Interlife Quality (IQ) and Improving the Three Qualities
First written in FY2017. 15 of 19 entries say "Restated". Latest entry: FY2025-H1.
No other company in this theme has enough history to compare yet.
- 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.」
While retaining “Action For The Future” as the name of the medium-term management plan, the company is continuing its重点 challenges for the third year and its growth policy centered on construction companies. - 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.」
In the third year of the plan, the company is continuing the three challenges of “Action For The Future,” reorganized from IQ, IR and ExPosition, together with the policy of shifting to a construction-company-centered structure. - FY2024ReframedAnnual report
「In the fiscal year ending February 2025, the third year of the medium-term management plan, we will pursue three initiatives under the title “Action for The Future” to link the plan to the next medium-term management plan aimed at sustainable growth and higher corporate value: ① management conscious of the cost of capital and share price, ② strengthening earnings power, and ③ developing new businesses, including through M&A.」
The presentation of the medium-term management plan, which progressed from IQ to IR and ExPosition, has been reorganized in its third year around “Action for The Future” and three challenges: cost of capital, earnings power and new businesses. - 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 current medium-term management plan, the company is continuing its shift toward a construction-company-centered structure and efforts to secure a position leading to the next phase of growth. - FY2024-Q1RestatedAnnual report
「Based on the policy for the second year of the medium-term management plan, we will seek to secure a position that leads to the next phase of growth through an operating structure centered on construction companies.」
Regarding the current medium-term management plan, including ExPosition, the company is continuing its shift toward a construction-company-centered structure and efforts to secure a position for growth as its policy for the second year. - FY2023-Q3RestatedAnnual report
「Under “ExPosition,” the implementation title of the medium-term management plan beginning with the fiscal year ending February 2023, we pursued three重点 measures: ① achieving new growth (Engine), ② improving group productivity (Efficiency), and ③ responding to social expectations (ESG).」
The company is continuing “ExPosition,” which changed from the former medium-term management plan, and its three重点 measures of Engine, Efficiency and ESG. - FY2023-Q2RestatedAnnual report
「Under “ExPosition,” the implementation title of the medium-term management plan beginning with the fiscal year ending February 2023, we pursued three重点 measures: ① achieving new growth (Engine), ② improving group productivity (Efficiency), and ③ responding to social expectations (ESG).」
The company is continuing the “ExPosition” plan framework, which changed from the former “Interlife Revolution,” and its three重点 measures. - FY2022ReframedAnnual report
「Our group formulated the Fourth Medium-Term Management Plan, beginning with the fiscal year ending February 2023. It named the plan’s implementation title “ExPosition”」
The company restructured the plan name and重点 themes from “Interlife Quality (IQ)” and “Interlife Revolution (IR)” into the Fourth Medium-Term Management Plan, “ExPosition.” - 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.」
The company is continuing the three重点 measures of the IR plan, which changed from the former IQ plan, as its policy for the second year. - 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.」
The company is continuing the three重点 measures of the IR plan, which changed from the former IQ plan, as its policy for the second year. - 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.」
The company is continuing the three重点 measures of the IR plan, which changed from the former IQ plan, as its policy for the second year. - FY2019RestatedAnnual report
「Our 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, and established three重点 measures: ① “Creating a structure to maximize stakeholder value,” ② “Developing growth areas and building a flexible organizational structure that responds promptly to changes in the environment,” and ③ “Promoting human resources development, awareness reform and work-style reform.”」
The company is continuing the IR plan, which changed from the former IQ plan, and its three重点 measures as its full-year policy for the first 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 is continuing, as its policy for the first year, the three重点 measures of “Interlife Revolution,” which changed from the former Interlife Quality plan. - 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.」
The company is continuing, as its policy for the first year, the three重点 measures of the new medium-term management plan, changed from the former “Interlife Brand Chosen for Quality.” - 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 name of the medium-term management plan and the structure of its重点 measures changed from “Building an Interlife Brand Chosen for Quality” to “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.」
The company is continuing “Building an Interlife Brand Chosen for Quality” through the final year and has reiterated its policy of strengthening its operating structure and promoting group synergies for the next plan. - 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.」
The company is continuing “Building an Interlife Brand Chosen for Quality” through the final year and has reiterated its policy of strengthening its operating structure and promoting synergies for the next plan. - FY2018-Q1RestatedAnnual report
「As the policy for the final year of the medium-term management plan “Building an Interlife Brand Chosen for Quality,” the company will strengthen its operating structure and promote group synergies to achieve a major advance under the next medium-term management plan.」
While continuing the medium-term management plan through its final year, the company has set strengthening its operating structure and promoting group synergies for the next medium-term management plan as its policy. - FY2017First statedAnnual report
「Under the medium-term management plan, titled “Building an Interlife Brand Chosen for Quality: Interlife Quality (IQ),” we sought to further improve performance through initiatives to enhance the “three dimensions of quality” (sales quality, product quality and improvement quality) and implement four重点 measures.」
As the name of the medium-term management plan, the company explicitly stated for the first time its aim of building a brand chosen for quality and improving the three dimensions of quality: sales, products and improvement.