Three-Year Medium-Term Management Plan: Inheritance, Reform and Breakthrough
First written in FY2017. 14 of 20 entries say "Restated". Latest entry: 2026-08-10.
No other company in this theme has enough history to compare yet.
- 2026-08-10RestatedEarnings
「To achieve the strengthening of our profit structure through increased revenue set out in our medium-term management plan and to continue sustainable growth, our group is undertaking initiatives including improving and further developing existing businesses.」
The company continued to pursue the medium-term management plan's goal of strengthening the profit structure through increased revenue and improving existing businesses. - FY2026RestatedAnnual report
「Based on the Medium-Term Management Plan (fiscal years ending March 2025 to March 2027), the Group aims to become a comprehensive food company, with “health” as its keyword, by providing customers with health through food.」
The medium-term management plan covering the fiscal years ending March 2025 through March 2027 remains at the center of the Company’s management policy. - FY2026-H1RestatedAnnual report
「Under these circumstances, the Group is pursuing initiatives including “improvement and further development of existing businesses” to achieve the medium-term management plan’s goal of “strengthening the profit-generating structure through higher sales” and sustain growth.」
The Company continues to pursue the medium-term management plan’s goal of “strengthening the profit-generating structure through higher sales” and is working to improve and further develop its existing businesses. - FY2024ReframedAnnual report
「Based on the Medium-Term Management Plan (fiscal years ending March 2025 to March 2027), the Group aims to become a comprehensive food company, with “health” as its keyword, by providing customers with health through food. 《Main measures under the medium-term management plan》 Improvement and further development of existing businesses Clarification of regions and locations for new store openings Creation of new business formats Strengthening of the prepared-food business Improvement and expansion of overseas operations Strengthening the human resources base」
The Company moved from the plan covering the fiscal years ending March 2022 through March 2024 to a new medium-term management plan covering the fiscal years ending March 2025 through March 2027, and revised the structure of its measures. - FY2022RestatedAnnual report
「Based on the new medium-term management plan (fiscal years ending March 2022 through March 2024), our group aims to become a comprehensive food company by delivering health to customers through food, with “health” as the key theme.」
The medium-term management plan covering the fiscal years ending March 2022 through March 2024 remains at the center of the Company’s management policy. - FY2022-Q1RestatedAnnual report
「To address this situation, in addition to implementing the following measures during the current consolidated fiscal year, the Company has seen signs of a recovery in business performance, supported by government “cooperation payments” for temporary closures and reduced operating hours. Accordingly, as of the end of the first quarter of the current consolidated fiscal year, the Company has determined that no material uncertainty exists regarding the going concern assumption.」
The Company is continuing to implement measures related to the new medium-term management plan, including redefining the brand, introducing new menu items, standardizing operations, joint procurement and optimizing labor costs. - FY2021ReframedAnnual report
「Based on the new medium-term management plan (fiscal years ending March 2022 through March 2024), our group aims to become a comprehensive food company by delivering health to customers through food, with “health” as the key theme.」
The company changed from the previous “Creating Ootoya's Future” plan to a new medium-term management plan covering the fiscal years ending March 2022 through March 2024, restructuring the plan around health. - FY2021-Q2RestatedAnnual report
「Although the company formulated a new medium-term management plan in May of this year and pursued management improvement through various measures, the recovery in net sales after the lifting of the state of emergency remained gradual」
The company is pursuing management improvement measures based on the new medium-term management plan formulated in May 2020, but the recovery in net sales remained gradual. - FY2020ReframedAnnual report
「In May 2020, after determining that fundamental management improvement was necessary in light of the recent business environment and performance trends, the company formulated a new three-year medium-term management plan, “Creating Ootoya's Future.”」
The plan was changed from the “Reform” Phase I to “Reform” Phase II to “Leap Forward” plan to a new three-year plan focused on fundamental management improvement. - FY2020-Q3RestatedAnnual report
「The Group's current consolidated fiscal year is the Reform Phase II of the new three-year medium-term management plan, “Reform” Phase I to “Reform” Phase II to “Leap Forward,” based on the concept of “From a provider of home-style meals to a company that delivers health,”」
The revised three-year medium-term management plan continues to serve as the central focus of business operations in the Reform Phase II stage. - FY2020-Q2RestatedAnnual report
「The Group's current consolidated fiscal year is the Reform Phase II of the new three-year medium-term management plan, “Reform” Phase I to “Reform” Phase II to “Leap Forward,” based on the concept of “From a provider of home-style meals to a company that delivers health,”」
The revised three-year medium-term management plan continues to serve as the central focus of business operations, having progressed from Reform Phase I to Reform Phase II. - FY2020-Q1AdvancedAnnual report
「The Group's current consolidated fiscal year is the Reform Phase II of the new three-year medium-term management plan, “Reform” Phase I to “Reform” Phase II to “Leap Forward,” based on the concept of “From a provider of home-style meals to a company that delivers health,”」
The three-year medium-term management plan has progressed from Reform Phase I to Reform Phase II and is positioned as having entered the next stage of the plan. - FY2019-Q3RestatedAnnual report
「Under these circumstances, the implementation of the new three-year medium-term management plan, “Reform” Phase I to “Reform” Phase II to “Leap Forward,” based on the concept of “From a provider of home-style meals to a company that delivers health,” is positioned as the most important priority. All officers and employees will work together, adopting “Proper meals.” as the Ootoya brand slogan, to establish the Group's brand, promote its medium- to long-term development and enhance corporate value.」
The company reaffirmed its policy of enhancing corporate value through the revised three-year medium-term management plan as its most important priority, all officers and employees, the brand slogan and brand establishment. - FY2019-Q2RestatedAnnual report
「The implementation of the new three-year medium-term management plan, “Reform” Phase I to “Reform” Phase II to “Leap Forward,” based on the concept of “From a provider of home-style meals to a company that delivers health,” is positioned as the most important priority」
The revised three-year medium-term management plan continues to be positioned as the most important priority of Reform Phase I. - FY2019-Q1RestatedAnnual report
「The Group's current consolidated fiscal year is the first year, the Reform Phase I, of the new three-year medium-term management plan, “Reform” Phase I to “Reform” Phase II to “Leap Forward,” based on the concept of “From a provider of home-style meals to a company that delivers health.”」
The revised three-year medium-term management plan is positioned as the first year of Reform Phase I, and implementation of the plan is continuing. - FY2018ReframedAnnual report
「In May 2018, the Group reviewed its medium-term management plan and formulated a new three-year medium-term management plan. Under the following key initiatives, it will work to achieve sustainable growth and enhance corporate value over the medium to long term.」
The plan was changed from the previous “Succession” to “Reform” to “Leap Forward” structure to the revised “Reform” Phase I to “Reform” Phase II to “Leap Forward” phase structure. - FY2018-Q3RestatedAnnual report
「In this context, the Group has positioned the implementation of the medium-term management plan, “Succession” to “Reform” to “Leap Forward,” as its most important priority. All officers and employees will work together to establish the Ootoya brand, promote its medium- to long-term development and enhance corporate value.」
The implementation of the three-year medium-term management plan continues to be positioned as the most important priority. - FY2018-Q2RestatedAnnual report
「Under these circumstances, the Group's current consolidated fiscal year is the first year, the Succession phase, of the medium-term management plan, “Succession” to “Reform” to “Leap Forward,”」
The first year of the three-year medium-term management plan is positioned as the Succession phase, with the plan continuing to serve as the central focus of business operations. - FY2018-Q1RestatedAnnual report
「In this context, the Group has positioned the implementation of the medium-term management plan, “Succession” to “Reform” to “Leap Forward,” as its most important priority. All officers and employees will work together to establish the Ootoya brand, promote its medium- to long-term development and enhance corporate value.」
The company reaffirmed the three-year medium-term management plan as its most important priority for the current fiscal year and stated that it would implement the plan with all officers and employees working together. - FY2017First statedAnnual report
「The Group has formulated a three-year medium-term management plan covering the fiscal years ending March 2018 through March 2020. Under the following key initiatives, it will work to achieve sustainable growth and enhance corporate value over the medium to long term.」
The company disclosed for the first time a three-year plan encompassing the strengthening of existing stores, the turnaround of unprofitable stores, store development, marketing, brand establishment, profitability across all stores, 500 stores and consideration of expansion into Europe.