Management Centered on TIC: Transformation, Innovation and Challenge
First written in FY2016. 18 of 23 entries say "Restated". Latest entry: FY2026-H1.
No other company in this theme has enough history to compare yet.
- FY2026-H1RestatedAnnual report
「The Company's value-based management is built on the integration of its ability to create value and its ability to communicate value. By creating meaningful value for diverse stakeholders through its products and services and communicating that value accurately, the Company will build trust and achieve growth while pursuing both social significance and corporate value.」
The Company continues to pursue the integration of value creation and value communication, delivering value to diverse stakeholders and implementing initiatives under Mid-Term Management Plan 2027. - 2026-03-03RestatedGeneral Meetings of Shareholders
「Under our corporate philosophy of “aiming to be a company that is considerate of people and the environment through coffee,” we are working toward realizing a sustainable future. We have positioned the 3-year period from the fiscal year ending December 2025 through the fiscal year ending December 2027 as a period of major progress toward creating new value through coffee, and have placed “value management” at the core of our management.」
The company reaffirms its policy of placing “value management” at the core of management and positioning the period from the fiscal year ending December 2025 through the fiscal year ending December 2027 as a period of major progress toward creating new value. - FY2025-H1ReframedAnnual report
「Guided by its corporate philosophy of “Aiming to be a company that is kind to people and the environment through coffee,” the Group is working to achieve a sustainable future. It positions the three years from the fiscal year ending December 2025 through the fiscal year ending December 2027 as a period of significant progress toward creating new value through coffee, and will place “value-based management” at the core of its management.」
The policy of placing value-based management at the core of management has been developed into a plan that positions the three years from the fiscal year ending December 2025 through the fiscal year ending December 2027 as a period of significant progress toward creating new value. - FY2024ReframedAnnual report
「The Group has adopted “value-based management” as its basic policy. It will invest in growth areas and transform itself into a highly profitable business capable of responding to changes in the operating environment. Specifically, it will expand its sales platform in the foodservice market, a growth area, leverage economies of scale from higher coffee volumes and pursue further cost advantages by reorganizing its production system using external resources.」
The wording was updated from Resilient Plan 2020 and similar descriptions to a policy centered on value-based management, investment in growth areas, expansion of the foodservice sales platform, production-system reorganization using external resources and transformation into a highly profitable business. - FY2024-H1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by the Company during the interim consolidated accounting period.」
The company reconfirms that there were no material changes to its management policies, management strategies or related matters. - FY2024-Q1RestatedAnnual report
「There were no material changes during the cumulative consolidated period of the first quarter to the management policies, management strategies or other matters established by our group.」
The Company states that there were no material changes to its management policies or strategies, indicating that the existing strategy continues. - FY2023RestatedAnnual report
「The Group formulated and disclosed the outline of its “2020–2024 Mid-Term Management Plan, Resilient Plan 2020” on 31 August 2020. Under the plan, the Company decided to accelerate its existing policies to adapt to the impact of COVID-19. It identified structural reform, capital investment in the single-serve business, strengthening its presence in the foodservice business and cost advantages from factory realignment as growth drivers, and is pursuing initiatives aimed at becoming a resilient company.」
The Company continues to pursue structural reform, investment in the single-serve business, a stronger presence in the foodservice business and cost advantages from factory realignment as growth drivers under Resilient Plan 2020. - FY2023-Q3RestatedAnnual report
「There were no material changes in the management policies, management strategies or other matters established by the Company during the nine-month cumulative period.」
States that there have been no material changes to the management policies or management strategies. - FY2023-Q2RestatedAnnual report
「There were no material changes in the management policies, management strategies or other matters established by the Company during the six-month cumulative period.」
The Company states that there were no material changes to its management policies or strategies, indicating their continuation. - FY2023-Q1RestatedAnnual report
「There were no material changes during the cumulative consolidated period of the first quarter to the management policies, management strategies or other matters established by our group.」
States that there have been no material changes to the management policies or management strategies. - FY2020-Q1RestatedAnnual report
「Guided by its corporate philosophy of “Aiming to be a company that is kind to people and the environment, with coffee at its core,” the Company is focusing on improving its earnings structure and strengthening internal controls, with “Structural transformation and investment in growth areas” as the pillars of its 2019–2021 Mid-Term Management Plan.」
The Company continues its management policy centered on structural transformation and investment in growth areas under the 2019–2021 Mid-Term Management Plan. - FY2019-Q3RestatedAnnual report
「Guided by its corporate philosophy of “Aiming to be a company that is kind to people and the environment, with coffee at its core,” the Company is focusing on improving its earnings structure and strengthening internal controls, with “Structural transformation and investment in growth areas” as the pillars of its 2019–2021 Mid-Term Management Plan.」
The Company continues to pursue a management plan centered on structural transformation and investment in growth areas under the 2019–2021 Mid-Term Management Plan. - FY2019-Q2RestatedAnnual report
「Under the 2019–2021 Mid-Term Management Plan, the Company is focusing on improving its earnings structure and strengthening internal controls, with “Structural transformation and investment in growth areas” as its central theme.」
The Company continues to pursue a management plan centered on “Structural transformation and investment in growth areas” under its 2019–2021 Mid-Term Management Plan. - FY2018ReframedAnnual report
「The Company has adopted “Structural transformation and investment in growth areas” as its basic policy. It will transform its business structure and invest in growth areas to achieve sustainable growth in its coffee-related business.」
The expression of transformation and challenge was updated from TIC and Mid-Term Business Plan 2018 to the 2019–2021 plan centered on “Structural transformation and investment in growth areas.” - FY2018-Q3RestatedAnnual report
「The Company defined “Fun to Drink” as a new vision in its Mid-Term Business Plan 2018. With “Creating a mechanism that generates competitive advantage” as its central theme, it is pursuing three strategies: price leadership, strengthening its production system and expanding its sales channels, with the aim of enhancing corporate value.」
Rather than using the former TIC name, the Company continues to pursue transformation and challenge through its mid-term plan, the creation of competitive advantage and three strategies covering pricing, production and sales channels. - FY2018-Q2RestatedAnnual report
「Under Medium-Term Business Plan 2018, we defined “Fun to Drink” as a new vision and, centered on “creating mechanisms that generate competitive advantage,” pursued three strategies: price leadership, strengthening the production structure and expanding sales channels.」
Rather than using the former TIC name, the Company continues to express its management approach to transformation and challenge through Mid-Term Business Plan 2018 and three strategies. - FY2018-Q1ReframedAnnual report
「Under Medium-Term Business Plan 2018, we defined “Fun to Drink” as a new vision and, centered on “creating mechanisms that generate competitive advantage,” pursued three strategies: price leadership, strengthening the production structure and expanding sales channels.」
Instead of directly repeating the former TIC keyword, the Company articulated transformation and challenge through Mid-Term Business Plan 2018, “Fun to Drink,” the creation of competitive advantage and three strategies. - FY2017-Q2RestatedAnnual report
「Under our corporate philosophy of aspiring to be a people- and environment-friendly company built around coffee, we are focusing on improving our earnings structure and strengthening internal controls. At the same time, under the theme “Fun to Drink,” a new value of coffee meaning “enjoying drinking it,” we continue to pursue “coffee beyond that” and take on new challenges.」
The Company continues to demonstrate its commitment to improving its earnings structure, strengthening internal controls and taking on challenges. - FY2017-Q1RestatedAnnual report
「Under our corporate philosophy of aspiring to be a people- and environment-friendly company built around coffee, we are focusing on improving our earnings structure and strengthening internal controls. At the same time, under the theme “Fun to Drink,” a new value of coffee meaning “enjoying drinking it,” we continue to pursue “coffee beyond that” and take on new challenges.」
Although the name TIC is not repeated, the Company continues to pursue improvement of its earnings structure, stronger internal controls and ongoing challenges. - FY2016-Q3RestatedAnnual report
「Under our corporate philosophy of aspiring to be a people- and environment-friendly company built around coffee, we are focusing on improving our earnings structure and strengthening internal controls. At the same time, under the theme “Fun to Drink,” a new value of coffee meaning “enjoying drinking it,” we continue to pursue “coffee beyond that” and take on new challenges.」
Although the name TIC is not repeated, the Company continues to focus on improving its earnings structure and strengthening internal controls. - FY2016-Q2RestatedAnnual report
「Under our corporate philosophy of aspiring to be a people- and environment-friendly company built around coffee, we are focusing on improving our earnings structure and strengthening internal controls. At the same time, under the theme “Fun to Drink,” a new value of coffee meaning “enjoying drinking it,” we continue to pursue “coffee beyond that” and take on new challenges.」
Although the name TIC is not repeated, the Company continues to focus on improving its earnings structure and strengthening internal controls. - FY2016RestatedAnnual report
「The Company is focusing on improving its earnings structure and strengthening internal controls. It continues to take on challenges under the theme of “Fun to Drink,” a new value of coffee defined as “enjoying drinking,” while constantly pursuing “coffee beyond that.”」
Although TIC is not repeated in the text, the Company continues to improve its earnings structure, strengthen internal controls and take on challenges. - FY2016First statedAnnual report
「We are focusing on improving our earnings structure and strengthening internal controls while adopting “TIC” as a new management keyword: “T = Transformation,” “I = Innovation” and “C = Challenge.”」
The Company identifies TIC, meaning transformation, innovation and challenge, as a management keyword and expresses its commitment to improving its earnings structure and strengthening internal controls.