Establishing a Balanced Business Structure Under the 宝グループ Vision 2020
First written in FY2016. 19 of 26 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「In May 2026, we formulated TaKaRa Group Medium-Term Management Plan 2030 to restore the Group to a growth trajectory, establish a path to medium- and long-term growth and look ahead to achieving TaKaRa Group Long-Term Vision 2050.」
The planning framework shifted from TGC100 and Medium-Term Management Plan 2025 to the long-term Vision 2050 and Medium-Term Management Plan 2030. Targets for the fiscal year ending March 2031 are net sales of ¥493 billion or more, operating income of ¥37.8 billion or more, ROE of 10% or more and ROIC of 7% or more, with a review of the business portfolio, earnings structure reform and a focus on ROIC. - 2026-05-13ReframedManagement plan
「Under the Takara Group Medium-Term Management Plan 2025, we established as our management policy "Accelerating investment in growth and strengthening areas to enhance corporate value over 3 years."」
Following a review of Medium-Term Management Plan 2025, the plan's time horizon and priorities were reorganized into Medium-Term Management Plan 2030, a 5-year plan whose final year is the fiscal year ending March 2031. - FY2026-H1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by our group during the current interim consolidated accounting period.」
There were no material changes to the management policies or strategies, and the direction of the long-term management concept and medium-term management plan was maintained. - FY2025RaisedAnnual report
「Quantitative targets Fiscal year ending March 2026, consolidated TaKaRa Group Net sales: ¥420 billion or more Operating income: ¥38 billion or more Overseas sales ratio: 60.0% or more (excluding TAKARA BIO INC., overseas sales ratio of 60.0% or more) ROE: 9.0% or more ROIC: 7.5% or more」
Medium-Term Management Plan 2025 sets targets for the fiscal year ending March 2026 of net sales of ¥420 billion, operating income of ¥38 billion, an overseas sales ratio of 60%, ROE of 9% and ROIC of 7.5%. Compared with the previous long-term concept targets of ¥340 billion in net sales, ¥23 billion in operating income, a 44% overseas sales ratio and ROE of 8%, the targets have been raised and ROIC has been added. - FY2024-Q3RestatedAnnual report
「There were no significant changes to the management policies, management strategies or other matters established by our Group during the nine-month period ended December 31.」
The Group states that there were no material changes to its management policies or strategies, maintaining the direction of the long-term management concept and medium-term management plan. - FY2024-Q1RestatedAnnual report
「There were no significant changes to the management policies, management strategies or other matters established by our Group during the three-month period ended June 30.」
The Group states that there were no material changes to its management policies or strategies, maintaining the direction of the long-term management concept and medium-term management plan. - FY2023ReframedAnnual report
「In light of these circumstances, we formulated TaKaRa Group Medium-Term Management Plan 2025 as the plan for completing the execution of the long-term management concept TaKaRa Group Challenge for the 100th, whose final year is the fiscal year ending March 2026.」
The Group shifted from Medium-Term Management Plan 2022, the first step of TGC100, to Medium-Term Management Plan 2025, which completes the execution plan. - FY2023-Q2RestatedAnnual report
「There were no significant changes to the management policies, management strategies or other matters established by our Group during the six-month period ended September 30.」
The Group states that there were no material changes to its management policies or strategies, maintaining the direction of the long-term management concept and medium-term management plan. - FY2022-Q2RestatedAnnual report
「There were no significant changes to the management policies, management strategies or other matters established by our Group during the six-month period ended September 30.」
The Group states that there were no material changes to its management policies or strategies, maintaining the direction of the long-term management concept and medium-term management plan. - FY2021RestatedAnnual report
「In light of these circumstances, in May of last year we formulated the long-term management concept TaKaRa Group Challenge for the 100th, whose final year is the fiscal year ending March 2026, and TaKaRa Group Medium-Term Management Plan 2022 as the first step in its execution plan.」
The long-term management concept and its first-step plan, Medium-Term Management Plan 2022, remain in place. - FY2021-Q3RestatedAnnual report
「While giving top priority to preventing infection and the spread of COVID-19, we worked under TaKaRa Group Medium-Term Management Plan 2022, the first step in the execution plan for the long-term management concept TaKaRa Group Challenge for the 100th announced in May 2020.」
The Group reaffirms that it is advancing Medium-Term Management Plan 2022 as the first step in the execution plan for the long-term management concept. - FY2021-Q2RestatedAnnual report
「While giving top priority to preventing infection and the spread of COVID-19, under TaKaRa Group Medium-Term Management Plan 2022, the first step in the execution plan for the long-term management concept TaKaRa Group Challenge for the 100th announced in May of this year, we worked to establish a foundation for sustainable growth in Japan and overseas and enhance Group corporate value by monitoring the impact of COVID-19, responding flexibly to changes in the operating environment, appropriately allocating and investing management resources in areas requiring strengthening, and rebuilding a business structure that continuously creates diverse value to improve profitability and global corporate functions.」
Medium-Term Management Plan 2022 was pursued as the first step in the execution plan for the long-term management concept, with continued efforts to allocate management resources and rebuild the business structure and global corporate functions amid the pandemic. - FY2021-Q1RestatedAnnual report
「Against this economic backdrop, under TaKaRa Group Medium-Term Management Plan 2022, the first step in the execution plan for the long-term management concept TaKaRa Group Challenge for the 100th, we worked to establish a foundation for sustainable growth in Japan and overseas and enhance Group corporate value by responding flexibly to changes in the operating environment, including the impact of COVID-19, appropriately allocating and investing management resources in areas requiring strengthening, and rebuilding a business structure that continuously creates diverse value to improve profitability and global corporate functions.」
Medium-Term Management Plan 2022 was advanced as the first step in the execution plan for the long-term management concept, addressing changes in the operating environment, allocating management resources and rebuilding the business structure. - FY2020ReframedAnnual report
「In light of these circumstances, we formulated the long-term management concept TaKaRa Group Challenge for the 100th, with the fiscal year ending March 2026 as its final year. Management policy: Further enhance our technological capabilities, products and brands, and provide diverse value in the Japanese alcoholic beverages and Japanese food markets and the life sciences industry, thereby strengthening TaKaRa Group's presence in Japan and overseas while achieving sustainable growth and a further leap forward. Quantitative targets: Fiscal year ending March 2026, consolidated TaKaRa Group: net sales of ¥340 billion or more; operating income of ¥23 billion or more; overseas sales ratio of 44% or more; ROE of 8% or more.」
The former TaKaRa Group Vision 2020 was replaced with a long-term management concept whose final year is the fiscal year ending March 2026, looking ahead to the Group's 100th anniversary, with new quantitative targets. - FY2020-Q3RestatedAnnual report
「Under TaKaRa Group Medium-Term Management Plan 2019, the final step toward achieving the long-term management vision TaKaRa Group Vision 2020, we sought to further increase the overseas sales ratio and establish a balanced business platform capable of substantially increasing earnings regardless of changes in the operating environment by developing numerous competitive fields based on a broad, comprehensive lineup of products in Japan and overseas and many products with competitive advantages, and pursued steady business operations.」
The policy of advancing Medium-Term Management Plan 2019 as the final step toward Vision 2020, increasing the overseas sales ratio, expanding competitive products and establishing a balanced business platform is reiterated. - FY2020-Q2RestatedAnnual report
「Under TaKaRa Group Medium-Term Management Plan 2019, the final step toward achieving the long-term management vision TaKaRa Group Vision 2020, we sought to further increase the overseas sales ratio and establish a balanced business platform capable of substantially increasing earnings regardless of changes in the operating environment by developing numerous competitive fields based on a broad, comprehensive lineup of products in Japan and overseas and many products with competitive advantages, and pursued steady business operations.」
The direction of Medium-Term Management Plan 2019, the final step of Vision 2020, increasing the overseas sales ratio, expanding competitive products and establishing a balanced business platform is reiterated. - FY2020-Q1RestatedAnnual report
「Against this economic backdrop, under TaKaRa Group Medium-Term Management Plan 2019, the final step toward achieving the long-term management vision TaKaRa Group Vision 2020, we sought to further increase the overseas sales ratio and establish a balanced business platform capable of substantially increasing earnings regardless of changes in the operating environment by developing numerous competitive fields based on a broad, comprehensive lineup of products in Japan and overseas and many products with competitive advantages, and pursued steady business operations.」
Medium-Term Management Plan 2019 is positioned as the final step of Vision 2020, with a policy of increasing the overseas sales ratio, expanding competitive products and establishing a balanced business platform. - FY2019-Q2RestatedAnnual report
「Under TaKaRa Group Medium-Term Management Plan 2019, the final step toward achieving the long-term management vision TaKaRa Group Vision 2020, we sought to further increase the overseas sales ratio and establish a balanced business platform capable of substantially increasing earnings regardless of changes in the operating environment by developing numerous competitive fields based on a broad, comprehensive lineup of products in Japan and overseas and many products with competitive advantages, and pursued steady business operations.」
The policy of advancing Medium-Term Management Plan 2019 as the final step toward Vision 2020, increasing the overseas sales ratio, expanding competitive products and establishing a balanced business platform is reiterated. - FY2019-Q1RestatedAnnual report
「Under TaKaRa Group Medium-Term Management Plan 2019, the final step toward achieving the long-term management vision TaKaRa Group Vision 2020, we sought to further increase the overseas sales ratio and establish a balanced business platform capable of substantially increasing earnings regardless of changes in the operating environment by developing numerous competitive fields based on a broad, comprehensive lineup of products in Japan and overseas and many products with competitive advantages, and pursued steady business operations.」
The policy of advancing Medium-Term Management Plan 2019 as the final step toward Vision 2020, increasing the overseas sales ratio, expanding competitive products and establishing a balanced business platform is reiterated. - FY2018-Q3RestatedAnnual report
「Beginning in the current fiscal year, the Group launched TaKaRa Group Medium-Term Management Plan 2019 as the final step toward achieving the long-term management vision TaKaRa Group Vision 2020. We worked steadily to raise the overseas sales ratio further, establish numerous areas in which we could outperform competitors by offering comprehensive product lineups with competitive advantages in Japan and overseas, and build a balanced business platform capable of significantly increasing earnings regardless of changes in the operating environment.」
The direction of achieving Vision 2020 through Medium-Term Management Plan 2019, raising the overseas sales ratio, expanding competitively advantaged products and establishing a balanced business platform is reiterated. - FY2018-Q2RestatedAnnual report
「Beginning in the current fiscal year, the Group launched TaKaRa Group Medium-Term Management Plan 2019 as the final step toward achieving the long-term management vision TaKaRa Group Vision 2020. We worked steadily to raise the overseas sales ratio further, establish numerous areas in which we could outperform competitors by offering comprehensive product lineups with competitive advantages in Japan and overseas, and build a balanced business platform capable of significantly increasing earnings regardless of changes in the operating environment.」
The direction of achieving Vision 2020 through Medium-Term Management Plan 2019, raising the overseas sales ratio, expanding competitively advantaged products and establishing a balanced business platform is reiterated. - FY2018-Q1AdvancedAnnual report
「Beginning in the current fiscal year, the Group launched TaKaRa Group Medium-Term Management Plan 2019 as the final step toward achieving the long-term management vision TaKaRa Group Vision 2020. We worked steadily to raise the overseas sales ratio further, establish numerous areas in which we could outperform competitors by offering comprehensive product lineups with competitive advantages in Japan and overseas, and build a balanced business platform capable of significantly increasing earnings regardless of changes in the operating environment.」
Medium-Term Management Plan 2019 was launched as the final step toward achieving TaKaRa Group Vision 2020. Its objectives include raising the overseas sales ratio, expanding competitively advantaged product areas and establishing a balanced business platform. - FY2017-Q3RestatedAnnual report
「The management objective was to expand operations in markets where we could leverage our strengths in Japan and overseas and establish a balanced business structure resilient to changes in the operating environment」
The direction of expanding operations in Japan and overseas and establishing a balanced business structure under TaKaRa Group Vision 2020 is reaffirmed. - FY2017-Q2RestatedAnnual report
「The management objective was to expand operations in markets where we could leverage our strengths in Japan and overseas and establish a balanced business structure resilient to changes in the operating environment」
The management objective of TaKaRa Group Vision 2020 and its direction of establishing a balanced business structure through domestic and overseas expansion are reaffirmed. - FY2017-Q1RestatedAnnual report
「In 2011, we formulated the 10-year long-term management vision TaKaRa Group Vision 2020. Its management objective was to expand operations in markets where we could leverage our strengths in Japan and overseas and establish a balanced business structure resilient to changes in the operating environment.」
The vision and its objective of establishing a balanced business structure through domestic and overseas expansion are reaffirmed. - FY2016First statedAnnual report
「We formulated the long-term management vision TaKaRa Group Vision 2020 through the end of fiscal 2020 and aim to achieve sustainable growth by establishing a balanced business structure resilient to changes in the operating environment.」
A long-term objective through the end of fiscal 2020 to achieve a balanced business portfolio while expanding operations in Japan and overseas.