Rolling Medium-Term Management Plan “Renaissance Fuji 2018”
First written in FY2017-Q1. 13 of 18 entries say "Restated". Latest entry: FY2022.
The whole theme swung hardest in 2024: 5 of 17 companies on the "Worse" side.
1 other company's latest entry also says "Dropped".
- FY2022DroppedAnnual report
「Based on the view that the consolidated fiscal year was an important year for implementing initiatives not achieved under the Medium-Term Management Plan “Towards a Further Leap 2020” (2017-2020), which ran through the previous consolidated fiscal year, and for strengthening the management foundation for the next medium-term management plan」
“Towards a Further Leap 2020” is treated as a past plan, with the focus in the current fiscal year shifting to implementing initiatives not achieved and transitioning to the next plan. - FY2022-Q2RestatedAnnual report
「The consolidated fiscal year was recognized as an important period for renewed efforts on initiatives not achieved under the Medium-Term Management Plan “Towards a Further Leap 2020” (2017-2020), which ran through the previous consolidated fiscal year, and for preparing for the new medium-term management plan beginning the following fiscal year. The Group is working as one to enhance corporate value.」
The Company continues to position the period as one for renewed efforts on initiatives not achieved under the completed previous medium-term management plan. - FY2022-Q1Renewed efforts on initiatives not achievedAnnual report
「The consolidated fiscal year was recognized as an important period for renewed efforts on initiatives not achieved under the Medium-Term Management Plan “Towards a Further Leap 2020” (2017-2020), which ran through the previous consolidated fiscal year, and for preparing for the new medium-term management plan beginning the following fiscal year」
The Company positions the period following the completed medium-term management plan as a period for renewed efforts on initiatives that were not achieved. - FY2021Plan period ended; management targets not achievedAnnual report
「The management targets set under the medium-term management plan were ROE of 10%, a CAGR of at least 6% in operating profit, and an EPS CAGR of at least 8%. Although the core competency businesses made progress, performance declined in the fiscal year ended March 2021 due to lower demand in the gift and food-service markets amid the COVID-19 pandemic, and the Company failed to achieve the target management indicators.」
The Company explicitly states that, after the final year of “Towards a Further Leap 2020,” its management targets for ROE, operating profit growth, and EPS growth were not achieved. - FY2021-Q2RestatedAnnual report
「The consolidated fiscal year was the final year of the Medium-Term Management Plan “Towards a Further Leap 2020” (2017-2020). During the medium-term management plan period, the Company steadily advanced the selection and concentration of resources, including investing resources in core competencies and selling non-core businesses.」
The Company reconfirms that “Towards a Further Leap 2020” was in its final year and continues to advance the selection and concentration of resources during the plan period. - FY2021-Q1RestatedAnnual report
「The consolidated fiscal year was the final year of the Medium-Term Management Plan “Towards a Further Leap 2020” (2017-2020). During the medium-term management plan period, the Company made substantial progress in selecting and concentrating resources, including investing resources in core competencies and selling non-core businesses.」
The Company confirms that “Towards a Further Leap 2020” was in its final year and explains the progress made in selecting and concentrating resources during the plan period. No change to the plan itself is stated. - FY2020RestatedAnnual report
「The consolidated fiscal year was the third year of the Medium-Term Management Plan “Towards a Further Leap 2020” (2017-2020), and the Company continued its transformation toward the final year」
In the third year of the plan, the Company continues its transformation toward the final year. As the plan period enters its final stage, the Company also refers to formulating a new plan beginning in the fiscal year ending March 2022. - FY2020-Q3RestatedAnnual report
「In the third year of the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020), the Company is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” “development of high-value-added functional businesses,” and “cost reduction and standardization to global standards,” as a period for building an important foundation for sustainable growth」
In the third year of the medium-term management plan covering fiscal 2017 through fiscal 2020, the Company continues to pursue 4 basic policies. - FY2020-Q2RestatedAnnual report
「In the third year of the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020), the Company is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” “development of high-value-added functional businesses,” and “cost reduction and standardization to global standards,” as a period for building an important foundation for sustainable growth」
In the third year of the medium-term management plan, the Company continues its growth strategy centered on 4 basic policies. - FY2020-Q1RestatedAnnual report
「In the third year of the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020), the Company is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” “development of high-value-added functional businesses,” and “cost reduction and standardization to global standards,” as a period for building an important foundation for sustainable growth」
In the third year of “Towards a Further Leap 2020,” the Company continues to pursue a growth strategy centered on 4 basic policies. - FY2019-Q3RestatedAnnual report
「In the second year of the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020), the Company is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” “development of high-value-added functional businesses,” and “cost reduction and standardization to global standards,” as a period for building an important foundation for sustainable growth」
In the second year of the fixed-term medium-term management plan covering fiscal 2017 through fiscal 2020, the Company continues to pursue 4 basic policies. - FY2019-Q2RestatedAnnual report
「In the second year of the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020), the Company is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” “development of high-value-added functional businesses,” and “cost reduction and standardization to global standards,” as a period for building an important foundation for sustainable growth」
In the second year of “Towards a Further Leap 2020,” the Company continues its growth strategy centered on 4 basic policies. - FY2018-Q3RestatedAnnual report
「The Fuji Oil Group is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” and “development of high-value-added functional businesses” under the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020), expanding into growing markets and markets where it can leverage its strengths while responding to major changes in the market.」
The Company continues to pursue “Towards a Further Leap 2020,” covering fiscal 2017 through fiscal 2020, and its growth strategy. - FY2018-Q2RestatedAnnual report
「The Company reviewed its previous rolling approach and formulated the Medium-Term Management Plan “Towards a Further Leap 2020,” incorporating reforms and strategies to establish a strong global presence and become a leading company worldwide, and clarifying its targets for fiscal 2020.」
The Company continues to pursue “Towards a Further Leap 2020,” which changed from a rolling plan to a fixed-term plan, as its medium-term management plan. - FY2018-Q1RestatedAnnual report
「The Fuji Oil Group is pursuing a growth strategy centered on “strengthening core competencies,” “growth of the soy business,” and “development of high-value-added functional businesses” under the Medium-Term Management Plan “Towards a Further Leap 2020” (fiscal 2017 to fiscal 2020)」
The Company continues to pursue the fixed-term medium-term management plan covering fiscal 2017 through fiscal 2020 and its 3 growth pillars. - FY2017ReframedAnnual report
「Although the Medium-Term Management Plan “Renaissance Fuji 2018,” formulated the previous year, was still under way, the Company decided to review its traditional rolling approach and adopt a fixed-term medium-term management plan in order to achieve further growth amid global changes described as the Fourth Industrial Revolution. It formulated the Medium-Term Management Plan “Towards a Further Leap 2020,” covering the 4 years from fiscal 2017 through fiscal 2020.」
The Company changed from the previous rolling plan to a fixed-term medium-term management plan covering fiscal 2017 through fiscal 2020. - FY2017-Q2RestatedAnnual report
「In this environment, under the basic policies of “sustainable management,” “global management,” and “technology management” set out in the rolling Medium-Term Management Plan “Renaissance Fuji 2018” (April 2016 to March 2019), the Fuji Oil Group worked to strengthen its business foundation through growth strategies, profit-structure reform, and the development of a supply chain, while developing products suited to customer needs and supplying high-functionality materials.」
There are no substantive changes to the plan name, the period from April 2016 to March 2019, the basic policies, or the initiatives. - FY2017-Q1First statedAnnual report
「In this environment, under the basic policies of “sustainable management,” “global management,” and “technology management” set out in the rolling Medium-Term Management Plan “Renaissance Fuji 2018” (April 2016 to March 2019), the Fuji Oil Group worked to strengthen its business foundation through growth strategies, profit-structure reform, and the development of a supply chain, while developing products suited to customer needs and supplying high-functionality materials.」
The Company sets out the plan period from April 2016 to March 2019, its 3 basic policies, and multiple initiatives.