, including expanding the fully farmed tuna business, increasing earnings in global markets, and launching new products classified as foods with function claims.」
The mid-term plan and its theme for the second half continued to serve as the basic framework for management. - FY2016First statedAnnual report
「Entering the second year of the four-year mid-term management plan “Challenge toward 2017 (2014–2017),” we continued working to restore our business foundations while pursuing growth initiatives, including expanding the fully farmed tuna business, increasing earnings in global markets, and launching new products classified as foods with function claims.」
The mid-term plan covering 2014–2017 was explicitly identified as the basic framework for management.