Building a robust business model through transformation
First written in FY2016. 22 of 25 entries say "Restated". Latest entry: FY2026.
NH Foods moved to the "Worse" side of this theme in 2026, 1 year after the typical company in this theme (2025).
The whole theme swung hardest in 2017: 1 of 11 companies on the "Worse" side.
5 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「The Medium-Term Management Plan 2026 sets out “Becoming a company that co-creates the value of protein” as its theme. To reach the new stage presented in Vision2030, the Group will advance structural reform, growth strategies and cultural reform as an integrated package in addressing the challenges for business-model transformation identified through backcasting, positioning the three-year period as one in which it will evolve into a value-creating company.」
The Group reorganized its continuation of the previous vision and medium-term plan into a plan with a new theme, “Becoming a company that co-creates the value of protein,” and an integrated approach to structural reform, growth strategies and cultural reform. - FY2023RestatedAnnual report
「In April 2021, the Group formulated the Medium-Term Management Plan 2023 and Nippon Ham Group’s Vision2030.」
The Group continues to position Vision2030 as its desired state for 2030 and the Medium-Term Management Plan 2023 as the plan for realizing it. - FY2023-Q3RestatedAnnual report
「Against this backdrop, Nippon Ham Group promoted business initiatives toward realizing “Vision2030,” “More freedom with protein,” which it has set out as its “desired state in 2030.”」
The Group continues to promote business initiatives toward realizing Vision2030, which it has set out as its long-term desired state. - FY2023-Q2RestatedAnnual report
「Against this backdrop, Nippon Ham Group promoted business initiatives under the Medium-Term Management Plan 2023, launched in April 2021 as a milestone toward realizing “Vision2030,” “More freedom with protein,” which the Group has set out as its “desired state in 2030,” based on four management policies: “Shifting to sustainable business models accompanied by profitability,” “Building growth models for overseas businesses,” “Providing new value through new products and services,” and “Strengthening corporate functions to realize the vision.”」
The Group continues its planning framework, positioning Vision2030 as its long-term desired state and the Medium-Term Management Plan 2023 as a milestone toward realizing it, together with the four management policies. - FY2023-Q1RestatedAnnual report
「Against this backdrop, as a milestone toward realizing Nippon Ham Group’s Vision2030, “More freedom with protein,” which it has set out as its “desired state in 2030,” the Group promoted business initiatives under the Medium-Term Management Plan 2023, launched in April 2021, based on four management policies: “Shifting to sustainable business models accompanied by profitability,” “Building growth models for overseas businesses,” “Providing new value through new products and services,” and “Strengthening corporate functions to realize the vision.”」
The Group continues its planning framework, positioning Vision2030 as its long-term desired state and the Medium-Term Management Plan 2023 as a milestone toward realizing it, together with the four management policies. - FY2022RestatedAnnual report
「Against this backdrop, as a milestone toward realizing Nippon Ham Group’s Vision2030, “More freedom with protein,” which it has set out as its “vision for 2030,” the Group promoted business initiatives under the Medium-Term Management Plan 2023, launched in April 2021, based on four management policies: (i) shifting to sustainable business models accompanied by profitability, (ii) building growth models for overseas businesses, (iii) providing new value through new products and services, and (iv) strengthening corporate functions to realize the vision.」
The Group continues to present, in its explanation of annual results, its planning framework positioning Vision2030 as its long-term vision and the Medium-Term Management Plan 2023 as its milestone, together with the four management policies. - FY2022-Q3RestatedAnnual report
「Against this backdrop, as a milestone toward realizing Nippon Ham Group’s Vision2030, “More freedom with protein,” which it has set out as its “vision for 2030,” the Group promoted business initiatives under the Medium-Term Management Plan 2023, launched in April 2021, based on four management policies: “Shifting to sustainable business models accompanied by profitability,” “Building growth models for overseas businesses,” “Providing new value through new products and services,” and “Strengthening corporate functions to realize the vision.”」
The Group continues to present its planning framework, positioning Vision2030 as its long-term vision and the Medium-Term Management Plan 2023 as a milestone toward realizing it, together with the four management policies. - FY2022-Q2RestatedAnnual report
「Against this backdrop, as a milestone toward realizing Nippon Ham Group’s Vision2030, “More freedom with protein,” which it has set out as its “vision for 2030,” the Group promoted business initiatives under the Medium-Term Management Plan 2023, launched in April 2021, based on four management policies: “Shifting to sustainable business models accompanied by profitability,” “Building growth models for overseas businesses,” “Providing new value through new products and services,” and “Strengthening corporate functions to realize the vision.”」
The Group continues to present the Medium-Term Management Plan 2023 and its four management policies as milestones toward realizing Vision2030, and is promoting domestic and overseas business initiatives and corporate measures. - FY2021-Q3RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan 2020, which began in April 2018, the Group promoted business initiatives based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Shifting into a higher gear in overseas market expansion,” and “Pursuing sustainability,” with “Building systems for the future” as its theme.」
The Group continues to present the theme and five management policies of the Medium-Term Management Plan 2020. - FY2021-Q2RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan 2020, which began in April 2018, the Group promoted business initiatives based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Shifting into a higher gear in overseas market expansion,” and “Pursuing sustainability,” with “Building systems for the future” as its theme.」
The Group continues to present the theme and five management policies of the Medium-Term Management Plan 2020 and is addressing demand for meals prepared at home, integrating organizations, reviewing its sales structure and promoting overseas procurement. - FY2020RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan 2020, which began in April 2018, the Group promoted business initiatives based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Shifting into a higher gear in overseas market expansion,” and “Pursuing sustainability,” with “Building systems for the future” as its theme.」
The Group continues to present the theme and five management policies of the Medium-Term Management Plan 2020 ahead of its final year. - FY2020-Q3RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan 2020, which began in April 2018, the Group promoted business initiatives based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Shifting into a higher gear in overseas market expansion,” and “Pursuing sustainability,” with “Building systems for the future” as its theme.」
The Group continues to present the theme and five management policies of the Medium-Term Management Plan 2020 and is advancing measures concerning its domestic production base, overseas businesses, human resources and risk management. - FY2020-Q2RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan 2020, which began in April 2018, the Group promoted business initiatives based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Shifting into a higher gear in overseas market expansion,” and “Pursuing sustainability,” with “Building systems for the future” as its theme.」
The Group continues to promote business initiatives based on the theme and five management policies of the Medium-Term Management Plan 2020. - FY2019RestatedAnnual report
「Against this backdrop, under the Medium-Term Management Plan 2020, which began in April 2018, the Group promoted business initiatives based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Shifting into a higher gear in overseas market expansion,” and “Pursuing sustainability,” with “Building systems for the future” as its theme.」
The Group continues to present the theme and five management policies of the Medium-Term Management Plan 2020 in its explanation of results for the plan’s first year. - FY2019-Q3RestatedAnnual report
「Against this backdrop, under “Medium-Term Management Plan 2020,” launched in April 2018 with “Creating Mechanisms that Connect to the Future” as its theme, our group promoted business development based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Changing gears in overseas market expansion” and “Pursuing sustainability.” The plan aimed not only to further accelerate the growth strategies pursued through the previous fiscal year, but also to enable our group to continue its businesses over the long term and contribute to realizing a sustainable society through food and health.」
The theme and five management policies of Medium-Term Management Plan 2020 continue to be upheld, with the company pursuing measures including expansion and establishment of domestic plants, improved profitability in overseas businesses, human resource development and risk management. - FY2019-Q2RestatedAnnual report
「Against this backdrop, under “Medium-Term Management Plan 2020,” launched in April 2018 with “Creating Mechanisms that Connect to the Future” as its theme, our group promoted business development based on five management policies: “Strengthening profitability through greater efficiency in existing businesses,” “Creating value through dialogue with consumers,” “Strengthening and developing technological capabilities to envision and realize the future of food,” “Changing gears in overseas market expansion” and “Pursuing sustainability.” The plan aimed not only to further accelerate the growth strategies pursued through the previous fiscal year, but also to enable our group to continue its businesses over the long term and contribute to realizing a sustainable society through food and health.」
Business development based on the theme and five management policies of Medium-Term Management Plan 2020 continues. - FY2018ReframedAnnual report
「“New Medium-Term Management Plan Part 5,” launched by our group in the fiscal year ended March 2016, reached its final year in the fiscal year ended March 2018.」
New Medium-Term Management Plan Part 5 completed its final year, and the company transitioned to a new “Medium-Term Management Plan 2020.” - FY2018-Q3RestatedAnnual report
「In the current fiscal year, the final year of “New Medium-Term Management Plan Part 5” launched in April 2015, our group actively pursued business activities based on two management policies, “Establishing competitive advantages in domestic businesses” and “Accelerating the transition to a global company,” as the final stage in realizing “Building a Robust Business Model through Transformation.”」
As the final stage of New Medium-Term Management Plan Part 5, the company continued to uphold its existing theme and two management policies. - FY2018-Q2RestatedAnnual report
「In the current fiscal year, the final year of “New Medium-Term Management Plan Part 5” launched in April 2015, our group actively pursued business activities based on two management policies, “Establishing competitive advantages in domestic businesses” and “Accelerating the transition to a global company,” as the final stage in realizing “Building a Robust Business Model through Transformation.”」
As the final stage of New Medium-Term Management Plan Part 5, the company continued to uphold its existing theme and two management policies. - FY2018-Q1RestatedAnnual report
「In the current fiscal year, the final year of “New Medium-Term Management Plan Part 5” launched in April 2015, our group actively pursued business activities based on two management policies, “Establishing competitive advantages in domestic businesses” and “Accelerating the transition to a global company,” as the final stage in realizing “Building a Robust Business Model through Transformation.”」
As the final stage of New Medium-Term Management Plan Part 5, the company continued to uphold its existing theme and two management policies. - FY2017RestatedAnnual report
「Under these circumstances, to realize “Building a Robust Business Model through Transformation,” the theme of “New Medium-Term Management Plan Part 5” launched in April 2015, we will strengthen corporate functions including marketing, branding and human resource development to promote business model and corporate culture transformation. This will be based on establishing competitive advantages in domestic businesses centered on our strength, the “integration system,” and expanding overseas businesses to increase sales in global markets.」
The theme of New Medium-Term Management Plan Part 5 has been maintained, with domestic competitiveness, overseas business, business model transformation and corporate culture reform continuing to serve as the core pillars. - FY2017-Q3RestatedAnnual report
「Against this backdrop, our group has promoted business activities based on two management policies, “Establishing competitive advantages in domestic businesses” and “Accelerating the transition to a global company,” to realize “Building a Robust Business Model through Transformation,” the theme of “New Medium-Term Management Plan Part 5” launched in April 2015.」
The theme and two management policies of New Medium-Term Management Plan Part 5 continue to be upheld, and specific measures are being pursued. - FY2017-Q2RestatedAnnual report
「Against this backdrop, our group has promoted business activities based on two management policies, “Establishing competitive advantages in domestic businesses” and “Accelerating the transition to a global company,” to realize “Building a Robust Business Model through Transformation,” the theme of “New Medium-Term Management Plan Part 5” launched in April 2015. Specific measures included establishing a new overseas business headquarters, strengthening the domestic farm business, developing and promoting new products, improving productivity, strengthening cost competitiveness and increasing profitability, as well as developing human resources and thoroughly strengthening risk management.」
The theme of New Medium-Term Management Plan Part 5 has continued, with measures being pursued in domestic and overseas businesses, human resource development and risk management. - FY2017-Q1RestatedAnnual report
「Against this backdrop, our group has promoted business activities based on two management policies, “Establishing competitive advantages in domestic businesses” and “Accelerating the transition to a global company,” to realize “Building a Robust Business Model through Transformation,” the theme of “New Medium-Term Management Plan Part 5” launched in April 2015.」
The theme has continued to be positioned as the focus of the medium-term management plan, and business activities are being pursued based on the two management policies. - FY2016First statedAnnual report
「In April 2015, our group formulated “New Medium-Term Management Plan Part 5,” themed “Building a Robust Business Model through Transformation.”」
Over the long term, looking 10 years ahead, this period is positioned as one for laying the groundwork to move to the next stage.