Total Solutions Harnessing the Group’s Full Strength and a New Growth Stage
First written in FY2016. 24 of 40 entries say "Restated". Latest entry: 2026-08-07.
No other company in this theme has enough history to compare yet.
- 2026-08-07RestatedEarnings
「In May 2026, we also announced the medium-term management plan (2026–2030), adopting “A new stage of leaping forward as one group, turning change into strength through the growth of our proven technologies and people” as our basic policy. We are pursuing higher added value through customer-driven thinking and improved productivity, while seeking to equalize profits among the three business segments—communications infrastructure, social infrastructure, and systems solutions—and achieve sustainable growth and higher corporate value for the group as a whole.」
The earnings release reconfirmed the basic policy of the medium-term management plan announced in May, its focus on customer-driven thinking and productivity improvement, and the equalization of profit among the three business segments. - FY2026ReframedAnnual report
「The Group announced a new medium-term management plan for 2026–2030 with the aim of enhancing corporate value over the medium to long term. “We will increase added value and productivity through a customer-focused approach, equalize the profit contribution of the three business segments—telecommunications carriers, urban infrastructure and system solutions—and pursue the following fiscal 2030 targets: net sales of at least ¥900 billion, operating income of ¥77 billion (operating margin of 8.5%), ROE of 12.0%, and EPS of ¥260.”」
The fiscal 2021–2025 medium-term management plan was updated to a new plan for 2026–2030. Customer focus, advanced technologies, and people-centered management are identified as growth drivers, and new fiscal 2030 targets were established. - FY2026-H1RestatedAnnual report
「Against this business backdrop, we have pursued disciplined business operations, advancing efficiency improvements while continuing proactive investment in growth fields.」
The Group reaffirmed its existing management policy of combining business efficiency improvements with proactive investment in growth fields. - FY2025AdvancedAnnual report
「The single-year plan for fiscal 2025, the final year of the medium-term management plan, calls for net sales of ¥710 billion, operating income of ¥47 billion, an operating margin of 6.6%, ROE of 9.2%, and EPS of ¥146. Net sales exceeded the medium-term management plan target one year ahead of schedule in fiscal 2024, and we have begun working toward achieving the medium-term plan’s target on the earnings side in fiscal 2025.」
The net sales target under the medium-term management plan was achieved one year ahead of schedule in fiscal 2024. The single-year plan for the final year sets net sales at ¥710 billion, operating income at ¥47 billion, ROE at 9.2%, and EPS at ¥146, with the focus shifting to achieving the plan’s earnings target. - FY2025-H1RestatedAnnual report
「Against this business backdrop, we have pursued disciplined business operations, advancing efficiency improvements while continuing proactive investment in growth fields.」
After stating that there were no material changes to the management policies or strategies, the Group reaffirmed its existing policy of combining efficiency improvements with investment in growth fields. - FY2024RestatedAnnual report
「The medium-term management plan, which sets out the strategy and performance targets for the next 5 years toward achieving the 2030 Vision, aims to achieve fiscal 2025 targets of consolidated net sales of ¥630 billion, operating income of ¥47 billion, an operating margin of 7.5%, ROE of at least 9.0%, and EPS of at least ¥140 after giving effect to the stock split.」
The 2030 Vision and the fiscal 2021–2025 medium-term management plan continue. The EPS target is shown as at least ¥140 after the stock split, converted from the previous target of at least ¥280. - FY2024-Q3RestatedAnnual report
「The Group will continue to pursue initiatives contributing to sustainable growth in order to achieve the 2030 Vision and the fiscal 2021–2025 medium-term management plan.」
The Group reaffirmed its policy of pursuing the 2030 Vision and the fiscal 2021–2025 medium-term management plan. - FY2024-Q2RestatedAnnual report
「The Group will continue to pursue initiatives contributing to sustainable growth in order to achieve the 2030 Vision and the fiscal 2021–2025 medium-term management plan.」
The Group reaffirmed its continuing policy of pursuing the 2030 Vision and the fiscal 2021–2025 medium-term management plan. - FY2024-Q1RestatedAnnual report
「The Group will continue to pursue initiatives contributing to sustainable growth in order to achieve the 2030 Vision and the fiscal 2021–2025 medium-term management plan.」
The Group reaffirmed its continuing policy of pursuing the 2030 Vision and the fiscal 2021–2025 medium-term management plan. - FY2023-Q3RestatedAnnual report
「In May 2022, the Group established its purpose, “Create the future’s ‘everyday normal’ with the power to connect,” as its “aspiration,” expressing the role and raison d’être it should fulfill in society. It reflects our desire to create value that the Group could not achieve alone by connecting technologies within the Group and connecting the people of Group companies, customers, and partner companies. Under this purpose, we will continue to pursue sustainable growth and advance initiatives to achieve the 2030 Vision and the fiscal 2021–2025 medium-term management plan.」
The Group continues to state its policy of pursuing the 2030 Vision and the fiscal 2021–2025 medium-term management plan under the Group purpose. - FY2023-Q2RestatedAnnual report
「Under this purpose, we will continue to pursue sustainable growth and advance initiatives to achieve the 2030 Vision and the fiscal 2021–2025 medium-term management plan.」
The Group reaffirmed its policy of pursuing the 2030 Vision and the fiscal 2021–2025 medium-term management plan under the Group purpose. - FY2023-Q1ReframedAnnual report
「In May 2022, the Group established its purpose as its “aspiration,” expressing the role and raison d’être it should fulfill in society. The Group purpose, “Create the future’s ‘everyday normal’ with the power to connect,” reflects “the power to connect,” a strength the Group has valued. It expresses our desire to create value that the Group could not achieve alone by strengthening not only collaboration across business fields, companies, and departments within the Group, but also relationships of trust with customers and partner companies. We will continue to pursue sustainable growth with this purpose at the core of our raison d’être and advance initiatives to achieve the 2030 Vision and the fiscal 2021–2025 medium-term management plan.」
While continuing the existing 2030 Vision and medium-term management plan, the Group positioned the purpose established in May 2022 as the core of its raison d’être and added cross-Group collaboration and value creation as strategic principles. - FY2022AdvancedAnnual report
「We aim to achieve our fiscal 2025 performance targets of consolidated net sales of ¥630 billion, operating income of ¥47 billion, an operating margin of 7.5%, ROE of at least 9.0%, and EPS of at least ¥280.」
The 2030 Vision and fiscal 2021–2025 medium-term management plan continue, with the fiscal 2025 targets reiterated. For the fiscal year under review, net sales were ¥594.840 billion, operating income was ¥42.380 billion, ROE was 9.4%, and EPS was ¥250.64. - FY2022-Q2RestatedAnnual report
「With the aim of creating new value and achieving further growth by bringing together management resources and technologies with our group companies, we changed our corporate name to エクシオグループ株式会社 on 1 October 2021. We will continue working as one Group to achieve the 2030 Vision and the medium-term management plan for fiscal 2021–2025.」
The Group continues to pursue the 2030 Vision and the fiscal 2021–2025 medium-term management plan and reaffirmed its policy of working together to achieve them. - FY2022-Q1RestatedAnnual report
「In May 2021, we announced our 2030 Vision and medium-term management plan for fiscal 2021–2025. The Group aims to provide solutions across all forms of social infrastructure, not only in the information and communications field, and to contribute to resolving social issues at a global level as well as in Japan. Over the next 5 years, we will execute growth strategies in each business field while actively promoting digital transformation and developing human resources as part of our management platform, with the aim of achieving our fiscal 2025 targets of net sales of ¥630 billion, operating income of ¥47 billion, an operating margin of 7.5%, ROE of at least 9.0%, and EPS of at least ¥280.」
The disclosure continues to present the 2030 Vision, the fiscal 2021–2025 medium-term management plan, solutions across social infrastructure and globally, DX and human-resources development, and the fiscal 2025 targets. - FY2021ReframedAnnual report
「Amid this business environment, the Group announced its 2030 Vision and a new medium-term management plan for fiscal 2021–2025. “We aim to achieve fiscal 2025 targets of consolidated net sales of ¥630 billion, operating income of ¥47 billion (operating margin of 7.5%), ROE of at least 9.0%, and EPS of at least ¥280.”」
The strategy was updated from the fiscal 2016–2020 medium-term management plan to the 2030 Vision and the new fiscal 2021–2025 medium-term management plan. The prior plan’s final-year results exceeded the previous fiscal 2020 forecast, and new numerical targets were established. - FY2021-Q2RestatedAnnual report
「Against this business backdrop, although the COVID-19 pandemic caused some supply chain disruptions in mobile-sector construction, the impact was limited and orders remained firm as we pursued proactive sales activities in each segment. We also placed greater emphasis on creating Group synergies, including beginning joint use with our western Japan subsidiaries of an ordering and project scheduling management system for major construction projects, and worked to expand into new fields outside the telecommunications carrier business.」
The Group continued its existing growth strategy of creating synergies, collaborating with western Japan subsidiaries, and expanding into new fields outside telecommunications carriers. - FY2020SoftenedAnnual report
「The targets were consolidated net sales of ¥500 billion, consolidated operating income of ¥33 billion, ROE of 8.5%, and EPS of at least ¥210. However, in the earnings forecast for fiscal 2020, the fiscal year ending March 2021, announced in May 2020, these were revised to consolidated net sales of ¥525 billion and consolidated operating income of ¥32 billion, with ROE of 7.8% and EPS of ¥189 expected.」
The net sales target under the medium-term plan was raised from ¥500 billion to ¥525 billion, while the operating income target was reduced from ¥33 billion to ¥32 billion, the ROE target from 8.5% to 7.8%, and the EPS target from at least ¥210 to ¥189. The disclosure also cites lower volumes of high-margin construction projects, higher SG&A expenses associated with M&A, and the potential impact of COVID-19. - FY2020-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies, or other matters described in the annual securities report filed on 21 June 2019 during the nine-month period ended December 2019.」
States that there have been no material changes to the management policies or management strategies. - FY2019Revision of medium-term targets reflecting the management integrationAnnual report
「The Group has worked as one to expand its business and improve productivity with the aim of sustainably increasing corporate value. In light of the management integration with companies in western Japan completed last year, we revised the medium-term management plan for the remaining 2 years through fiscal 2020. The performance targets are consolidated net sales of ¥500 billion, operating income of ¥33 billion, ROE of 8.5%, and EPS of ¥210.」
Reflecting the management integration and other factors, the targets for the fiscal year ending March 2021 were revised to consolidated net sales of ¥500 billion, operating income of ¥33 billion, ROE of 8.5%, and EPS of at least ¥210. Net sales, operating income, and EPS were raised from the previous targets, while the ROE target was reduced from 10% to 8.5%, so this is recorded as a target revision reflecting the integration rather than a simple upward revision. - FY2019-Q3RestatedAnnual report
「Against this backdrop, under the medium-term vision of the Group’s medium-term management plan for fiscal 2016–2020, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we worked to expand the scale of our business by integrating existing technologies and services across the Group.」
The plan period and medium-term vision are reiterated, along with continued Group-wide business expansion through the integration of existing technologies and services. - FY2019-Q2RestatedAnnual report
「Against this backdrop, under the medium-term vision of the Group’s medium-term management plan for fiscal 2016–2020, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we have been restructuring our business portfolio. In our core telecommunications carrier business, we have strengthened earnings through thorough efficiency improvements while integrating existing technologies and services across the Group to expand the urban infrastructure and system solutions businesses, which are our growth engines.」
The vision of the medium-term management plan, efficiency improvements in the telecommunications carrier business, the positioning of the urban infrastructure and system solutions businesses as growth engines, and business portfolio restructuring continue to be stated. - FY2019-Q1RestatedAnnual report
「Against this backdrop, under the medium-term vision of the Group’s medium-term management plan for fiscal 2016–2020, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we have been restructuring our business portfolio. In our core telecommunications carrier business, we have strengthened earnings through thorough efficiency improvements while integrating existing technologies and services across the Group to expand the urban infrastructure and system solutions businesses, which are our growth engines.」
The vision of the medium-term management plan, efficiency improvements in the telecommunications carrier business, and expansion of the urban infrastructure and system solutions businesses continue to be stated. - FY2018Impact of the management integration not reflectedAnnual report
「Based on this approach, we aim to achieve consolidated net sales of ¥400 billion, operating income of ¥30 billion, ROE of 10%, and EPS of at least ¥200 in the final year of the medium-term management plan, the fiscal year ending March 2021. * These targets do not reflect the impact of the planned management integration with C-Cube Co., Ltd., Seibu Electric Industry Co., Ltd. and Nippon Denko Co., Ltd. scheduled for 1 October 2018.」
The existing targets for the fiscal year ending March 2021 were maintained, with a new note stating that they do not reflect the impact of the planned October 2018 management integration with 3 companies. - FY2018-Q3ReframedAnnual report
「Against this backdrop, under the medium-term vision of the Group’s medium-term management plan for fiscal 2016–2020, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we have been restructuring our business portfolio. In our core telecommunications carrier business, we have strengthened earnings through thorough efficiency improvements while integrating existing technologies and services across the Group to expand the urban infrastructure and system solutions businesses, which are our growth engines.」
The business portfolio has shifted from a telecommunications infrastructure-centered structure, with efficiency improvements as the priority, to a structure centered on the telecommunications carrier business, with urban infrastructure and system solutions as growth engines. - FY2018-Q2RestatedAnnual report
「Against this backdrop, under the medium-term vision of the Group’s medium-term management plan for fiscal 2016–2020, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we have been restructuring our business portfolio. In our core telecommunications infrastructure construction business, we have strengthened earnings through thorough efficiency improvements while integrating existing technologies and services across the Group to develop the system solutions business as our second core business.」
The medium-term plan, the Group’s growth vision, efficiency improvements in the telecommunications infrastructure business, development of system solutions as the second core business, and business portfolio restructuring continue to be highlighted. - FY2018-Q1RestatedAnnual report
「Against this backdrop, under the medium-term vision of the Group’s medium-term management plan for fiscal 2016–2020, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we have been restructuring our business portfolio. In our core telecommunications infrastructure construction business, we have strengthened earnings through thorough efficiency improvements while integrating existing technologies and services across the Group to develop the system solutions business as our second core business.」
The medium-term management plan covers fiscal 2016–2020 and continues the previous vision, efficiency improvements in the telecommunications infrastructure business, development of system solutions as the second core business, and business portfolio restructuring. - FY2017RestatedAnnual report
「Based on this approach, we aim to achieve consolidated net sales of ¥400 billion, operating income of ¥30 billion, ROE of 10%, and EPS of at least ¥200 in the final year of the medium-term management plan, the fiscal year ending March 2021.」
The final year of the medium-term management plan is the fiscal year ending March 2021, with targets of consolidated net sales of ¥400 billion, operating income of ¥30 billion, ROE of 10%, and EPS of at least ¥200. - FY2017-Q3RestatedAnnual report
「Against this backdrop, under the new vision of the medium-term management plan announced in May 2016, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we are rebuilding our business portfolio by expanding engineering-related businesses through the integration of existing technologies and services across the Group. We are also developing the system solutions business as our second core business while strengthening earnings in our core telecommunications infrastructure construction business through higher productivity and quality and thorough efficiency improvements.」
The Group continues to pursue the new medium-term management vision, Group-wide business portfolio restructuring, development of system solutions, and efficiency improvements in the telecommunications infrastructure business. - FY2017-Q2RestatedAnnual report
「Against this backdrop, under the new vision of the medium-term management plan announced in May 2016, “Harnessing the Group’s collective strength to enter a new stage of growth through total solutions,” we are rebuilding our business portfolio by expanding engineering-related businesses through the integration of existing technologies and services across the Group. We are also developing the system solutions business as our second core business while strengthening earnings in our core telecommunications infrastructure construction business through higher productivity and quality and thorough efficiency improvements.」
The new medium-term management vision, business portfolio restructuring, development of system solutions, and efficiency improvements in the telecommunications infrastructure business are reiterated from the previous quarter. - FY2017-Q1AdvancedAnnual report
「Against this backdrop, under the new vision of the medium-term management plan announced in May 2016, “Harnessing the Group’s Full Strength to Enter a New Growth Stage through Total Solutions,” our Group is rebuilding its business portfolio by expanding peripheral engineering businesses through the integrated combination of existing technologies and services. We are also developing the system solutions business into our second core business while strengthening earnings power by improving productivity and quality in our core telecommunications infrastructure construction-related business and pursuing thorough efficiency improvements. As new initiatives, we began producing and testing a guide application for “Faret Tachikawa Art” using mesh beacons jointly with Tachikawa City, Tokyo, and began providing “EXEO Hikari,” a fiber-access service for corporate customers.」
In addition to reiterating the new medium-term management plan vision and existing priority policies, this records the launch of a demonstration project using mesh beacons and the start of EXEO Hikari services. - FY2016First statedAnnual report
「We formulated a new medium-term management plan beginning with the fiscal year ending March 2017. Under the new vision, “Harnessing the Group’s Full Strength to Enter a New Growth Stage through Total Solutions,” we will rebuild our business portfolio by expanding peripheral engineering businesses through the integrated Group-wide combination of existing technologies and services. At the same time, we will develop the system solutions business into our second core business and strengthen earnings power by improving productivity and quality in our core telecommunications infrastructure construction-related business and pursuing thorough efficiency improvements, thereby working to establish a stronger management base.」
This sets out a new medium-term management plan and growth stage, replacing the previous medium-term vision of promoting total ICT solutions on a Group-wide basis and establishing a platform for value creation and growth.