Enhancing Corporate Value and Achieving Sustainable Growth Through Medium-Term Management Plans
First written in FY2017-Q1. 23 of 40 entries say "Restated". Latest entry: 2026-10-14.
105 other companies' latest entry also says "Restated".
- FY2026ReframedAnnual report
「We formulated a new medium-term management plan, "ONE SEIHYO, BEYOND LIMITS," covering the fiscal years ending February 2027 through February 2029. By making maximum use of the sharp expansion in production capacity at the Toyama Plant, which began operations in November 2025, we will build a growth platform with a view to becoming a company with sales of ¥10 billion.」
The company withdrew the current "Medium-Term Management Plan 2027" for the time being and restructured the plan as "ONE SEIHYO, BEYOND LIMITS," covering the fiscal years ending February 2027 through February 2029. It positioned the Toyama Plant as a growth platform and set final-year targets including sales of ¥7 billion, operating profit of ¥210 million and an operating margin of 3.0%. - FY2026-H1RestatedAnnual report
「Against this backdrop, to respond to severe changes in the operating environment, under "Medium-Term Management Plan 2027" we set out 7 strategic initiatives and the future vision we should pursue, and the entire company worked together to achieve the plan. We will pursue further enhancement of corporate value by combining a management strategy focused on consistently securing stable profits regardless of the business environment with the creation of a rewarding workplace where all employees can feel their own growth and the company's growth.」
The company reaffirmed the 7 strategic initiatives under Medium-Term Management Plan 2027, stable profit generation, the creation of a rewarding workplace and efforts to enhance corporate value. - FY2025RaisedAnnual report
「In light of recent performance trends, we have revised upward the targets under Medium-Term Management Plan 2027 to pursue our future growth strategy more aggressively and further improve employee motivation. We will actively work to further enhance corporate value and maximize the common interests of shareholders.」
The company raised the targets under Medium-Term Management Plan 2027, increasing operating profit for the fiscal year ending February 2027 from ¥100 million to ¥130 million, the operating margin from 2.1% to 2.7%, and net income from ¥80 million to ¥115 million. For the fiscal year ending February 2025, it reported sales of ¥4,484.618 million, operating profit of ¥96.300 million, an operating margin of 2.1% and net income of ¥119.504 million. - FY2025-H1RestatedAnnual report
「Against this backdrop, to respond to severe changes in the operating environment, under "Medium-Term Management Plan 2027" we set out 7 strategic initiatives and the future vision we should pursue, and the entire company worked together to achieve the plan. We will pursue further enhancement of corporate value by combining a management strategy focused on consistently securing stable profits regardless of the business environment with the creation of a rewarding workplace where all employees can feel their own growth and the company's growth.」
The company reaffirmed the 7 strategic initiatives under Medium-Term Management Plan 2027, stable profit generation, the creation of a rewarding workplace and efforts to enhance corporate value. - FY2025-Q1RestatedAnnual report
「Against this backdrop, to respond to severe changes in the operating environment, under "Medium-Term Management Plan 2027" we set out 7 strategic initiatives and the future vision we should pursue, and the entire company worked together to achieve the plan. We will pursue further enhancement of corporate value by combining a management strategy focused on consistently securing stable profits regardless of the business environment with the creation of a rewarding workplace where all employees can feel their own growth and the company's growth.」
The company reaffirmed the 7 strategic initiatives under Medium-Term Management Plan 2027, stable profit generation, the creation of a rewarding workplace and efforts to enhance corporate value. - FY2024ReframedAnnual report
「Based on the results of "Creative2024," we formulated a new medium-term management plan, "Medium-Term Management Plan 2027," covering the fiscal years ending February 2025 through February 2027. As set out below, we established a new vision and strategic initiatives for the company and will pursue them, while targeting operating profit of ¥100 million for the fiscal year ending February 2027.」
The company changed from "Creative2024" to "Medium-Term Management Plan 2027," covering the fiscal years ending February 2025 through February 2027, and established numerical targets and strategic initiatives, including operating profit of ¥100 million for the fiscal year ending February 2027. - FY2024-Q2RestatedAnnual report
「Against this backdrop, to respond to severe changes in the operating environment, under the medium-term management plan "Creative2024," we set out the future vision we should pursue: "improving customer satisfaction," "securing stable profits" and "enhancing corporate value through stronger brand power." The entire company is working together to achieve the medium-term management plan.」
The company reaffirmed the future vision under "Creative2024," comprising customer satisfaction, stable profit generation, and stronger brand power and corporate value, as well as its efforts to achieve the plan. - FY2024-Q1RestatedAnnual report
「Against this backdrop, to respond to the severe changes in the operating environment caused by the COVID-19 pandemic, under the medium-term management plan "Creative2024," we set out the future vision we should pursue: "improving customer satisfaction," "securing stable profits" and "enhancing corporate value through stronger brand power." The entire company worked together to achieve the medium-term management plan.」
The company reaffirmed the future vision under "Creative2024," comprising customer satisfaction, stable profit generation, and stronger brand power and corporate value, as well as its efforts to achieve the plan. - FY2023Raised the sales target while lowering the profit target and profit margin targetAnnual report
「Under the medium-term management plan "Creative2024," we had set final-year targets of sales of ¥4,000 million, operating profit of ¥100 million and an operating margin of 2.5%. However, product costs rose substantially due to higher raw material prices and energy costs, while we implemented base-pay increases for all employees above the levels initially planned in response to the recent rapid rise in prices. We therefore determined that the initial targets would be difficult to achieve and decided to revise the final-year targets to sales of ¥4,200 million, operating profit of ¥50 million and an operating margin of 1.1%.」
The company raised the final-year sales target for "Creative2024" from ¥4,000 million to ¥4,200 million, while lowering the operating profit target from ¥100 million to ¥50 million and the operating margin target from 2.5% to 1.1%. It cited higher raw material and energy costs and the implementation of additional base-pay increases as the reasons for the revision. - FY2023-Q3RestatedAnnual report
「Against this backdrop, under the medium-term management plan "Creative2024," we set out the future vision we should pursue: "improving customer satisfaction," "securing stable profits" and "enhancing corporate value through stronger brand power." The entire company worked together to achieve the medium-term management plan.」
The company reaffirmed the future vision under "Creative2024," comprising customer satisfaction, stable profit generation, and stronger brand power and corporate value, as well as its efforts to achieve the plan. - FY2023-Q2RestatedAnnual report
「Against this backdrop, under the medium-term management plan "Creative2024," we set out the future vision we should pursue: "improving customer satisfaction," "securing stable profits" and "enhancing corporate value through stronger brand power." The entire company worked together to achieve the medium-term management plan.」
The company reaffirmed the future vision under the medium-term management plan "Creative2024," comprising customer satisfaction, stable profits, and stronger brand power and corporate value, as well as its efforts to achieve the plan. - FY2022AdvancedAnnual report
「Under the medium-term management plan "Creative2024," we set final-year targets of sales of ¥4,000 million, operating profit of ¥100 million and an operating margin of 2.5%, and will work to further enhance corporate value.」
In the 111th business year, sales were ¥3,957.810 million, exceeding the first-year plan of ¥3,800.000 million, while operating profit was ¥56.751 million, below the plan of ¥60.000 million. The first year of the plan showed progress in sales. - FY2022-Q3RestatedAnnual report
「Against this backdrop, under the three-year medium-term management plan "Creative2024," which began in the current fiscal year, we actively pursued the specific measures and focused on further enhancing corporate value.」
In the first year of "Creative2024," the company continued its efforts to implement the specific measures and enhance corporate value. - FY2022-Q2RestatedAnnual report
「Against this backdrop, under the three-year medium-term management plan "Creative2024," which began in the current fiscal year, we actively pursued the specific measures and focused on further enhancing corporate value.」
In the first year of "Creative2024," the company continued its efforts to implement the specific measures and enhance corporate value. - FY2022-Q1RestatedAnnual report
「Against this backdrop, under the three-year medium-term management plan "Creative2024," which began in the current fiscal year, we actively pursued the specific measures and focused on further enhancing corporate value.」
In the first year of "Creative2024," the company reaffirmed its efforts to implement the specific measures and enhance corporate value. - FY2021ReframedAnnual report
「We formulated a new medium-term management plan, "Creative2024," covering the fiscal years from the 111th to the 113th business year, and will implement the vision and priority measures we are pursuing. Under the new medium-term management plan "Creative2024," we set final-year targets of sales of ¥4,000 million, operating profit of ¥100 million and an operating margin of 2.5%, and will work to further enhance corporate value.」
The company changed from "Challenge For Next Century 2nd Stage" to the new medium-term management plan "Creative2024," covering the 111th through 113th business years. It presented final-year targets of sales of ¥4,000 million, operating profit of ¥100 million and an operating margin of 2.5%, along with 6 priority measures. - FY2021-Q3RestatedAnnual report
「Against this backdrop, in the current fiscal year, the final year of the medium-term management plan "Challenge For Next Century 2nd Stage," we actively pursued the specific measures set out in the plan, responded to severe changes in the operating environment and continued to transform ourselves, while focusing on initiatives aimed at achieving sustainable growth over the long term under the basic policy of "further enhancement of corporate value."」
In the final year of the medium-term management plan, the company continued its specific measures and its initiatives to enhance corporate value and achieve sustainable growth. - FY2021-Q2RestatedAnnual report
「Against this backdrop, in the current fiscal year, the final year of the medium-term management plan "Challenge For Next Century 2nd Stage," we actively pursued the specific measures set out in the plan, responded to severe changes in the operating environment and continued to transform ourselves, while focusing on initiatives aimed at achieving sustainable growth over the long term under the basic policy of "further enhancement of corporate value."」
In the final year of the medium-term management plan, the company continued its specific measures and its initiatives to enhance corporate value and achieve sustainable growth. - FY2021-Q1AdvancedAnnual report
「Against this backdrop, in the current fiscal year, the final year of the medium-term management plan "Challenge For Next Century 2nd Stage," we actively pursued the specific measures set out in the plan and focused on initiatives aimed at achieving sustainable growth over the long term, while continuously transforming ourselves in response to severe changes in the operating environment, under the basic policy of "further enhancement of corporate value."」
The company specified that the medium-term management plan "2nd Stage" had moved from its second year into its final year and continued its specific measures and initiatives to enhance corporate value and achieve sustainable growth. - FY2020SoftenedAnnual report
「Although results exceeded the plan in the first year, sales and operating profit fell substantially below plan in the second year, the fiscal year ending February 2020, due to adverse weather and other factors. As a result, for the final year, the fiscal year ending February 2021, we revised the initial targets of sales of ¥4,000 million and operating profit of ¥100 million to sales of ¥3,800 million and operating profit of ¥40 million.」
Following the shortfall against plan in the second year, the company revised the final-year targets downward, changing sales from ¥4,000 million to ¥3,800 million and operating profit from ¥100 million to ¥40 million. It stated that the priority measures and specific measures would continue. - FY2020-Q3RestatedAnnual report
「Against this backdrop, in the current fiscal year, the second year of the medium-term management plan "Challenge For NextCentury 2nd stage," we actively pursued the specific measures set out in the plan and focused on initiatives aimed at achieving sustainable growth over the long term, while continuously transforming ourselves in response to severe changes in the operating environment, under the basic policy of "further enhancement of corporate value."」
In the second year of the medium-term management plan, the company continued its specific measures and its initiatives to enhance corporate value and achieve sustainable growth. - FY2020-Q2RestatedAnnual report
「Against this backdrop, in the current fiscal year, the second year of the medium-term management plan "Challenge For NextCentury 2nd stage," we actively pursued the specific measures set out in the plan and focused on initiatives aimed at achieving sustainable growth over the long term, while continuously transforming ourselves in response to severe changes in the operating environment, under the basic policy of "further enhancement of corporate value."」
In the second year of the medium-term management plan, the company continued its specific measures and its initiatives to enhance corporate value and achieve sustainable growth. - FY2020-Q1AdvancedAnnual report
「Against this backdrop, in the current fiscal year, the second year of the medium-term management plan "Challenge For NextCentury 2nd stage," we actively pursued the specific measures set out in the plan and focused on initiatives aimed at achieving sustainable growth over the long term, while continuously transforming ourselves in response to severe changes in the operating environment, under the basic policy of "further enhancement of corporate value."」
The medium-term management plan "2nd stage" progressed from its first year to its second year, and the company continued its specific measures and initiatives to enhance corporate value and achieve sustainable growth. - FY2019AdvancedAnnual report
「We formulated the medium-term management plan "Challenge For Next Century 2nd Stage" covering the fiscal years ending February 2019 through February 2021. By pursuing the priority measures described under "(3) Medium- to Long-Term Management Strategies and Issues to Be Addressed," we will improve our profitability and work toward targets for the final year, the fiscal year ending February 2021, of sales of ¥4,000 million and an operating margin on sales of 2.5%.」
The company stated that sales and operating profit exceeded the plan in the first year of the three-year plan and specified final-year targets of sales of ¥4,000 million and an operating margin on sales of 2.5%. - FY2019-Q3RestatedAnnual report
「Against this backdrop, based on the three-year medium-term management plan "Challenge For Next Century 2nd stage," which began in the current fiscal year, we actively pursued 6 specific measures and advanced initiatives aimed at achieving sustainable growth over the long term, while continuously transforming ourselves in response to severe changes in the operating environment, under the basic policy of "further enhancement of corporate value."」
Under the three-year medium-term management plan "2nd stage," the company continued its 6 specific measures and its initiatives to enhance corporate value and achieve sustainable growth. - FY2019-Q2RestatedAnnual report
「Against this backdrop, based on the three-year medium-term management plan "Challenge For NextCentury 2nd stage," which began in the current fiscal year, we actively pursued 6 specific measures and advanced initiatives aimed at achieving sustainable growth over the long term, while continuously transforming ourselves in response to severe changes in the operating environment, under the basic policy of "further enhancement of corporate value."」
Beginning with "Challenge For NextCentury 2nd stage," the company reaffirmed its 6 specific measures and its initiatives to enhance corporate value and achieve sustainable growth. - FY2019-Q1ReframedAnnual report
「Against this backdrop, based on the three-year medium-term management plan "Challenge For Next Century 2nd stage," which began in the current fiscal year, we actively pursued 6 specific measures and advanced initiatives aimed at achieving sustainable growth over the long term, while continuously transforming ourselves in response to severe changes in the operating environment, under the basic policy of "further enhancement of corporate value."」
The company changed the plan from the previous "Challenge For Next Century" to "2nd stage" and restructured it as a three-year plan beginning in the current fiscal year. It specified 6 specific measures covering plant productivity, quality control, product development, sales of its own products, human resources development and improvement of the working environment. - FY2018-Q3RestatedAnnual report
「Against this backdrop, based on the three-year medium-term management plan "Challenge For Next Century," for which the current fiscal year was the final year, we actively worked to implement 6 priority measures and further enhance corporate value.」
Reconfirms the continued pursuit of the six priority measures and corporate value enhancement in the final year of the medium-term management plan. - FY2018-Q2RestatedAnnual report
「Based on the three-year medium-term management plan, “Challenge For Next Century,” for which the current fiscal year is the final year, we actively pursued the realization of the six priority measures and further enhancement of corporate value.」
In the final year of the medium-term management plan, the Company continued its efforts to realize the six priority measures and enhance corporate value. - FY2018-Q1AdvancedAnnual report
「Based on the three-year medium-term management plan, “Challenge For Next Century,” for which the current fiscal year is the final year, we actively pursued the six priority measures and initiatives aimed at achieving sustainable growth in the future, with “further enhancement of corporate value” as our basic policy.」
States that the medium-term management plan moved from its second year into its final year and that the Company continued implementing the six priority measures and initiatives to enhance corporate value and achieve sustainable growth. - FY2017RestatedAnnual report
「Against this backdrop, in the second year of the three-year medium-term management plan "Challenge For Next Century," we continued from the previous fiscal year to respond to severe changes in the operating environment and pursue continuous transformation, with further enhancement of corporate value as our basic policy, and actively advanced initiatives aimed at achieving sustainable growth over the long term, centered on 6 priority measures.」
In the second year of the three-year medium-term management plan, the Company continued its efforts to enhance corporate value, implement six priority measures, and achieve sustainable growth. - FY2017-Q3RestatedAnnual report
「Against this backdrop, under the medium-term management plan "Challenge For Next Century" (March 2015 to February 2018), we actively pursued the expansion of sales of our own products, improvements in manufacturing plant productivity and reductions in losses, and the development of high-value-added products, while responding to severe changes in the operating environment and continuing to transform ourselves, with further enhancement of corporate value as our basic policy.」
The company specified the period and basic policies of the medium-term management plan and continued initiatives to enhance corporate value. - FY2017-Q2RestatedAnnual report
「Against this backdrop, in the second year of the three-year medium-term management plan, "Challenge For Next Century," we responded to changes in the operating environment and worked to further enhance corporate value as our basic policy. We actively advanced initiatives aimed at achieving sustainable growth over the long term and worked toward achieving our targets.」
In the second year of the three-year medium-term management plan, the company reaffirmed its efforts to achieve its targets under the basic policies of enhancing corporate value and achieving sustainable growth. - FY2017-Q1First statedAnnual report
「In the second year of our three-year medium-term management plan, “Challenge For Next Century,” we actively pursued initiatives aimed at achieving sustainable growth in the future, centered on six priority measures, while retaining “further enhancement of corporate value” as our basic policy, as in the previous fiscal year.」
This was the first record of advancing six priority measures under the basic policy of enhancing corporate value in the second year of the three-year plan.