Strengthening the four priority initiatives under the medium-term management plan
First written in FY2017-Q1. 26 of 38 entries say "Restated". Latest entry: 2026-10-15.
22 other companies' latest entry also says "Restated".
- 2026-10-15RestatedEarnings
「Against this backdrop, as initiatives for the second year of the Fifth Medium-Term Management Plan, our group established 3 priority measures: ① building new growth platforms, ② further improving profitability and ③ promoting ESG management, and sought to enhance corporate value through sustainable profit growth.」
The 3 priority measures continued during the second year of the Fifth Medium-Term Management Plan. - FY2027-H1RestatedAnnual report
「Against this backdrop, as initiatives for the second year of the Fifth Medium-Term Management Plan, our group established 3 priority measures: ① building new growth platforms, ② further improving profitability and ③ promoting ESG management, and sought to enhance corporate value through sustainable profit growth.」
In the second year of the Fifth Medium-Term Management Plan, the company continues to pursue the three priority measures and its policy of enhancing corporate value through sustainable profit growth. It explicitly states that there have been no material changes to the policy. - 2026-07-15RestatedEarnings
「Against this backdrop, as initiatives for the second year of the Fifth Medium-Term Management Plan, our group has established 3 priority measures: ① building new growth platforms, ② further improving profitability and ③ promoting ESG management, and will seek to enhance corporate value through sustainable profit growth.」
The 3 priority measures continue to be presented for the second year of the Fifth Medium-Term Management Plan. - FY2026AdvancedAnnual report
「In the fiscal year ending February 2026, the first year of the Fifth Medium-Term Management Plan, the company advanced its three priority initiatives—① building a new growth platform, ② further improving earnings power, and ③ promoting ESG management—under the basic policy of “Building a foundation for a new stage of growth with the aim of enhancing corporate value through sustainable profit growth,” while also promoting management that is conscious of the cost of capital and share price and working toward further growth. As the company achieved the profit targets set for the final year, the fiscal year ending February 2028, it has set the following targets for the fiscal year ending February 2031 under the slogan “NEXT STAGE 2030”: revenue of ¥25,000 million, operating profit of ¥2,000 million, ordinary profit of ¥1,950 million, and profit attributable to owners of the parent of ¥1,300 million, and will pursue sustainable growth.」
For the first year of the Fifth Medium-Term Management Plan, the company explains that it implemented the three priority initiatives. It states that it achieved its profit targets for the fiscal year ending February 2028 and has newly set revenue and profit targets for the fiscal year ending February 2031. - 2026-05-01AdvancedGeneral Meetings of Shareholders
「In the first year of the Fifth Medium-Term Management Plan, results exceeded the previous record high, partly because projects related to urban redevelopment and large-scale projects progressed toward completion. Accordingly, we set the full-year dividend at ¥30 per share, compared with ¥20 in the previous year.」
For the first year of the Fifth Medium-Term Management Plan, results exceeded the previous record high, driven by the completion of urban redevelopment projects and large-scale projects. - FY2026-H1RestatedAnnual report
「The company formulated the Fifth Medium-Term Management Plan beginning in the fiscal year ending February 2026 and adopted “Building a foundation for a new stage of growth with the aim of enhancing corporate value through sustainable profit growth” as its basic policy. It will continue to take on the transformation of the times and achieve sustainable growth. To this end, it has identified three priority initiatives: ① building a new growth platform, ② further improving earnings power, and ③ promoting ESG management, and is working to achieve the targets for the final year of the medium-term management plan.」
The company continues the basic policy of the Fifth Medium-Term Management Plan and its three priority initiatives: a new growth platform, earnings power, and ESG. - FY2025ReframedAnnual report
「Under the Fifth Medium-Term Management Plan beginning in the fiscal year ending February 2026, the company has adopted “Building a foundation for a new stage of growth with the aim of enhancing corporate value through sustainable profit growth” as its basic policy. Looking ahead to the opening of Osaka IR in 2030, it will pursue sustainable growth by continuing to take on the transformation of the times under the slogan “NEXT STAGE 2030.” To this end, it has identified three priority strategies: ① building a new growth platform, ② further improving profitability, and ③ promoting ESG,」
The company has updated the plan framework from the previous “Action For The Future” to the Fifth Medium-Term Management Plan, “NEXT STAGE 2030.” The three priority strategies have been reorganised as building a new growth platform, profitability, and ESG. - FY2025-H1RestatedAnnual report
「Based on the third-year policy of the medium-term management plan, “Action For The Future,” the Group has worked to secure a position that will lead to the next stage of growth through an organisation centred on the construction company, with promoting management that is conscious of the cost of capital and share price, strengthening earnings power, and developing new businesses, including M&A, as its priority issues.」
The company continues “Action For The Future” in the third year of the medium-term management plan, along with the priority issues of the cost of capital and share price, earnings power, new business development, and establishing an organisation centred on the construction company. - FY2025-Q1RestatedAnnual report
「Based on the third-year policy of the medium-term management plan, “Action For The Future,” the Group has worked to secure a position that will lead to the next stage of growth through an organisation centred on the construction company, with promoting management that is conscious of the cost of capital and share price, strengthening earnings power, and developing new businesses, including M&A, as its priority issues.」
Based on “Action For The Future” in the third year of the medium-term management plan, the company continues its policy of making the cost of capital and share price, earnings power, and new business development its priority issues. - FY2024ReframedAnnual report
「For the fiscal year ending February 2025, the company is advancing initiatives under the title “Action for The Future” as a bridge to the next medium-term management plan, which aims for sustainable growth and higher corporate value. It is addressing three issues: ① management with an awareness of the cost of capital and share price, ② strengthening earnings power, and ③ developing new businesses, including M&A.」
The focus has been reorganised from Engine, Efficiency, and ESG under the previous ExPosition to “Action for The Future” for the fiscal year ending February 2025 and its three issues, which lead into the next medium-term management plan. - FY2024-Q3RestatedAnnual report
「Based on the policy of concentrating management resources on the construction business under the medium-term management plan, the Group transferred all shares of ㈱アヴァンセ・アジル, which operates a human resources services business, to Basis Corporation, while acquiring all shares of ㈱サンケンシステム, which has strong technical capabilities in system integration for audio-visual and control equipment, to create new business synergies in the audio and lighting equipment business.」
The company continues its policy of concentrating on the construction business under the medium-term management plan and is changing the Group’s composition by combining a business sale with an acquisition. It explicitly states that there are no material changes to the management policy itself. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the Group aims to secure a position that will lead to the next stage of growth through an organisation centred on the construction company, based on the policy for the second year of the medium-term management plan.」
In the second year of the medium-term management plan, the company continues its policy of securing a position that will lead to the next stage of growth through an organisation centred on the construction company. - FY2024-Q1RestatedAnnual report
「Against this backdrop, the Group aims to secure a position that will lead to the next stage of growth through an organisation centred on the construction company, based on the policy for the second year of the medium-term management plan.」
In the second year of the medium-term management plan, the company continues its policy of securing a position that will lead to the next stage of growth through an organisation centred on the construction company. No new numerical targets or achievement milestones have been presented. - FY2023-Q3RestatedAnnual report
「Against this backdrop, the Group has continued to take measures to prevent the spread of COVID-19 and advanced its three priority initiatives under “ExPosition,” the title for promoting the medium-term management plan beginning in the fiscal year ending February 2023: ① achieving new growth (Engine), ② improving group productivity (Efficiency), and ③ responding to social expectations (ESG).」
The company continues to advance the three priority initiatives of “ExPosition,” which began in the fiscal year ending February 2023, and no material policy changes have been presented. - FY2023-Q2RestatedAnnual report
「While continuing to take measures to prevent the spread of COVID-19, the company has advanced its three priority initiatives under “ExPosition,” the title for promoting the medium-term management plan beginning in the fiscal year ending February 2023: ① achieving new growth (Engine), ② improving group productivity (Efficiency), and ③ responding to social expectations (ESG).」
The company continues to advance the Fourth Medium-Term Management Plan, “ExPosition,” and its three priority initiatives. No material policy changes or new plan targets have been presented. - FY2023-Q1RestatedAnnual report
「Based on the medium-term management plan beginning in the fiscal year ending February 2023, the company aims to secure a position that will lead to the next stage of growth in the economic stage that follows the upheaval caused by the spread of COVID-19.」
Based on the medium-term management plan beginning in the fiscal year ending February 2023, the company continues its policy of securing a position that will lead to the next stage of growth. No new plan name or numerical targets have been presented. - FY2022ReframedAnnual report
「The company has adopted “Evolving and renewing the business model through new innovation to secure a position that leads to the next stage of growth” as its basic policy and designated “ExPosition” as the title for promoting the medium-term management plan,」
The company has shifted from the previous “Interlife Revolution (IR)” to the Fourth Medium-Term Management Plan, “ExPosition,” with evolving and renewing the business model and securing a position for the next stage of growth as its basic policy. Three priority initiatives and numerical targets through the fiscal year ending February 2025 were also presented. - FY2022-Q3ReframedAnnual report
「The company is preparing a medium-term management plan beginning in the fiscal year ending February 2023 and is working to address the Group’s key issues and achieve sustainable growth. As the number of projects held and orders received in the construction business is expected to increase in the first year, the company aims for a significant recovery in performance.」
The focus has shifted from the previous emphasis on “selection and concentration” and addressing issues arising from the COVID-19 pandemic to preparing the next medium-term management plan beginning in the fiscal year ending February 2023 and recovering performance based on projects held and orders received in the construction business. - FY2022-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by our Group during the six-month period ended this second quarter.」
The company explicitly states that there are no material changes to its management policy, management strategy, or related matters, and the existing direction is being maintained. - FY2022-Q1ReframedAnnual report
「The Group has adopted “Management that fights deflation through selection and concentration” as its basic policy and will address business risks by positioning this year as a year to resolve the issues remaining from the COVID-19 pandemic and revive and rebuild the next growth process.」
While carrying forward the direction of the previous medium-term management plan and business reorganisation, the company has adopted “selection and concentration” as its basic policy and identified resolving issues remaining from the COVID-19 pandemic and reviving and rebuilding the next growth process as its priorities for the year. - FY2021ReframedAnnual report
「For the fiscal year ending February 2022, the company will reorganise its business segments, rebuild its growth strategy and business mission, create new business opportunities, and seek to maximise corporate value.」
After completing the final year of the current medium-term management plan, the focus shifted to the next policy, centred on reorganising the business segments, rebuilding the growth strategy and business mission, and creating new business opportunities. - FY2021-Q3RestatedAnnual report
「There were no material changes during the nine-month period of the current consolidated fiscal year to the management policies, management strategies or other matters established by the Group.」
The company explicitly states that there are no material changes to its management policy, management strategy, or related matters, and the previous direction is being maintained. - FY2021-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by our Group during the six-month period ended this second quarter.」
The company explicitly states that there are no material changes to its management policy, management strategy, or related matters, and the direction of the previous medium-term management plan is being maintained. - FY2020ReframedAnnual report
「The company will also rebuild its future growth strategy and business mission, create new business opportunities, formulate the Group’s next medium-term management plan and medium- to long-term management strategy, and work to maximise business value.」
In addition to continuing the three priority initiatives of the current medium-term management plan, the focus has broadened to rebuilding the growth strategy and business mission, creating new business opportunities, and formulating the next medium-term management plan and medium- to long-term strategy. - FY2020-Q3RestatedAnnual report
「In the second year of its medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
In the second year of the IR plan, the company continues the previous three priority initiatives. No new achievement milestones or changes to the initiative structure have been presented. - FY2020-Q2RestatedAnnual report
「In the second year of its medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
In the second year of the medium-term management plan, the company continues the previous three priority initiatives. No changes to the initiative structure or new achievement milestones have been presented. - FY2020-Q1RestatedAnnual report
「In the second year of its medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
In the second year of IR, the company continues the previous three priority initiatives. No changes to the initiative structure or specific achievement milestones have been presented. - FY2019RestatedAnnual report
「The Group formulated a medium-term management plan based on “Interlife Revolution (IR)” as its basic policy for the fiscal years ending February 2019 through February 2021. It identified three priority initiatives: ① “establishing a structure to maximise stakeholder value,” ② “developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment,” and ③ “promoting human resources development, awareness reform, and work-style reform,” and worked to promote reform and evolution from the previous medium-term management plan and accelerate the Group’s growth.」
The company has reaffirmed the three priority initiatives of the new medium-term management plan and the plan period as its management policy for the full fiscal year. - FY2019-Q3RestatedAnnual report
「In the first year of the Group’s medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
The company continues to identify the three priority initiatives for the first year of the new medium-term management plan, with no new changes to the initiative structure or achievement status presented. - FY2019-Q2RestatedAnnual report
「In the first year of the Group’s medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
In the first year of the new medium-term management plan, the company continues the same three priority initiatives as in the previous quarter. No new achievement milestones have been presented. - FY2019-Q1ReframedAnnual report
「In the first year of the Group’s medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
The framework of the plan has changed from the previous “Interlife brand chosen for quality” plan and its four priority initiatives to the three priority initiatives for the first year of the new medium-term management plan, “Interlife Revolution (IR).” - FY2018-Q3RestatedAnnual report
「As its policy for the final year of the medium-term management plan, “Building an Interlife brand chosen for quality,” the Group (the Company and its consolidated subsidiaries) will strengthen its organisational structure and promote group synergies in preparation for achieving significant growth under the next medium-term management plan.」
In the final year of the medium-term management plan, the company continues to strengthen its organisational structure and promote group synergies in preparation for the next plan. No new achievement milestones have been presented. - FY2018-Q2RestatedAnnual report
「As its policy for the final year of the medium-term management plan, “Building an Interlife brand chosen for quality,” the Group (the Company and its consolidated subsidiaries) will strengthen its organisational structure and promote group synergies in preparation for achieving significant growth under the next medium-term management plan.」
In the final year of the medium-term management plan, the company has reiterated the same policy as in the previous quarter of strengthening its organisational structure and promoting group synergies in preparation for the next plan. - FY2018-Q1ReframedAnnual report
「As its policy for the final year of the medium-term management plan, “Building an Interlife brand chosen for quality,” the company is working to strengthen its organisational structure and promote group synergies in preparation for achieving significant growth under the next medium-term management plan. Specifically, it has worked to strengthen the Group’s overall structure by making performance management more thorough under the theme of work-style reform and by seeking to improve operational efficiency and the quality of results, while deepening mutual understanding to promote cross-functional support and group synergies so that each group company can maximise its capabilities.」
The focus has broadened from strengthening the implementation of the previous four priority initiatives to preparing for the next plan, strengthening the organisational structure, and promoting group synergies in the final year of the medium-term management plan. - FY2017RestatedAnnual report
「The Group has pursued further performance improvement under its medium-term management plan, titled “Building an Interlife brand chosen for quality, Interlife Quality (IQ),” by improving the “three qualities” (quality of sales, quality of products, and quality of improvement) and implementing four priority initiatives: strengthening group governance, making all divisions profitable, business reorganisation, and professionalisation and consolidation of indirect functions.」
The four priority initiatives remain at the core of the medium-term management plan. Specific action items for each initiative are also presented among the issues to be addressed, but no achievement milestones are stated. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group (the Company and its consolidated subsidiaries) is strengthening its efforts in the four priority initiatives in the second year of the medium-term management plan: strengthening group governance, making all divisions profitable, business reorganisation, and professionalisation and consolidation of indirect functions. During the nine-month period of the fiscal year under review, the construction business and information and communications business fell short of plan. In addition, personnel expenses increased as group companies made proactive investments in human resources.」
In the second year of the medium-term management plan, the company is continuing and strengthening the four priority initiatives. The construction business and information and communications business fell short of plan, and increased personnel expenses due to investment in human resources were also reported, but no changes to the initiatives themselves or new achievement milestones have been presented. - FY2017-Q2RestatedAnnual report
「The Group (the Company and its consolidated subsidiaries) is strengthening its efforts in the four priority initiatives in the second year of the medium-term management plan: strengthening group governance, making all divisions profitable, business reorganisation, and professionalisation and consolidation of indirect functions.」
In the second year of the medium-term management plan, the company has reiterated its commitment to strengthening the same four priority initiatives as before. No new achievement milestones have been presented. - FY2017-Q1First statedAnnual report
「As we enter the second year of the medium-term management plan, we are working to further strengthen the four priority initiatives based on the results of the initiatives undertaken in the first year.」
In the second year of the medium-term management plan, the company has identified strengthening group governance, making all divisions profitable, business reorganisation, and professionalisation and consolidation of indirect functions as its priority initiatives.