Achieving sustained growth and enhancing corporate value
First written in FY2016. 24 of 33 entries say "Restated". Latest entry: 2026-08-03.
28 other companies' latest entry also says "Advanced".
- FY2026-H1RestatedAnnual report
「With the formulation and execution of measures for the next step in mind, we newly began initiatives based on a three-year medium-term management plan through the fiscal year ending March 2028. To lead the next generation, the plan is themed “Challenge 2028 — Becoming a Company the World Can Be Proud Of.” We will value fans (FAN and FUN), foster a corporate culture that creates the enjoyment of food and thoroughly pursue the vision “Adding to the World with ‘Fun Flavors’” in market creation and product creation.」
The medium-term management plan centered on “Challenge 2028,” a corporate culture that values fans, market creation, product creation and the pursuit of the vision continues. - FY2025ReframedAnnual report
「Against this backdrop, we formulated a new three-year medium-term management plan for 2025 through 2027. Under the theme “Challenge2028 — Becoming a Company the World Can Be Proud Of,” we will foster a corporate culture that values fans and creates the enjoyment of food, and by thoroughly pursuing our vision in market creation and product creation, we will sustain growth while enhancing corporate value and becoming a company chosen by consumers.」
The company moved from the medium-term management plan through the fiscal year ending March 2025 to the new 2025–2027 plan, “Challenge2028,” reframing its overarching goals as enhancing corporate value and becoming a company chosen by consumers. - FY2025-H1RestatedAnnual report
「As the final year of the medium-term management plan through the fiscal year ending March 2025, we will sustain growth by establishing the Daisho identity that will lead the next generation and enhancing corporate value. In particular, this fiscal year we have identified four priority issues: pursuing the vision, implementing base-pay increases, changing the organizational structure and achieving the budget. We will further refine the company’s distinctive value and seek another step up in growth.」
In the final year of the medium-term management plan through the fiscal year ending March 2025, the company continued to emphasize establishing the Daisho identity, enhancing corporate value and achieving sustainable growth, while identifying four priority issues. - FY2024-Q3RestatedAnnual report
「In line with the medium-term management plan through the fiscal year ending March 2025, we will sustain growth by establishing the Daisho identity that will lead the next generation and enhancing corporate value.」
The overarching policy of establishing the Daisho identity, enhancing corporate value and achieving sustainable growth in line with the medium-term management plan through the fiscal year ending March 2025 continues. - FY2024-Q2RestatedAnnual report
「In line with the medium-term management plan through the fiscal year ending March 2025, we will sustain growth by establishing the Daisho identity that will lead the next generation and enhancing corporate value.」
The medium-term management plan through the fiscal year ending March 2025, the establishment of the Daisho identity, enhanced corporate value and sustainable growth continue as overarching goals. - FY2024-Q1RestatedAnnual report
「In line with the medium-term management plan through the fiscal year ending March 2025, we will sustain growth by establishing the Daisho identity that will lead the next generation and enhancing corporate value.」
The overarching goals of establishing the Daisho identity, enhancing corporate value and achieving sustainable growth in line with the medium-term management plan through the fiscal year ending March 2025 continue. - FY2023RestatedAnnual report
「By recognizing our corporate creed and principles, as well as our code of conduct governing specific actions, and fulfilling our individual responsibilities and roles, we will grow as a company that engages with society through its work and pursues vitality, appeal and social contribution. By continuing to provide unique products and services that reflect Daisho’s identity, we will enhance corporate value.」
The overarching goals of upholding the corporate philosophy, contributing to society and enhancing corporate value through unique products and services continue. - FY2023-Q3RestatedAnnual report
「With the formulation and execution of measures for the next step in mind, we newly began initiatives based on a three-year medium-term management plan through the fiscal year ending March 2025. To enable the company to develop and lead the next generation, the plan is themed “Pursuing the Daisho identity toward enhancing corporate value,” with three strategic pillars: refining our strengths and developing markets and customers; investing in organizational strength to establish a foundation for further growth; and building a corporate structure trusted by society and employees. We will focus on measures to develop the company.」
The medium-term management plan through the fiscal year ending March 2025 and its three strategic pillars centered on pursuing the Daisho identity and enhancing corporate value were reiterated from the previous quarter. - FY2023-Q1ReframedAnnual report
「With the formulation and execution of measures for the next step in mind, we newly began initiatives based on a three-year medium-term management plan through the fiscal year ending March 2025. To enable the company to develop and lead the next generation, the plan is themed “Pursuing the Daisho identity toward enhancing corporate value.”」
The overarching goal of sustainable growth and enhanced corporate value was reframed around the new medium-term management plan through the fiscal year ending March 2025 and the pursuit of the Daisho identity. - FY2022ReframedAnnual report
「We will sustain growth by establishing the Daisho identity that will lead the next generation and enhancing corporate value.」
The overarching goal was reframed in the new medium-term management plan from fiscal 2022 as establishing the Daisho identity, enhancing corporate value and achieving sustainable growth. - FY2022-Q3RestatedAnnual report
「As the final year of the medium-term management plan through the fiscal year ending March 2022, we pursued priority measures in line with four basic policies: focused sales of core products, further growth in commercial-use products, new product development and building an organization for the next generation. We pursued reform of our earnings structure and sustainable growth.」
The four basic policies of the final year of the medium-term management plan through the fiscal year ending March 2022, and the pursuit of earnings structure reform and sustainable growth, continue. - FY2022-Q2RestatedAnnual report
「As the final year of the medium-term management plan through the fiscal year ending March 2022, we pursued priority measures in line with four basic policies: focused sales of core products, further growth in commercial-use products, new product development and building an organization for the next generation. We pursued reform of our earnings structure and sustainable growth.」
In the final year of the medium-term management plan through the fiscal year ending March 2022, the policy of pursuing reform of the earnings structure and sustainable growth under four basic policies continued. - FY2022-Q1AdvancedAnnual report
「As the final year of the medium-term management plan through the fiscal year ending March 2022, we pursued priority measures in line with four basic policies: focused sales of core products, further growth in commercial-use products, new product development and building an organization for the next generation. We pursued reform of our earnings structure and sustainable growth.」
The medium-term management plan through the fiscal year ending March 2022 entered its final year, with reform of the earnings structure and sustainable growth pursued under four basic policies. - FY2021-Q3RestatedAnnual report
「In line with the medium-term management plan through the fiscal year ending March 2022, we pursued priority measures aimed at achieving our objectives by making a return to our roots, focusing on expanding sales of highly profitable, core long-selling products, and pursuing business activities aimed at sustainable growth in the new era as a major pillar. We sought to improve business performance.」
The overarching goal centered on the medium-term management plan through the fiscal year ending March 2022, expanded sales of core long-selling products and sustainable growth continues. - FY2021-Q2RestatedAnnual report
「In line with the medium-term management plan through the fiscal year ending March 2022, we pursued priority measures aimed at achieving our objectives by making a return to our roots, focusing on expanding sales of highly profitable, core long-selling products, and pursuing business activities aimed at sustainable growth in the new era as a major pillar. We sought to improve business performance.」
The medium-term management plan through the fiscal year ending March 2022, the return to core long-selling products and the goal of sustainable growth continue. - FY2021-Q1RestatedAnnual report
「In line with the medium-term management plan through the fiscal year ending March 2022, we pursued priority measures aimed at achieving our objectives by making a return to our roots, focusing on expanding sales of highly profitable, core long-selling products, and pursuing business activities aimed at sustainable growth in the new era as our two main pillars. We sought to improve business performance.」
The overarching goal of combining expanded sales of highly profitable core products with sustainable growth in the new era, in line with the medium-term management plan through the fiscal year ending March 2022, continues. - FY2020-Q3RestatedAnnual report
「Based on the lessons learned and results achieved under the previous three-year plan, we formulated a new medium-term management plan through the fiscal year ending March 2022 and are working to reform our earnings structure and achieve sustained growth.」
The overarching policy of reforming the earnings structure and pursuing sustained growth through the fiscal year ending March 2022 continues. - FY2020-Q2RestatedAnnual report
「Against this backdrop, based on the lessons learned and results achieved under the previous three-year plan, we formulated a new medium-term management plan through the fiscal year ending March 2022 and are working to reform our earnings structure and achieve sustained growth.」
The overarching goals of reforming the earnings structure and achieving sustained growth through the fiscal year ending March 2022, based on the previous three-year plan, remain in place. - FY2020-Q1ReframedAnnual report
「Against this backdrop, based on the lessons learned and results achieved under the previous three-year plan, we formulated a new medium-term management plan through the fiscal year ending March 2022 and are working to reform our earnings structure and achieve sustained growth.」
The overarching goal of sustained growth and enhanced corporate value has been reorganized around earnings-structure reform and sustained growth under the new medium-term plan. - FY2019RestatedAnnual report
「By continuing to provide unique products and services that reflect Daisho’s character, we will enhance corporate value.」
The overarching policy of enhancing corporate value through the continued provision of unique products and services is reaffirmed. - FY2019-Q3RestatedAnnual report
「Against this backdrop, in the final year of our medium-term management plan, we maintained the basic policy of achieving both proactive sales growth for commercial-use products, a growth area, and stable sales in core product fields such as products for fresh foods. We worked to improve performance by further strengthening our sales and development capabilities in response to changes in the operating environment, enhancing our lineup through new product development, and actively expanding sales promotions.」
The overarching policy of expanding sales in growth areas while securing stable sales in core product fields, together with measures such as strengthening sales and development capabilities and developing new products, continued. - FY2019-Q2RestatedAnnual report
「Against this backdrop, in the final year of our medium-term management plan, we maintained the basic policy of achieving both proactive sales growth for commercial-use products, a growth area, and stable sales in core product fields such as products for fresh foods. We worked to improve performance by further strengthening our sales and development capabilities in response to changes in the operating environment, enhancing our lineup through new product development, and actively expanding sales promotions.」
In the final year of the medium-term management plan, the basic policy of expanding sales of commercial-use products while securing stable sales in core product fields, together with measures such as strengthening sales and development capabilities, continued. - FY2019-Q1RestatedAnnual report
「Against this backdrop, in the final year of our medium-term management plan, we maintained the basic policy of achieving both proactive sales growth for commercial-use products, a growth area, and stable sales in core product fields such as products for fresh foods. We worked to improve performance by further strengthening our sales and development capabilities in response to changes in the operating environment, enhancing our lineup through new product development, and actively expanding sales promotions.」
The overarching policy of balancing growth with stability in core product fields and improving performance through stronger sales and development capabilities and new product development remains in place. - FY2018RestatedAnnual report
「By continuing to provide unique products and services that reflect Daisho’s character, we will enhance corporate value.」
The overarching policy of pursuing sustained growth and enhancing corporate value is reaffirmed together with the continued provision of unique products and services. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we continued our medium-term management plan aimed at achieving both growth and structural reform」
The overarching policy of pursuing both growth and structural reform, as well as the continuation of the medium-term management plan, remains in place. - FY2018-Q1RestatedAnnual report
「Against this backdrop, we continued our medium-term management plan aimed at achieving both growth and structural reform」
The medium-term management plan aimed at achieving both growth and structural reform continues. - FY2017RaisedAnnual report
「Under our medium-term management plan for the fiscal years ending March 2017 through March 2019, we positioned these three years as a period for responding to changes in the operating environment and building a foundation for growth. As the fiscal year ending March 2017 marked our 51st fiscal year, we also used the period to launch the next 50 years and set out on the path toward our centennial, with the aim of achieving sustained growth through the centennial anniversary.」
The goal of sustained growth is linked to the long-term objective of sustained growth over the next 50 years and toward the company’s centennial anniversary. - FY2017-Q3RestatedAnnual report
「Against this backdrop, under our medium-term management plan aimed at achieving both growth and structural reform, we worked to expand earnings from commercial-use products, a growth area, and improve the profitability of core product lines such as yakiniku sauces and hot-pot soups. Alongside strengthening our sales and development capabilities, we enhanced our product lineup through new product development and stepped up sales promotions.」
The medium-term management plan aimed at achieving both growth and structural reform, together with its key initiatives, remains in place. - FY2017-Q2RestatedAnnual report
「Against this backdrop, we have pursued initiatives from a medium- to long-term perspective with the aim of achieving both growth and structural reform.」
The overarching policy of pursuing both growth and structural reform remains in place. - FY2017-Q1ReframedAnnual report
「Against this backdrop, we launched a new three-year medium-term management plan in the current fiscal year, with the aim of achieving both growth and structural reform.」
The former overarching goal of sustained growth and enhanced corporate value is expressed in the new medium-term plan, which is centered on achieving both growth and structural reform. - FY2016First statedAnnual report
「We regard the following matters as important management issues and will work to achieve sustained growth and enhance corporate value.」
Presented as the overarching goal encompassing all important management issues.