Strengthening the earnings base for sustainable growth
First written in FY2016-Q2. 20 of 29 entries say "Restated". Latest entry: FY2026-H1.
No other company in this theme has enough history to compare yet.
- FY2026-H1ReframedAnnual report
「Under the Mission, Vision and Values, the theme of the 2026–2028 medium-term management plan, "Kagome Group Plan 2028," is "Evolving the value chain that creates value from agriculture and building competitive advantages in Japan and overseas—maximizing the synergies of our unique strengths in agriculture, technology and a global network." Its basic strategy is to strengthen competitiveness by improving earnings power and investing resources in growth and new value-creation fields.」
Moved from the previous medium-term management plan to "Kagome Group Plan 2028" for 2026–2028, with a basic strategy focused on synergies among agriculture, technology and the global network, improving earnings power, and investing resources in growth and new value-creation fields. - FY2025-H1RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Continued to pursue the 4-year medium-term management plan from the fiscal year ending December 2022 and sustainable growth through the organic integration of 4 actions. - FY2024AdvancedAnnual report
「As a result, our performance in 2024 exceeded the Third Medium-Term Management Plan targets of ¥300.0 billion in revenue and ¥24.0 billion in business profit.」
Consolidated revenue of ¥306.869 billion and business profit of ¥27.094 billion in fiscal 2024 exceeded the Third Medium-Term Management Plan targets of ¥300.0 billion and ¥24.0 billion, respectively. The company aims to achieve the targets for a second consecutive year in fiscal 2025. - FY2024-H1RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Reaffirmed the basic strategy of realizing sustainable growth through the organic integration of the 4 actions. - FY2024-Q1RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Reaffirmed the realization of sustainable growth through the 4 actions under the medium-term management plan from the fiscal year ending December 2022. - FY2023-Q3RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Reaffirmed the basic strategy of organically integrating the 4 actions to achieve sustainable growth. - FY2023-Q2RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Reaffirmed the Third Medium-Term Management Plan for fiscal 2022–2025 and its basic strategy of organically integrating the 4 actions. - FY2023-Q1RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Reaffirmed the 4-year medium-term management plan from the fiscal year ending December 2022 and sustainable growth through the organic integration of 4 actions. - FY2022SoftenedAnnual report
「However, we will review the quantitative targets for 2025.」
The 2025 quantitative targets in the Third Medium-Term Management Plan will be reviewed in light of the sharp increase in raw material prices, with new targets to be presented by the earnings briefing in February 2024. - FY2022-Q3RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Reaffirmed the 4-year medium-term management plan from the fiscal year ending December 2022 and the realization of sustainable growth through the organic integration of 4 actions. - FY2022-Q1RestatedAnnual report
「Under the medium-term management plan covering the 4 years from the fiscal year ending December 2022, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the basic strategy of achieving sustainable growth through the organic integration of 4 actions: ① promoting behavioral change to increase vegetable consumption, ② transforming to fan-based marketing, ③ pursuing both organic and inorganic growth, and ④ strengthening the group's management platform and fostering a culture that embraces challenges, thereby further enhancing corporate value.」
Reaffirmed the 4-year medium-term management plan from the fiscal year ending December 2022 and sustainable growth through the organic integration of 4 actions. - FY2021ReframedAnnual report
「The Third Medium-Term Management Plan beginning in fiscal 2022 will be a 4-year period for completing our efforts to achieve the 2025 targets. We are formulating the plan after reviewing the Second Medium-Term Management Plan and identifying the issues that remain.」
Formally positioned the Third Medium-Term Management Plan as a 4-year plan for fiscal 2022–2025, shifting toward growth based on the results and issues identified in the Second Plan. - FY2021-Q3Third Medium-Term Management Plan under formulationAnnual report
「In the Third Medium-Term Management Plan currently under formulation, covering fiscal 2022 through fiscal 2025, we plan to actively explore opportunities for inorganic growth, including M&A with companies expected to generate synergies in various fields in Japan and overseas, in addition to the organic growth of existing businesses.」
In addition to the medium-term management plan from 2019, the Third Medium-Term Management Plan covering fiscal 2022–2025 is under formulation, with plans to pursue opportunities for organic growth in existing businesses and inorganic growth including M&A. - FY2021-Q2RestatedAnnual report
「Under the medium-term management plan covering the three years from the fiscal year ending December 2019, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the plan's core strategies of continuing to strengthen earnings power and achieving growth by taking on new businesses and fields, thereby further enhancing corporate value.」
Reaffirmed the three-year medium-term management plan from the fiscal year ending December 2019 and its core strategies of strengthening earnings power and pursuing new businesses and fields. - FY2020SoftenedAnnual report
「To achieve our desired future state in 2025 and our long-term vision, we have positioned the three years through fiscal 2021 as the Second Medium-Term Management Plan. We will stimulate demand for vegetables and work to further enhance our social and economic value. Our quantitative targets are consolidated revenue of ¥186.0 billion and consolidated business profit of ¥13.1 billion for fiscal 2021.」
Moved to the Second Medium-Term Management Plan through fiscal 2021. The targets were reduced from the previously stated ¥212.0 billion in consolidated revenue and ¥16.2 billion in consolidated business profit to ¥186.0 billion and ¥13.1 billion, respectively. - FY2020-Q3RestatedAnnual report
「Under the medium-term management plan covering the three years from the fiscal year ending December 2019, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are working on the plan's core strategies of "continuing to strengthen earnings power" and "achieving growth by taking on new businesses and fields," thereby further enhancing corporate value.」
Reaffirmed the medium-term management plan from the fiscal year ending December 2019 and its core strategies of strengthening earnings power and pursuing new businesses and fields. - FY2020-Q1RestatedAnnual report
「Under the medium-term management plan covering the three years from the fiscal year ending December 2019, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the plan's core strategies of continuing to strengthen earnings power and achieving growth by taking on new businesses and fields, thereby further enhancing corporate value.」
Reaffirmed the three-year medium-term management plan from the fiscal year ending December 2019 and the 2 core strategies of strengthening earnings power and pursuing new businesses and fields. - FY2019RestatedAnnual report
「To achieve our desired future state in 2025 and our long-term vision, we have positioned the three years through fiscal 2021 as a new medium-term management plan. We will pursue new businesses and fields and work to further enhance our social and economic value.」
Continued to state the medium-term management plan through fiscal 2021, the desired future state for 2025, and the enhancement of social and economic value. - FY2019-Q3RestatedAnnual report
「Under the medium-term management plan covering the three years from the fiscal year ending December 2019, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably.」
Reaffirmed the three-year medium-term management plan from the fiscal year ending December 2019 and the goal of sustainable growth. - FY2019-Q1ReframedAnnual report
「Under the medium-term management plan covering the three years from the fiscal year ending December 2019, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. We are pursuing the plan's core strategies of continuing to strengthen earnings power and achieving growth by taking on new businesses and fields, thereby further enhancing corporate value.」
Moved to a new three-year medium-term management plan beginning with the fiscal year ending December 2019 and reorganized its core strategies around 2 pillars: continuing to strengthen earnings power and achieving growth through new businesses and fields. - FY2018ReframedAnnual report
「To achieve our desired future state in 2025 and our long-term vision, we have positioned the three years through fiscal 2021 as a new medium-term management plan. We will pursue new businesses and fields and work to further enhance our social and economic value. Quantitative targets are consolidated revenue of ¥212.0 billion and consolidated business profit of ¥16.2 billion for fiscal 2021.」
Moved from the previous medium-term management plan to a new three-year plan ending in fiscal 2021, setting quantitative targets of ¥212.0 billion in consolidated revenue and ¥16.2 billion in consolidated business profit. - FY2018-Q3RestatedAnnual report
「Against this backdrop, under the medium-term management plan covering the three years from the fiscal year ending December 2016, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. Specifically, we are working on key priorities including ① upgrading the value of existing businesses and categories, ② creating new business models through innovation, ③ promoting globalization, and ④ improving productivity through work-style reform, thereby further enhancing corporate value.」
Reaffirmed the three-year medium-term management plan from the fiscal year ending December 2016 and the pursuit of sustainable growth and higher corporate value through 4 key priorities. - FY2018-Q1RestatedAnnual report
「Against this backdrop, under the medium-term management plan covering the three years from the fiscal year ending December 2016, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably. Specifically, we are working on key priorities including ① upgrading the value of existing businesses and categories, ② creating new business models through innovation, ③ promoting globalization, and ④ improving productivity through work-style reform, thereby further enhancing corporate value.」
Reaffirmed the three-year medium-term management plan from the fiscal year ending December 2016 and the pursuit of sustainable growth and higher corporate value through 4 key priorities. - FY2017RestatedAnnual report
「We have positioned the three years through fiscal 2018 as our medium-term management plan. By achieving the key priorities for the final year, we will prepare for a period of rapid growth under the next medium-term management plan.」
Reaffirmed the medium-term management plan ending in fiscal 2018 and the strengthening of the earnings base in preparation for rapid growth under the next plan. - FY2017-Q3RestatedAnnual report
「Against this backdrop, we have set out our goal of becoming, as our desired future state, a strong company that contributes to solving social issues through food and can grow sustainably. Under the medium-term management plan covering the three years from the fiscal year ending December 2016, we are working to realize this vision through key priorities including ① upgrading the value of existing businesses and categories, ② creating new business models through innovation, ③ promoting globalization, and ④ improving productivity through work-style reform, thereby further enhancing corporate value.」
Continued to pursue sustainable growth through the medium-term management plan and higher corporate value through 4 key priorities. - FY2017-Q2RestatedAnnual report
「Under the medium-term management plan covering the three years from the fiscal year ending December 2016, we are working to realize our desired future state through key priorities including ① upgrading the value of existing businesses and categories, ② creating new business models through innovation, ③ promoting globalization, and ④ improving productivity through work-style reform, thereby further enhancing corporate value.」
Reaffirmed the three-year medium-term management plan from the fiscal year ending December 2016 and the pursuit of sustainable growth and higher corporate value through 4 key priorities. - FY2017-Q1RestatedAnnual report
「Under a medium-term management plan covering the three years from the fiscal year ending December 2016, we aim to become a strong company that contributes to solving social issues through food and can grow sustainably.」
Reaffirmed the three-year medium-term management plan beginning with the fiscal year ending December 2016 and the policy of achieving sustainable growth by addressing social issues. - FY2016-Q3RestatedAnnual report
「Against this backdrop, we have newly formulated a three-year medium-term management plan through the fiscal year ending December 2018.」
Reiterated the three-year medium-term management plan through the fiscal year ending December 2018 and the strengthening of the earnings base for sustainable growth. - FY2016-Q2First statedAnnual report
「We have newly formulated a three-year medium-term management plan through the fiscal year ending December 2018. Its key priorities are: ① upgrading the value of existing businesses and categories, ② creating new business models through innovation, ③ promoting globalization, and ④ improving productivity through work-style reform. Through these initiatives, we are working to enhance our social and economic value.」
Established a three-year plan through the fiscal year ending December 2018, with existing businesses, innovation, globalization and productivity improvement as key priorities.