No. 1 Long-Term Vision: Delivering Transformation and Challenge, Health and Smiles
First written in FY2020. 3 of 9 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026RestatedAnnual report
「The Group has worked to fully promote "fan-based management," using the purpose, vision and values formulated in April 2025 as the basis for management decisions.」
The Group continued its annual policy of using the purpose, vision and values formulated in April 2025 as the basis for management decisions and enhancing corporate value over the medium to long term based on its fans. - 2026-06-04AdvancedGeneral Meetings of Shareholders
「By reducing the investment amount per unit through a stock split, we will create an environment in which individual investors can invest more easily. We will thereby work to further expand our fan shareholder base.」
The company described expanding its fan shareholder base through a stock split as a measure aimed at increasing corporate value over the medium to long term on the basis of its fan base. - FY2026-H1ReframedAnnual report
「To achieve its medium-term management plan, the Group formulated its purpose (contributing to the world by maximizing the value of sesame), vision (addressing social issues through sesame and enabling both employees and the Company to grow sustainably), and values (pioneering sesame; putting customers first; acting with integrity, fairness and honesty; respecting different views, cultures and societies without discrimination; taking on challenges and always creating change) in April 2025. It is working to implement "fan-based management," which aims to enhance corporate value over the medium to long term based on the Group's fans.」
In addition to the previous long-term vision of "transformation and challenge" and "being No. 1 in delivering health and smiles," the Group formulated its purpose, vision and values in April 2025 and reframed its management approach around enhancing corporate value over the medium to long term based on its fans. - FY2023Cited as achievedAnnual report
「The Group achieved such milestones as the integration of Katagi Foods into the Group in 2017 and the start of operations at the Sodegaura Plant in 2020. It regards fiscal 2020 as a major milestone that could be described as a "second founding," and formulated its long-term Group vision in May 2020.」
The integration of Katagi Foods into the Group and the start of operations at the Sodegaura Plant are cited as past milestones, explaining the background to the long-term vision. - FY2021AdvancedAnnual report
「Internally, the Group regards fiscal 2020 as a major milestone that could be described as a "second founding," following such developments as the integration of Katagi Foods into the Group in 2017 and the start of operations at the Sodegaura Plant in 2020. In May 2020, it formulated its long-term Group vision, "Transformation and Challenge! We aim to be No. 1 in delivering health and smiles!", with the objectives of "changing our mindset for the future" and "sharing an attitude of thinking for ourselves, changing and taking on challenges."」
The integration of Katagi Foods into the Group and the start of operations at the Sodegaura Plant are positioned as a "second founding," providing a more specific explanation of the background to and objectives of the long-term vision. - FY2021-Q3ReframedAnnual report
「Although the medium-term management plan "ONE Kadoya 2025," formulated in May, faces uncertainty due to the COVID-19 pandemic, the Group is advancing measures related to its "business strategy" and "strengthening its management foundation," as well as initiatives toward realizing a sustainable society (management with an awareness of the SDGs), under the slogan of transformation and challenge.」
The wording changed from "rebuilding the management foundation" to "strengthening the management foundation," but the direction of advancing the medium-term plan under the concept of transformation and challenge has been maintained. - FY2021-Q2RestatedAnnual report
「Although the medium-term management plan "ONE Kadoya 2025," formulated in May, faces uncertainty due to the COVID-19 pandemic, the Group is advancing measures related to its "business strategy" and "rebuilding its management foundation," as well as initiatives toward realizing a sustainable society (management with an awareness of the SDGs), under the theme of transformation and challenge.」
While recognizing the uncertainty caused by the COVID-19 pandemic, the Group is advancing the measures in its medium-term plan under the long-term vision's concept of "transformation and challenge." - FY2021-Q1RestatedAnnual report
「Although the medium-term management plan "ONE Kadoya 2025," formulated in May, faces uncertainty due to the COVID-19 pandemic, the Group is advancing measures related to its "business strategy" and "rebuilding its management foundation," as well as initiatives toward realizing a sustainable society (management with an awareness of the SDGs), under the theme of transformation and challenge.」
The document states that the Group is advancing the measures in its medium-term management plan based on the long-term vision's concept of "transformation and challenge." - FY2020First statedAnnual report
「In May 2020, the Group formulated its long-term vision, "Transformation and Challenge! We aim to be No. 1 in delivering health and smiles!", with the objectives of "changing our mindset for the future" and "sharing an attitude of thinking for ourselves, changing and taking on challenges."」
In addition to its previous direction as a leading sesame manufacturer, the Group's long-term vision explicitly set out, for the first time, its aim to be No. 1 in delivering health and smiles.