Sustainable Growth and Corporate Value Creation through SNK Value Innovation 2020
First written in FY2017. 17 of 30 entries say "Restated". Latest entry: 2026-08-07.
The whole theme swung hardest in 2025: 3 of 20 companies on the "Worse" side.
6 other companies' latest entry also says "Restated".
- FY2026ReframedAnnual report
「During Phase II, the Group steadily captured robust construction demand, expanding orders received, construction revenue and construction backlog. Profitability improved as it enhanced project profitability, upgraded project management and improved the efficiency of its construction organization, producing certain results in strengthening its business base, including achieving key management targets one year ahead of schedule.」
It states that, under SNK Vision 2030 Phase II, the Group expanded orders received, construction revenue and construction backlog and improved profitability, achieving key management targets one year ahead of schedule. It then moved to Phase III for fiscal 2026–2029 and launched a new execution plan centered on digital and green initiatives. - FY2026-H1RestatedAnnual report
「The Group has entered the final year of SNK Vision 2030 Phase II (fiscal 2023–2025), the medium-term management plan aimed at realizing SNK Vision 2030, its long-term management policy. It is steadily implementing measures based on its materialities, centered on five basic strategies: strengthening the business base, improving profitability, digital transformation, corporate governance, and human capital.」
The Group has entered the final year of SNK Vision 2030 Phase II and continues to implement measures based on the five basic strategies and materialities. - FY2025RaisedAnnual report
「The targets were reviewed and raised in May 2025 based on progress in the order backlog, market trends, work-style reform and other factors. The consolidated management targets for fiscal 2025 are orders received of ¥155.0 billion, construction revenue of ¥144.0 billion, operating income of ¥12.0 billion, ordinary income of ¥12.5 billion, net income attributable to owners of the parent of ¥8.8 billion, and ROE of at least 10.0%.」
The final-year targets for SNK Vision 2030 Phase II were raised again to orders received of ¥155.0 billion, construction revenue of ¥144.0 billion, operating income of ¥12.0 billion, ordinary income of ¥12.5 billion, net income of ¥8.8 billion, and ROE of at least 10%. - FY2025-H1RestatedAnnual report
「The Group is entering the second year of SNK Vision 2030 Phase II (fiscal 2023–2025), the medium-term management plan aimed at realizing SNK Vision 2030, its long-term management policy. In addition to the five basic strategies of strengthening the business base, improving profitability, digital transformation, corporate governance, and human capital, it has identified materialities as management issues to address and continues to operate its business with the aim of enhancing corporate value.」
In the second year of SNK Vision 2030 Phase II, the Group continues to operate its business based on the five basic strategies and materialities. It states that there have been no material changes to its key management policies. - FY2024RaisedAnnual report
「The management targets announced in May 2023 were reviewed and raised in May 2024 based on progress in the order backlog, market trends, work-style reform and other factors.」
It states that the final-year targets for SNK Vision 2030 Phase II were raised in May 2024. The revised fiscal 2025 targets are orders received and construction revenue of ¥135.0 billion, operating income of ¥9.5 billion, ordinary income of ¥10.0 billion, net income attributable to owners of the parent of ¥8.4 billion, and ROE of at least 10.0%. - FY2024-Q3RestatedAnnual report
「Against this backdrop, under the 10-year vision SNK Vision 2030, the Group has established the basic policy that the Shin Nippon Air Technologies Group aims to be a group of engineers that uses knowledge and technology to help realize a sustainable global environment and enhance the value of customers' assets. It has formulated the three-year medium-term plan SNK Vision 2030 Phase II (fiscal 2023–2025), its second phase, and established five basic strategies: strengthening the business base, improving profitability, digital transformation, corporate governance, and human capital. It is advancing its operations to achieve and integrate social and corporate sustainability through dialogue with society.」
The Group continues to pursue SNK Vision 2030 Phase II (fiscal 2023–2025) and its five basic strategies, and is advancing its operations. - FY2024-Q2RestatedAnnual report
「Against this backdrop, under the 10-year vision SNK Vision 2030, the Group has established the basic policy that the Shin Nippon Air Technologies Group aims to be a group of engineers that uses knowledge and technology to help realize a sustainable global environment and enhance the value of customers' assets. It has formulated the three-year medium-term plan SNK Vision 2030 Phase II (fiscal 2023–2025), its second phase, and established five basic strategies: strengthening the business base, improving profitability, digital transformation, corporate governance, and human capital. It is advancing its operations to achieve and integrate social and corporate sustainability through dialogue with society.」
The Group continues to pursue SNK Vision 2030 Phase II (fiscal 2023–2025) and its five basic strategies, stating that there have been no material changes. - FY2024-Q1ReframedAnnual report
「Against this backdrop, under the 10-year vision SNK Vision 2030, the Group has established the basic policy that the Shin Nippon Air Technologies Group aims to be a group of engineers that uses knowledge and technology to help realize a sustainable global environment and enhance the value of customers' assets. It has formulated the next three-year plan, SNK Vision 2030 Phase II (fiscal 2023–2025), and established five basic strategies: strengthening the business base, improving profitability, human capital, digital transformation, and corporate governance. It has launched a new medium-term management plan to achieve and integrate social and corporate sustainability through dialogue with society.」
The Group moved from SNK Vision 2030 Phase I to Phase II, covering fiscal 2023–2025, and launched a new medium-term management plan with five basic strategies. - FY2023-Q3RestatedAnnual report
「There were no material changes during the nine-month consolidated period under review to the management policies, management strategies or other policies established by our Group.」
It states that there have been no material changes to management policies, management strategies or other matters, including the medium-term management plan and SNK Vision 2030. - FY2023-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
It states that there have been no material changes to management policies, management strategies or other matters, including the medium-term management plan and SNK Vision 2030. - FY2022-Q3RestatedAnnual report
「There were no material changes during the nine-month consolidated period under review to the management policies, management strategies or other policies established by our Group.」
It states that there have been no material changes to management policies, management strategies or other matters, including the medium-term management plan and SNK Vision 2030. - FY2022-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
It states that there have been no material changes to management policies, management strategies or other matters, including the medium-term management plan and SNK Vision 2030. - FY2022-Q1RestatedAnnual report
「There were no material changes during the cumulative first quarter of the current consolidated fiscal period to the management policies, management strategies or other matters established by the Group.」
It states that there have been no material changes to management policies, management strategies or other matters, including the medium-term management plan and SNK Vision 2030. - FY2021RestatedAnnual report
「The consolidated management targets for the final year of SNK Vision 2030 Phase I, the fiscal year ending March 2023, are set out below.」
The five basic strategies of SNK Vision 2030 Phase I and targets for the fiscal year ending March 2023 remain in place: orders received and construction revenue of ¥123.0 billion, operating income of ¥6.3 billion, ordinary income of ¥6.65 billion, net income of ¥4.5 billion, and ROE of at least 10.0%. - FY2021-Q3RestatedAnnual report
「There were no material changes during the nine-month consolidated period under review to the management policies, management strategies or other policies established by our Group.」
The filing states that there were no material changes to the Group’s management policies, strategies, or other matters, including the medium-term management plan. - FY2021-Q1RestatedAnnual report
「There were no material changes during the cumulative first quarter of the current consolidated fiscal period to the management policies, management strategies or other matters established by the Group.」
The filing states that there were no material changes to the Group’s management policies, strategies, or other matters, including the medium-term management plan. - FY2020ReframedAnnual report
「The Group has established the 10-year vision SNK Vision 2030, with 2030 as a milestone, to become an organization capable of responding flexibly and rapidly to possible future changes and the outlook beyond them.」
The Group moved from SNK Value Innovation 2020 to the 10-year vision SNK Vision 2030, with 2030 as a milestone, and its first phase, the new medium-term management plan for fiscal 2020–2022. Targets for the final year are orders received and construction revenue of ¥123.0 billion, operating income of ¥6.3 billion, ordinary income of ¥6.65 billion, net income of ¥4.5 billion, and ROE of at least 10.0%. - FY2020-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Group during the cumulative second quarter of the current consolidated fiscal year.」
The filing states that there were no material changes to the Group’s management policies, strategies, or other matters, including the medium-term management plan. - FY2020-Q1RestatedAnnual report
「There were no material changes during the cumulative first quarter of the current consolidated fiscal period to the management policies, management strategies or other matters established by the Group.」
The filing states that there were no material changes to the Group’s management policies, strategies, or other matters, including the medium-term management plan. - FY2019Disclosure of results for the final year of the medium-term planAnnual report
「Orders received increased by ¥6.209 billion from the previous consolidated fiscal year to ¥120.53 billion. Completed construction sales increased by ¥10.647 billion to ¥122.389 billion. Operating profit was ¥3.885 billion, compared with ¥4.274 billion in the previous consolidated fiscal year, ordinary profit was ¥4.235 billion, compared with ¥4.644 billion, and net profit attributable to owners of the parent was ¥3.095 billion, compared with ¥3.449 billion.」
Results for the fiscal year ended March 2019, the final year of SNK Value Innovation 2020, were disclosed. Construction revenue exceeded the medium-term plan target of ¥120.0 billion, while operating income and net income fell below their respective targets of ¥4.6 billion and ¥3.4 billion, and ROE was 7.2%. - FY2019-Q3RestatedAnnual report
「There were no material changes during the nine-month consolidated period under review to the management policies, management strategies or other policies established by our Group.」
The filing states that there were no material changes to the Group’s management policies, strategies, or other matters, including the medium-term management plan. - FY2018AdvancedAnnual report
「Net income attributable to owners of the parent was ¥3.449 billion, compared with ¥2.934 billion in the previous consolidated fiscal year, enabling the Group to achieve, two years ahead of schedule, the ¥3.4 billion net income target for the final year of the three-year medium-term management plan.」
The ¥3.4 billion net income target for the final year of SNK Value Innovation 2020 was achieved two years ahead of schedule. The medium-term plan as a whole remains in progress. - FY2017First statedAnnual report
「In April 2017, the Group launched the three-year medium-term management plan, SNK Value Innovation 2020. Its basic policy is to contribute to environmental conservation and the realization of a sustainable global society as an environmental solutions company, respond to the needs of customers and society, pursue sustainable growth into the 2020s, and create new corporate value. To implement this policy, the Group will strengthen its management base from a medium- to long-term perspective and develop new businesses, while taking into account R&D, capital investment and other initiatives, and will work harder than ever to improve profitability and efficiency. Quantitatively, the Group's consolidated management targets for the fiscal year ending March 2020, the plan's final year, are construction revenue of ¥120.0 billion, operating income of ¥4.6 billion, net income of ¥3.4 billion, and ROE of 8.0%.」
A new medium-term management plan for fiscal 2017–2019 was launched, with targets for the fiscal year ending March 2020 of construction revenue of ¥120.0 billion, operating income of ¥4.6 billion, net income of ¥3.4 billion, and ROE of 8.0%.