Business expansion and improved performance under the Medium-Term Management Plan “Challenge for Innovation”
First written in FY2016-Q3. 26 of 35 entries say "Restated". Latest entry: 2026-08-12.
No other company in this theme has enough history to compare yet.
- FY2025RestatedAnnual report
「Under the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” we aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
The period of the Long-Term Management Plan, its 3 final-year targets and strengthened SDG initiatives remain unchanged. Additional measures identified as issues to address include sharing sales information, strengthening the order-acquisition structure, expanding construction types and promoting M&A. - FY2025-H1RestatedAnnual report
「There were no material changes during the interim consolidated accounting period to the management policies, management strategy or other policies established by the Group.」
The company states that there were no material changes to its management policies or management strategies. - FY2024AdvancedAnnual report
「Under the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” we aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective. In the third year, we worked on the following initiatives for each theme.」
As the third year of the Long-Term Management Plan, the company describes specific initiatives by theme, including strengthening sales capabilities, productivity and on-site capabilities, establishing 株式会社イノベイト, and acquiring 空気設備工業株式会社. - FY2024-Q2RestatedAnnual report
「Against this management backdrop, we formulated the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” and aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
There have been no material changes to the period of the Long-Term Management Plan, its final-year targets or strengthened SDG initiatives. Specific progress through the second quarter includes acquiring highly profitable projects, expanding the business domains of subsidiaries and acquiring new customers. - FY2024-Q1RestatedAnnual report
「Against this management backdrop, we formulated the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” and aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
The period of the Long-Term Management Plan, the direction of becoming a comprehensive specialist contractor, the final-year targets of No. 1 share, ROE of 15% and development of growth sectors, and strengthened SDG initiatives continue to be pursued, with no material changes. - FY2023RaisedAnnual report
「Using “Aiming to be a company that continues to be chosen for 100 years” as its key phrase, the company formulated a Long-Term Management Plan covering the fiscal years ending September 2022 through September 2030 and aims for consolidated net sales of ¥20 billion.」
A new numerical target of consolidated net sales of ¥20 billion by the fiscal year ending September 2030 has been explicitly added to the existing Long-Term Management Plan. - FY2023-Q3RestatedAnnual report
「There were no material changes during the third quarter cumulative period to the Group's management policies, management strategies or other matters.」
The disclosure states that there have been no material changes to the management policies, management strategies or other matters. - FY2023-Q2RestatedAnnual report
「Against this management backdrop, we formulated the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” and aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective. “No. 1 share among the top 10 general contractors” ・Promote new orders by strengthening sales efforts directed at general contractors “ROE of 15%” ・Obtain projects with particular emphasis on profitability amid intensifying competition for orders ・Build up profits through highly accurate budget-to-actual management for renovation and other projects “Developing growth sectors” ・Focus on acquiring new customers by proposing new types of construction and other initiatives ・Continue marketing research using comprehensive data, with the aim of expanding orders for projects contracted directly with property owners」
The period of the Long-Term Management Plan and its final targets of No. 1 share, ROE of 15% and development of growth sectors remain unchanged. Initiatives through the second quarter include strengthening sales efforts, prioritizing profitability, budget-to-actual management, acquiring new customers and research targeting projects contracted directly with property owners. - FY2023-Q1RestatedAnnual report
「Against this management backdrop, we formulated the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” and aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
The Long-Term Management Plan for October 2021 to September 2030, No. 1 share, ROE of 15%, development of growth sectors and strengthened SDG initiatives continue to be pursued. - FY2022RestatedAnnual report
「Under the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” we aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will also strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
The framework of the Long-Term Management Plan for October 2021 to September 2030, comprising No. 1 share, ROE of 15%, development of growth sectors and strengthened SDG initiatives, remains unchanged. The company also describes first-year progress, including strengthening sales capabilities, improving productivity and entering growth sectors, but the final targets themselves have not changed. - FY2022-Q3RestatedAnnual report
「There were no material changes during the third quarter cumulative period to the Group's management policies, management strategies or other matters.」
The Group stated that there were no material changes to its management policies, management strategies or other related matters. - FY2022-Q2RestatedAnnual report
「Against this management backdrop, we formulated the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” and aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
The Long-Term Management Plan for October 2021 to September 2030 and its final-year targets of No. 1 share, ROE of 15% and development of growth sectors continue to be pursued. - FY2022-Q1RestatedAnnual report
「Against this management backdrop, we formulated the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” and aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
The Long-Term Management Plan for October 2021 to September 2030, No. 1 share among the top 10 general contractors, ROE of 15%, development of growth sectors, and initiatives on the SDGs are reiterated. - FY2021ReframedAnnual report
「We formulated the 9-year Long-Term Management Plan covering October 2021 to September 2030, “Aiming to be a company that continues to be chosen for 100 years,” and aim to become a comprehensive specialist contractor capable of achieving sustainable growth even amid a rapidly changing management environment. The final-year targets are: 1. “No. 1 share among the top 10 general contractors,” 2. “ROE of 15%,” and 3. “Developing growth sectors.” We will also strengthen our initiatives on the SDGs and expand our business and improve our performance through steady organizational development and business execution from a long-term perspective.」
Having completed the Medium-Term Management Plan for October 2018 to September 2021, the company has moved to a 9-year Long-Term Management Plan covering October 2021 to September 2030. In addition to aiming to become a comprehensive specialist contractor, it has specified final-year targets of No. 1 share among the top 10 general contractors, ROE of 15%, and development of growth sectors. - FY2021-Q3RestatedAnnual report
「There were no material changes during the third quarter cumulative period to the Group's management policies, management strategies or other matters.」
The Group stated that there were no material changes to its management policies, management strategies or other related matters. - FY2021-Q2RestatedAnnual report
「Against this management backdrop, under the policy of the Medium-Term Management Plan (October 2018 to September 2021), “Growth (business expansion and customer expansion),” our group has adopted “Expansion” as the policy for the final year and is working to expand its business and improve its performance over the medium to long term.」
As the final year of the Medium-Term Management Plan for October 2018 to September 2021, the annual policy of “Expansion,” along with business expansion and improved performance, continues to be pursued. - FY2021-Q1RestatedAnnual report
「Against this management backdrop, under the policy of the Medium-Term Management Plan (October 2018 to September 2021), “Growth (business expansion and customer expansion),” our group has adopted “Expansion” as the policy for the final year and is working to expand its business and improve its performance over the medium to long term.」
As the final year of the Medium-Term Management Plan for October 2018 to September 2021, the annual policy of “Expansion” continues to be pursued. - FY2020ReframedAnnual report
「Under the policy of the Medium-Term Management Plan (October 2018 to September 2021), “Growth (business expansion and customer expansion),” we aim to become a company capable of achieving sustainable growth even amid a rapidly changing management environment. In the final year of the Medium-Term Management Plan, we have adopted “Expansion” as our policy and are working on “market expansion,” “leveraging organizational capabilities,” “strengthening management capabilities” and “taking on new business,” while expanding our business and improving our performance.」
The Medium-Term Management Plan for October 2018 to September 2021 has entered its final year, and the annual policy has changed from “Go on the offensive” to “Expansion.” Market expansion, leveraging organizational capabilities, strengthening management capabilities and taking on new business are identified as priority initiatives. - FY2020-Q3RestatedAnnual report
「There were no material changes during the third quarter cumulative period to the Group's management policies, management strategies or other matters.」
The disclosure states that there have been no material changes to the management policies, management strategies or other matters. - FY2020-Q2RestatedAnnual report
「Against this management backdrop, under the policy of the Medium-Term Management Plan (October 2018 to September 2021), “Growth (business expansion and customer expansion),” our group adopted “Go on the offensive” as the policy for the second year and worked on the following initiatives to expand our business and improve our performance.」
The Medium-Term Management Plan for October 2018 to September 2021 and its second-year annual policy, “Go on the offensive,” continue to be pursued. - FY2020-Q1RestatedAnnual report
「Against this management backdrop, under the policy of the Medium-Term Management Plan (October 2018 to September 2021), “Growth (business expansion and customer expansion),” our group has adopted “Go on the offensive” as the policy for the second year and will expand its business and improve its performance.」
The Medium-Term Management Plan for October 2018 to September 2021 and its second-year annual policy, “Go on the offensive,” continue to be pursued. - FY2019AdvancedAnnual report
「Under the policy of the Medium-Term Management Plan (October 2018 to September 2021), “Growth (business expansion and customer expansion),” we aim to become a company capable of achieving sustainable growth and contributing to society even amid a rapidly changing management environment. In the second year of the Medium-Term Management Plan, we have adopted “Go on the offensive” as our policy and are working to strengthen sales capabilities and organizational capabilities, promote differentiation, and improve productivity through work-style reform, while expanding our business and improving our performance.」
The Medium-Term Management Plan that began in October 2018 has entered its second year, and the annual policy has changed from “Create” in the first year to “Go on the offensive.” Strengthening sales capabilities and organizational capabilities, differentiation, and productivity improvement through work-style reform are identified as priority initiatives. - FY2019-Q3RestatedAnnual report
「There were no material changes during the third quarter cumulative period to the Group's management policies, management strategies or other matters.」
The disclosure states that there have been no material changes to the management policies, management strategies or other matters. - FY2019-Q2ReframedAnnual report
「Against this management backdrop, under the policy of the new Medium-Term Management Plan (October 2018 to September 2021), “Growth (business expansion and customer expansion),” we aim to become a company capable of achieving sustainable growth even amid a rapidly changing management environment. In the first year of the Medium-Term Management Plan, we have adopted “Create” as our policy and are working to strengthen organizational capabilities, promote differentiation, enhance capabilities, and reform work styles based at our new headquarters, with the aim of expanding our business and improving our performance.」
For the new Medium-Term Management Plan covering October 2018 to September 2021, the growth policy has been maintained, while “Create” has been established as the first-year policy, with strengthening organizational capabilities, differentiation, capability enhancement and work-style reform based at the new headquarters identified as specific priority initiatives. - FY2019-Q1ReframedAnnual report
「Against this management backdrop, under the policy of the “new Medium-Term Management Plan,” which begins in the current consolidated fiscal year, “Growth (business expansion and customer expansion),” our group will expand its business and improve its performance.」
The company has moved from the previous Medium-Term Management Plan, “Challenge for Innovation,” to a new Medium-Term Management Plan beginning in the current consolidated fiscal year, changing its policy to “Growth (business expansion and customer expansion).” - FY2018-Q2RestatedAnnual report
「Against this management backdrop, in the final year of the new Medium-Term Management Plan (October 2015 to September 2018), our group has adopted “Technology Creation” as its policy and will provide safe, high-quality services swiftly while expanding our business and improving our performance.」
In the final year of the Medium-Term Management Plan, the policy of “Technology Creation” and the continued expansion of the business and improvement of performance through safe, high-quality and rapid services are being pursued. - FY2018-Q1ReframedAnnual report
「In the final year of the new Medium-Term Management Plan, we have adopted “Technology Creation” as our policy. As a pioneer in sealing and waterproofing construction, we will carry on the spirit of the “Masaru brand,” and the Masaru Group as a whole will provide safe, high-quality services swiftly through “technology creation in all fields,” while expanding our business and improving our performance.」
In the final year of the Medium-Term Management Plan, the annual policy has changed from “With integrity, certainty and greater speed” to “Technology Creation,” with the company committing to safe, high-quality and rapid service delivery through technology creation in all fields. - FY2017RestatedAnnual report
「Against this backdrop, our group adopted “With integrity, certainty and greater speed” as the policy for the second year of the new Medium-Term Management Plan (October 2015 to September 2018), and worked on the following management initiatives to expand our business and improve our performance by reliably and swiftly providing safe, high-quality construction and services in response to social needs.」
The Medium-Term Management Plan for October 2015 to September 2018 and the action policy for its second year continue to be pursued. - FY2017-Q3RestatedAnnual report
「Against this management backdrop, under the policy of the new Medium-Term Management Plan (October 2015 to September 2018), “Challenge for Innovation,” our group aims to build a company capable of responding flexibly to the “rapidly changing market” expected in the future.」
The policy of the Medium-Term Management Plan, “Challenge for Innovation,” and the goal of becoming a company capable of responding to a rapidly changing market continue to be pursued. - FY2017-Q2RestatedAnnual report
「Against this management backdrop, under the policy of the new Medium-Term Management Plan (October 2015 to September 2018), “Challenge for Innovation,” our group aims to build a company capable of responding flexibly to the “rapidly changing market” expected in the future. In the second year of the new Medium-Term Management Plan, we have adopted “With integrity, certainty and greater speed” as our policy, and will meet social needs by reliably and swiftly providing safe, high-quality construction and services, ensuring the proper execution of internal controls, expanding our business and improving our performance.」
The Medium-Term Management Plan for October 2015 to September 2018 and the action policy for its second year continue to be pursued. - FY2017-Q1RestatedAnnual report
「Against this management backdrop, under the policy of the new Medium-Term Management Plan (October 2015 to September 2018), “Challenge for Innovation,” our group aims to build a company capable of responding flexibly to the “rapidly changing market” expected in the future. In the second year of the new Medium-Term Management Plan, we have adopted “With integrity, certainty and greater speed” as our policy, and will meet social needs by reliably and swiftly providing safe, high-quality construction and services, ensuring the proper execution of internal controls, expanding our business and improving our performance.」
The Medium-Term Management Plan for October 2015 to September 2018 and the action policy for its second year continue to be pursued. - FY2016RestatedAnnual report
「In the second year of the new Medium-Term Management Plan, we have adopted “With integrity, certainty and greater speed” as our policy. We will meet social needs by reliably and swiftly providing safe, high-quality construction and services, while expanding our business and improving our performance.」
The Medium-Term Management Plan for October 2015 to September 2018 is being continued, with “With integrity, certainty and greater speed” established as the action policy for its second year. - FY2016-Q3First statedAnnual report
「Beginning this fiscal year, under the policy of the new Medium-Term Management Plan (October 2015 to September 2018), “Challenge for Innovation,” we will seek to fulfill Masaru’s social mission and respond flexibly to a rapidly changing market, develop the “Masaru brand,” and expand our business and improve our performance.」
The new Medium-Term Management Plan for October 2015 to September 2018, together with its basic policies and targets, is being presented for the first time.