Building New Business Pillars
First written in FY2018. 4 of 8 entries say "Restated". Latest entry: FY2022.
The whole theme swung hardest in 2021: 1 of 6 companies on the "Worse" side.
1 other company's latest entry also says "Restated".
- FY2022RestatedAnnual report
「[Challenges toward 2030] 1. Delivering No. 1 value, global No. 1 strategy, area No. 1 strategy, and creating new businesses」
Separate from the immediate priorities after COVID-19, creating new businesses continued to be positioned as a challenge under Global Vision 2030. - FY2021ReframedAnnual report
「The group's key priorities are as follows: 1. Responding to the new normal 2. Strengthening earnings power and sustaining growth 3. Thorough risk management」
The group's immediate priorities were reorganized from those set out in the medium-term management plan for fiscal 2018 through fiscal 2020, including “building new pillars,” to priorities after COVID-19: responding to the new normal, strengthening earnings power and sustaining growth, and risk management. - FY2020AdvancedAnnual report
「The Company is implementing a medium-term management plan ending in the fiscal year ending March 2021. In the fiscal year ending March 2020, the plan’s second year, net sales and operating income progressed steadily from the previous fiscal year.」
Under the medium-term management plan for fiscal 2018 through fiscal 2020, second-year net sales and operating profit exceeded the previous year's levels, indicating progress toward strengthening earnings power and sustaining growth. - FY2019RestatedAnnual report
「The group has established a medium-term management plan with fiscal 2018 as its first year and fiscal 2020 as its final year. The consolidated performance targets for fiscal 2020 are net sales of ¥500 billion, operating profit of ¥45 billion, an operating margin of 9% and ROE of at least 10%. The group-wide priority is “strengthening earnings power and sustaining growth,” with 3 key priorities: “promoting higher added value,” “improving productivity” and “building new pillars.”」
The medium-term management plan for fiscal 2018 through fiscal 2020, the goal of strengthening earnings power and sustaining growth, and the 3 key priorities, including building new pillars, were reconfirmed. - FY2019-Q3RestatedAnnual report
「In addition, the company launched a new medium-term management plan for fiscal 2018 through fiscal 2020 to achieve its long-term vision.」
It was reconfirmed that the medium-term management plan for fiscal 2018 through fiscal 2020 to achieve Global Vision 2030 was under way. - FY2019-Q2RestatedAnnual report
「In addition, the company launched a new medium-term management plan for fiscal 2018 through fiscal 2020 to achieve its long-term vision.」
It was reconfirmed that the medium-term management plan for fiscal 2018 through fiscal 2020 to achieve Global Vision 2030 was under way. - FY2019-Q1AdvancedAnnual report
「In addition, the company launched a new medium-term management plan for fiscal 2018 through fiscal 2020 to achieve its long-term vision.」
The new medium-term management plan for fiscal 2018 through fiscal 2020 was launched to achieve Global Vision 2030. - FY2018First statedAnnual report
「The Group has established a medium-term management plan running from fiscal 2018 through fiscal 2020. Its consolidated performance targets for fiscal 2020 are net sales of ¥500 billion, operating income of ¥45 billion, and ROE of at least 10%. The Group-wide issue is strengthening profitability and sustaining growth, with three priority issues: promoting higher value-added products and services, improving productivity, and building new business pillars.」
As a key priority of the new medium-term management plan, the company specified for the first time the objective of building new growth pillars, separate from enhancing the added value and productivity of existing businesses. Global Vision 2030 also identifies “creating new businesses” as one of the challenges toward 2030.