Transformation into an integrated capabilities company under Nishimatsu-Vision 2027
First written in FY2018. 8 of 14 entries say "Reframed", first in FY2021. Latest entry: 2026-10-07.
No other company in this theme has enough history to compare yet.
- 2026-10-07ReframedGovernance
「長期 Vision を「西松-Vision 2035」に刷新するとともに、2026年度を初年度とする「中期経営計画2028」を策定しました。」
長期ビジョンを西松-Vision 2035へ刷新し、2035年度のありたい姿を「魅力あるゼネコンNo.1」として、事業ポートフォリオ、人財、効率経営の3本柱に再整理した。 - FY2026ReframedAnnual report
「In May 2026, we renewed our long-term vision as “Nishimatsu-Vision 2035.” The three pillars of “Nishimatsu-Vision 2035” are “building a strong business portfolio,” “maximizing the value created by employees through human capital management,” and “efficient management through a leaner organization.” We aim to become the No. 1 attractive general contractor, our desired corporate profile for fiscal 2035.」
The long-term vision was renewed from Nishimatsu-Vision2030 to Nishimatsu-Vision2035, and the corporate profile for 2035 was reorganized around 3 pillars: the business portfolio, human resources and efficient management. Targets were also set for fiscal 2035, including operating profit of ¥65 billion, an equity ratio of approximately 35%, and value added per employee of at least ¥35 million. - FY2025-H1RestatedAnnual report
「During the six months ended the interim period, there were no material changes to the management policies, management strategies or other matters established by our group, or to the business and financial issues that should be addressed as a priority.」
It was stated that there were no material changes to the management policies, management strategies and issues to be addressed, including Nishimatsu-Vision 2030. - FY2024-Q3RestatedAnnual report
「During the nine months ended the third quarter, there were no material changes to the management policies, management strategies or other matters established by our group, or to the business and financial issues that should be addressed as a priority.」
It was stated that there were no material changes to the management policies, management strategies and issues to be addressed, including Nishimatsu-Vision2030. - FY2024-Q2RestatedAnnual report
「During the six months ended the second quarter, there were no material changes to the management policies, management strategies or other matters established by our group, or to the business and financial issues that should be addressed as a priority.」
It was stated that there were no material changes to the management policies, management strategies and issues to be addressed, including Nishimatsu-Vision2030. - FY2023ReframedAnnual report
「Under the long-term vision “Nishimatsu-Vision 2030: Becoming a comprehensive capabilities company that jointly creates and fully realizes communities where people can feel secure as a matter of course and where vitality flourishes,” we will expand our value co-creation activities from “development of social infrastructure” to “rebuilding social functions,” and provide “security, vitality and connections.”」
The long-term vision was renewed from Nishimatsu-Vision2027 to Nishimatsu-Vision2030, and the policy was revised to expand value co-creation activities from construction-centered social infrastructure development to the rebuilding of social functions. - FY2022-Q3AdvancedAnnual report
「By bringing together the management resources and expertise that the two companies from different industries each possess, we aim to create entirely new synergies that have not existed before and maximize the corporate value of both companies. For this purpose, we entered into this capital and business alliance agreement.」
Regarding cross-industry collaboration set out in Nishimatsu-Vision2027 and Medium-Term Management Plan 2023, the company entered into a capital and business alliance agreement with ITOCHU Corporation and moved on to specific collaboration. - FY2021ReframedAnnual report
「The 3 years from fiscal 2018, the first step of “Nishimatsu-Vision2027,” were positioned as the “period for establishing the foundation of a comprehensive capabilities company.” During this period, we advanced growth investments in each business, evolved the construction business, and expanded our business scope through the growth of the development and real estate businesses and new businesses. Under the “Medium-Term Management Plan 2023,” announced in May 2021, we aim to achieve sustainable growth in corporate value by continuing efficient growth investment based on the foundation established over the previous 3 years, during the “period of transformation into a comprehensive capabilities company.”」
The positioning of the long-term vision changed from the foundation-building period to the period of transformation into a comprehensive capabilities company under Medium-Term Management Plan 2023. - FY2020RestatedAnnual report
「Under the vision of becoming a “comprehensive capabilities company that creates new value,” we will contribute to building a sustainable society and environment where people can live with peace of mind by investing for growth underpinned by sound finances, achieving the optimal mix of flow and stock businesses and moving beyond simple contracting, and providing new value to our stakeholders.」
The company restated the vision for Nishimatsu-Vision2027 and identified the optimal combination of flow and stock businesses and the shift away from simple contracting as means of achieving it. - FY2018First statedAnnual report
「“Nishimatsu-Vision2027” is a long-term vision depicting the company we aim to become 10 years from now, a “comprehensive capabilities company that creates new value.” We aim to achieve consolidated operating profit of at least ¥30 billion in fiscal 2027 by delivering sustainable growth of 30% or more over the next 10 years.」
The company defined its long-term vision as becoming a “comprehensive capabilities company that creates new value,” targeting sustainable growth of 30% or more and consolidated operating profit of at least ¥30 billion in fiscal 2027.