Sustainable Growth and Enhancement of Corporate Value as a Comprehensive Food Producer
First written in FY2022-Q3. 7 of 11 entries say "Reframed", first in FY2022. Latest entry: FY2026.
The whole theme swung hardest in 2017: 1 of 12 companies on the "Worse" side.
1 other company's latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In addition, our group will shift the seafood sixth-sector industrialization business model we have promoted to date from one in which the group owns the entire supply chain to a network-based business model that uses cooperation with production areas, fishermen, processors and other external partners, based on 綜合食品株式会社, which handles the receiving of goods at Toyosu Market.」
Redefined the business model from one based on in-house ownership to one based on collaboration with external partners, while maintaining the goal of becoming a platform operator supporting production areas. - FY2023AdvancedAnnual report
「The Group has made steady progress in building a supply chain for its seafood business and has completed a seafood 6th-sector industrialization platform extending from fishing vessels to Toyosu Market and then to restaurants. The Group has adopted the new slogan “Catch, Sell, Make: All SANKO” and, as a “regional revitalization platform operator,” will develop a one-of-a-kind business model and open up new markets (creating markets = making).」
Under its vision of becoming a “regional revitalization platform operator that moves forward with producers,” the Company presented the completed seafood 6th-sector industrialization platform and the slogan “Catch, Sell, Make: All SANKO.” - FY2023-Q3RestatedAnnual report
「In order to achieve sustainable growth in line with the Group’s basic sustainability policy and enhance corporate value over the medium to long term, we will pursue our goal of becoming a “regional revitalization platform operator that moves forward with producers.”」
The Company continues to pursue its policy of becoming a “regional revitalization platform operator that moves forward with producers” through 6th-sector industrialization in the seafood business. - FY2022ReframedAnnual report
「In order to achieve sustainable growth in line with the Group’s basic sustainability policy and enhance corporate value over the medium to long term, we will pursue our goal of becoming a “regional revitalization platform operator that moves forward with producers.”」
The Company redefined its vision, changing from the former “comprehensive food producer” to a “regional revitalization platform operator that moves forward with producers,” centered on collaboration with the seafood business and regional producers. - FY2022-Q3First statedAnnual report
「Accordingly, we will pursue our goal of becoming a “comprehensive food producer” that achieves sustainable growth in line with the Group’s basic sustainability policy and enhances corporate value over the medium to long term.」
The Company identified sustainable growth and enhanced corporate value over the medium to long term through the 6th-sector industrialization model for its seafood business as its new vision of becoming a “comprehensive food producer.”