Shift to management based on mid-term indicators
First written in FY2022. 6 of 8 entries say "Advanced", first in FY2023. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Specifically, we are designing and operating as an integrated whole 7 company-wide strategies linked to the “7 key management matters” identified by the Board of Directors: the medium- to long-term growth strategy, portfolio strategy, financial and capital strategy, speed-up × scale-up of organizational execution capabilities, sustainability strategy, stakeholder engagement and corporate governance, and strengthening compliance. We are also advancing more sophisticated resource allocation and decision-making across businesses, functions and regions.」
In the middle of the medium-term ASV management 2030 roadmap, the company gave concrete form to a framework for operating 7 company-wide strategies as an integrated whole and advancing resource allocation across businesses, functions and regions. In April 2026, it established a CHRO position to integrate the company-wide strategies with human resources and the organization. - FY2025AdvancedAnnual report
「Under the new management structure led by Nakamura from February 2025, we aim to further evolve ASV management. Based on the Ajinomoto Group's purpose and its behavioral principles, the “Ajinomoto Group Way (AGW),” we will evolve our business portfolio by creating new businesses through business model transformation and steadily driving organic growth. This will be based on accelerating and scaling up through the “Rapid Development System” (*4), drawing on both forecasts from existing businesses and backcasting from our desired state (*5).」
Under the new management structure led by Nakamura, medium-term ASV management was translated into portfolio evolution through the Rapid Development System, forecasting and backcasting, new business creation and organic growth. - FY2024AdvancedAnnual report
「Regarding various portfolios, including business, function and geographic portfolios, we are continuing to pursue greater efficiency and an asset-light approach while considering them with greater focus on medium- to long-term growth. We aim to build a distinctive portfolio “model” that is constantly renewed and evolves through ① gathering, ② transforming, ③ starting and ④ stopping.」
The company evolved medium-term metric-based management into portfolio management centered on continuing the asset-light approach and medium- to long-term growth, and presented 4 actions—resource allocation, transformation, starting new initiatives and withdrawal—as its management model. - FY2024-Q2RestatedAnnual report
「There were no material changes during the cumulative consolidated period of the second quarter to the management policies, management strategies or other matters established by our group.」
The company states that there have been no significant changes to the framework for medium-term metric-based management and the medium-term ASV management 2030 roadmap. - FY2023AdvancedAnnual report
「We will evolve from plan-centered management into management that continually strengthens execution capabilities. We have discontinued the formulation of medium-term management plans and will promote “medium-term ASV management,” which continues to pursue the “ASV metrics.” To this end, we established challenging metrics toward our “desired state in 2030” and, working backward from them, formulated a roadmap through fiscal 2030.」
The transition to management based on medium-term metrics announced in fiscal 2022 was implemented through the abolition of conventional medium-term management plans, ASV metrics and the 2030 roadmap. - FY2022First statedAnnual report
「While retaining the numerical targets for fiscal 2025, we decided to review the process for formulating future medium-term plans, define our “desired state in 2030” and medium-term management metrics, and evolve our management approach into one based on medium-term metrics by working backward from the future to the present to establish the path to achieving them.」
While maintaining the existing numerical targets for fiscal 2025, the company newly set out a management approach that works backward from its desired state in 2030 and flexibly reviews plans centered on medium-term management metrics.