Long-term Vision “Century 2025” Looking Ahead to the Company’s 100th Anniversary
First written in FY2016. 24 of 31 entries say "Restated". Latest entry: FY2026-H1.
No other company in this theme has enough history to compare yet.
- FY2026-H1ReframedAnnual report
「Positioning fiscal 2025, when the company celebrates its 100th anniversary, as a new starting point, the Group has formulated the management vision “MIRAI 2030,” covering the period through fiscal 2030, and Medium-Term Management Plan 2027, covering the three years through fiscal 2027.」
Following the company’s 100th anniversary, the management framework transitioned from Century 2025 to the management vision “MIRAI 2030,” covering through fiscal 2030, and Medium-Term Management Plan 2027. - FY2025-H1AdvancedAnnual report
「The current fiscal year marks the third year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. Continuing from the previous fiscal year, we will maintain the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” while implementing new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen.」
Century 2025 Phase 3 progressed from its second to its third year, with continued implementation of the final phase looking ahead to the company’s 100th anniversary in April 2025. - FY2024-Q3RestatedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year marks the second year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. Continuing from the previous fiscal year, we will maintain the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” while implementing new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen. We will also continue building a corporate structure capable of responding flexibly to changes in the operating environment and work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
As the second year of Century 2025 Phase 3, the company continues its initiatives to enhance Phase 1’s “quality” and Phase 2’s “trust,” its new measures, and its policy of enhancing corporate value. - FY2024-Q2RestatedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year marks the second year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. Continuing from the previous fiscal year, we will maintain the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” while implementing new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen.」
As the second year of Century 2025 Phase 3, the company reiterated its policy of continuing the Phase 1 “quality” and Phase 2 “trust” initiatives, together with sustainability, work-style reform, and investment for the next generation. - FY2024-Q1AdvancedAnnual report
「The current fiscal year marks the second year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. Continuing from the previous fiscal year, we will maintain the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” while implementing new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen.」
Century 2025 Phase 3 progressed from its first to its second year. The company reconfirmed its policy of continuing the Phase 1 “quality” and Phase 2 “trust” initiatives while advancing sustainability, work-style reform, and investment for the next generation. - FY2023RestatedAnnual report
「The current consolidated fiscal year marked the first year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. While continuing the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” we implemented new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen.」
As the first year of Phase 3, the company reconfirmed Century 2025, the continuation of Phases 1 and 2, and its goal of becoming a company that continues to be chosen. - FY2023-Q3RestatedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year is the first year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. While continuing the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” we will implement new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen.」
The first-year Century 2025 Phase 3 framework, the continuation of Phase 1’s “quality” and Phase 2’s “trust,” and the policy of implementing new measures were reiterated from the previous quarter. - FY2023-Q2RestatedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year is the first year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. While continuing the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” we will implement new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen.」
The company reiterates the first-year framework for Century 2025 Phase 3, the continuation of Phase 1’s “quality” and Phase 2’s “trust,” and its policy of implementing new measures. - FY2023-Q1RestatedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year is the first year of the four-year medium-term management plan “Century 2025” Phase 3, the final phase of the long-term vision. While continuing the Phase 1 initiatives to enhance “quality” and Phase 2 initiatives to enhance “trust,” we will implement new measures, including contributing to society’s sustainability, work-style reform, and investment for the next generation, with the aim of becoming a company that continues to be chosen. We will also continue building a corporate structure capable of responding flexibly to changes in the operating environment and work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
In the first year of Century 2025 Phase 3, the company continued initiatives to enhance Phase 1’s “quality” and Phase 2’s “trust,” while introducing sustainability, work-style reform, and investment for the next generation as new measures. - FY2022AdvancedAnnual report
「Based on this assessment of the operating environment and the issues facing the Group, we have formulated “Century 2025” Phase 3 as follows.」
Phase 3 (fiscal 2022–fiscal 2025) began, setting out specific basic policies, priority measures, and management targets aimed at becoming “the company of choice” as the final stage of the long-term vision. - FY2022-Q3RestatedAnnual report
「The current consolidated fiscal year, fiscal 2021, marks the final year of the three-year medium-term management plan “Century 2025” Phase 2. Continuing from the previous fiscal year, we will steadily implement the plan and further strengthen corporate governance, while working diligently to achieve sustainable growth and enhance corporate value over the medium to long term on the foundation of thorough compliance.」
In the final year of Century 2025 Phase 2, the company continues its policy of steadily implementing the plan, strengthening governance, ensuring thorough compliance, and pursuing sustainable growth and enhanced corporate value. - FY2022-Q2RestatedAnnual report
「The current consolidated fiscal year, fiscal 2021, marks the final year of the three-year medium-term management plan “Century 2025” Phase 2. Continuing from the previous fiscal year, we will steadily implement the plan and further strengthen corporate governance, while working diligently to achieve sustainable growth and enhance corporate value over the medium to long term on the foundation of thorough compliance.」
In the final year of Century 2025 Phase 2, the company continues to emphasize steady implementation, stronger governance, thorough compliance, sustainable growth, and enhanced corporate value. - FY2022-Q1RestatedAnnual report
「The current consolidated fiscal year, fiscal 2021, marks the final year of the three-year medium-term management plan “Century 2025” Phase 2. Continuing from the previous fiscal year, we will steadily implement the plan and further strengthen corporate governance, while working diligently to achieve sustainable growth and enhance corporate value over the medium to long term on the foundation of thorough compliance.」
Century 2025 Phase 2 entered its final year, and the company continues to emphasize steady implementation, stronger governance, thorough compliance, sustainable growth, and enhanced corporate value. - FY2021ReframedAnnual report
「Under this management philosophy, the Group has formulated the 10-year long-term vision “Century 2025,” with fiscal 2025, the company’s 100th anniversary, as its final year. Through the following three medium-term management plan periods, we aim to become a company chosen by all stakeholders: ① “Century 2025” Phase 1 (fiscal 2016–fiscal 2018): three years to enhance “quality”; ② “Century 2025” Phase 2 (fiscal 2019–fiscal 2021): three years to enhance “trust”; ③ “Century 2025” Phase 3 (fiscal 2022–fiscal 2025): four years to become “the company of choice.”」
The overall structure of Century 2025 is organized into Phase 1, Phase 2, and Phase 3, with fiscal 2022–fiscal 2025 explicitly designated as the four-year Phase 3 period to become “the company of choice.” - FY2021-Q3RestatedAnnual report
「The current consolidated fiscal year, fiscal 2020, marks the second year of the three-year medium-term management plan “Century 2025” Phase 2. We will continue to steadily implement the plan and further strengthen corporate governance, while working diligently to achieve sustainable growth and enhance corporate value over the medium to long term on the foundation of thorough compliance.」
In the second year of Century 2025 Phase 2, the company continues to emphasize steady implementation, sustainable growth, and enhanced corporate value over the medium to long term. - FY2021-Q2RestatedAnnual report
「The current consolidated fiscal year, fiscal 2020, marks the second year of the three-year medium-term management plan “Century 2025” Phase 2. We will continue to steadily implement the plan and further strengthen corporate governance, while working diligently to achieve sustainable growth and enhance corporate value over the medium to long term on the foundation of thorough compliance.」
The company continues its policy of steadily implementing the plan, strengthening governance, ensuring thorough compliance, and pursuing sustainable growth in the second year of Century 2025 Phase 2. - FY2021-Q1RestatedAnnual report
「The current consolidated fiscal year, fiscal 2020, marks the second year of the three-year medium-term management plan “Century 2025” Phase 2. We will continue to steadily implement the plan and further strengthen corporate governance, while working diligently to achieve sustainable growth and enhance corporate value over the medium to long term on the foundation of thorough compliance.」
Century 2025 Phase 2 entered its second year, with the company continuing to emphasize steady implementation, stronger governance, thorough compliance, sustainable growth, and enhanced corporate value. - FY2020-Q3RestatedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year is the first year of the three-year medium-term management plan “Century 2025” Phase 2. While continuing initiatives to enhance the “quality” established under Phase 1, we will launch new initiatives to enhance “trust.”」
The company continues the Century 2025 and first-year Phase 2 framework, reiterating its policy of enhancing Phase 1’s “quality” and Phase 2’s “trust.” - FY2020-Q2RestatedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year is the first year of the three-year medium-term management plan “Century 2025” Phase 2. While continuing initiatives to enhance the “quality” established under Phase 1, we will launch new initiatives to enhance “trust.”」
The company continues to present Century 2025 and the first year of Phase 2 as its framework, reiterating its policy of enhancing Phase 1’s “quality” and Phase 2’s “trust.” - FY2020-Q1ReframedAnnual report
「Under the long-term vision “Century 2025,” the Group aims to further enhance “quality” and “trust” and become a company that is chosen more often by its stakeholders. The current fiscal year is the first year of the three-year medium-term management plan “Century 2025” Phase 2. While continuing initiatives to enhance the “quality” established under Phase 1, we will launch new initiatives to enhance “trust.”」
The Century 2025 long-term vision continues, while the company has moved from the three-year Phase 1 to Phase 2. Phase 2 adds “trust” to Phase 1’s focus on “quality.” - FY2019-Q3RestatedAnnual report
「The Group will steadily implement the medium-term management plan “Century 2025” Phase 1 and continue building a corporate structure capable of responding flexibly to changes in the operating environment. We will also work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
There has been no material change in the long-term management policy centered on Century 2025 Phase 1, and the company continues to pursue sustainable growth and enhanced corporate value over the medium to long term. - FY2019-Q2RestatedAnnual report
「The Group will steadily implement the medium-term management plan “Century 2025” Phase 1 and continue building a corporate structure capable of responding flexibly to changes in the operating environment. We will also work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
The company continues its long-term growth policy centered on Century 2025 Phase 1, supported by a structure capable of responding to changes in the operating environment, new technologies, governance, and compliance. - FY2019-Q1RestatedAnnual report
「The Group will steadily implement the medium-term management plan “Century 2025” Phase 1 and continue building a corporate structure capable of responding flexibly to changes in the operating environment. We will also work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
The company continues to state its policy of steadily implementing Century 2025 Phase 1, building a structure capable of responding to changes in the operating environment, and pursuing sustainable growth based on new technologies, governance, and compliance. - FY2018-Q3RestatedAnnual report
「The Group will steadily implement the medium-term management plan “Century 2025” Phase 1 and continue building a corporate structure capable of responding flexibly to changes in the operating environment. We will also work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
The medium-term management plan Century 2025 Phase 1, sustainable growth, and enhancement of corporate value over the medium to long term remain the management framework. - FY2018-Q2RestatedAnnual report
「The Group will steadily implement the medium-term management plan “Century 2025” Phase 1 and continue building a corporate structure capable of responding flexibly to changes in the operating environment. We will also work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
The company continues to emphasize the Century 2025 framework, sustainable growth, and enhancement of corporate value over the medium to long term. - FY2018-Q1RestatedAnnual report
「The Group will steadily implement the medium-term management plan “Century 2025” Phase 1 and continue building a corporate structure capable of responding flexibly to changes in the operating environment. We will also work to develop new technologies and further strengthen corporate governance, while pursuing sustainable growth and enhanced corporate value over the medium to long term on the foundation of thorough compliance.」
The company continues its policy of implementing Century 2025 Phase 1, developing new technologies, strengthening governance, and ensuring thorough compliance. - FY2017RestatedAnnual report
「Looking ahead to the company’s 100th anniversary in 2025, we began initiatives aimed at strengthening our core businesses, improving productivity and operational efficiency, and enhancing technologies and expanding our business domains for the future by launching the redevelopment of the Yamato area, based on the management policies of the 10-year long-term vision “Century 2025,” beginning in the current consolidated fiscal year, and the new three-year medium-term management plan “Century 2025” Phase 1.」
The long-term vision and Phase 1 remain the management framework, with initiatives including strengthening core businesses, improving productivity, and redeveloping the Yamato area. - FY2017-Q3RestatedAnnual report
「Looking ahead to the Group’s 100th anniversary in 10 years, we will steadily implement the 10-year long-term vision “Century 2025,” beginning in the current fiscal year, and the new three-year medium-term management plan “Century 2025” Phase 1. While building a corporate structure capable of responding flexibly to changes in the operating environment, we will work diligently to achieve sustainable growth and enhance corporate value over the medium to long term, underpinned by the development of new technologies, further enhancement of corporate governance, and thorough compliance.」
The company continues to emphasize the implementation of Century 2025 and Phase 1, together with sustainable growth and enhancement of corporate value. - FY2017-Q2RestatedAnnual report
「Against this backdrop, looking ahead to the Group’s 100th anniversary in 10 years, we will steadily implement the 10-year long-term vision “Century 2025,” beginning in the current fiscal year, and the new three-year medium-term management plan “Century 2025” Phase 1. While building a corporate structure capable of responding flexibly to changes in the operating environment, we will work diligently to achieve sustainable growth and enhance corporate value over the medium to long term, underpinned by the development of new technologies, further enhancement of corporate governance, and thorough compliance.」
The company continues to state its 10-year long-term vision and policy of steadily implementing the three-year Phase 1 plan. - FY2017-Q1RestatedAnnual report
「Looking ahead to the Group’s 100th anniversary in 10 years, we will steadily implement the 10-year long-term vision “Century 2025,” beginning in the current fiscal year, and the new three-year medium-term management plan “Century 2025” Phase 1. While building a corporate structure capable of responding flexibly to changes in the operating environment, we will work diligently to achieve sustainable growth and enhance corporate value over the medium to long term, underpinned by the development of new technologies, further enhancement of corporate governance, and thorough compliance.」
The company continues to state its 10-year long-term vision looking ahead to its 100th anniversary and its commitment to steadily implement Phase 1. - FY2016First statedAnnual report
「Looking ahead to the Group’s 100th anniversary in 10 years, we will steadily implement the 10-year long-term vision “Century 2025,” beginning in fiscal 2016, and the new three-year medium-term management plan “Century 2025” Phase 1. While building a corporate structure capable of responding flexibly to changes in the operating environment, we will work diligently to achieve sustainable growth and enhance corporate value over the medium to long term, underpinned by the development of new technologies, further enhancement of corporate governance, and thorough compliance.」
The long-term vision covers the 10-year period through 2025, the company’s 100th anniversary, with the goal of becoming a company that stakeholders choose.