Business Portfolio Optimization under the 2nd Medium-Term Management Plan
First written in FY2018. 4 of 9 entries say "Restated". Latest entry: FY2022.
Feed One moved to the "Worse" side of this theme in 2021, 3 years before the typical company in this theme (2024).
22 other companies' latest entry also says "Reframed".
- FY2022ReframedAnnual report
「Our group formulated the Third Medium-Term Management Plan (fiscal 2021 to fiscal 2023). Positioning it as a period for achieving earnings growth by fully utilizing the business platform strengthened under the Second Medium-Term Management Plan and for further building the foundation needed to enable sustainable growth, we have adopted "completing the management integration" as our basic policy. Our basic strategies are to further strengthen the earnings power of our core Livestock Feed Business, accelerate growth in the Aquatic Feed, Food and Overseas Businesses, and promote ESG management and strengthen its foundation, with the aim of making these three years a period of significant growth.」
The focus of the plan shifted from optimizing the business portfolio under the Second Medium-Term Management Plan to expanding earnings, completing the integration and advancing ESG initiatives under the Third Medium-Term Management Plan. - FY2022-Q1ReframedAnnual report
「In this environment, our group is continuing initiatives to achieve the Third Medium-Term Management Plan, a three-year plan beginning in fiscal 2021, including rationalizing raw material procurement and the production structure, improving the quality and service of products supplied to livestock and aquaculture producers, and reducing costs.」
The focus shifted from the Second Medium-Term Management Plan covering fiscal 2018 through fiscal 2020 to the Third Medium-Term Management Plan, which began in fiscal 2021. - FY2021-Q1RestatedAnnual report
「Under the Second Medium-Term Management Plan, which began in FY2018, the Group carried out a business reorganization within the Group to achieve further growth and efficiency in the food business.」
The Group reconfirmed through its explanations of the subsidiary merger and business transfer that the reorganization of the food business was a growth and efficiency measure based on the Second Medium-Term Management Plan. - FY2020-Q3RestatedAnnual report
「In this environment, our group has advanced initiatives to achieve the three-year medium-term management plan, including rationalizing raw material procurement and the production structure, improving the quality and service of products supplied to livestock and aquaculture producers, and reducing costs.」
The Group continues measures related to procurement and production systems, quality and service, and cost reductions under the Second Medium-Term Management Plan. - FY2020-Q2RestatedAnnual report
「In this environment, our group has advanced initiatives to achieve the three-year medium-term management plan, including rationalizing raw material procurement and the production structure, improving the quality and service of products supplied to livestock and aquaculture producers, and reducing costs.」
The Group continues initiatives related to procurement and production systems, quality and service, and cost reductions under the Second Medium-Term Management Plan. - FY2020-Q1RestatedAnnual report
「In this environment, our group has advanced initiatives to achieve the three-year medium-term management plan, including rationalizing raw material procurement and the production structure, improving the quality and service of products supplied to livestock and aquaculture producers, and reducing costs.」
The Group continues measures related to procurement and production systems, quality and service, and cost reductions under the Second Medium-Term Management Plan. - FY2019-Q3AdvancedAnnual report
「In addition, partly due to the recognition of extraordinary income from asset sales undertaken to optimize the business portfolio, profit attributable to owners of the parent was ¥3.879 billion, up 80.8% year on year.」
The Group disclosed that it had sold assets and recognized extraordinary income as part of business portfolio optimization, a basic policy of the Second Medium-Term Management Plan. - FY2019-Q1AdvancedAnnual report
「Under the Second Medium-Term Management Plan, which began in FY2018, the Group carried out a business reorganization within the Group to achieve further growth and efficiency in the food business.」
The Group reported that the internal business reorganization was a growth and efficiency measure for the food business under the Second Medium-Term Management Plan. - FY2018First statedAnnual report
「The Group formulated the Second Medium-Term Management Plan (FY2018-FY2020), positioning it as a preparation period for accelerating growth under the Third Medium-Term Management Plan. With optimization of the business portfolio as its basic policy for further strengthening the management platform and achieving sustainable growth and higher corporate value, the Group is pursuing the following priority measures: ① Strengthen the production infrastructure in the feed business; ② Strengthen the brand power of the food business; ③ Establish a profit base for the overseas business.」
The Group formulated the Second Medium-Term Management Plan covering FY2018 through FY2020 and established the feed, food, and overseas businesses as 3 priority areas for the preparation period leading to the Third Medium-Term Management Plan.