Sustainable Expansion of Corporate Value and Full-Scale Growth
First written in FY2016. 32 of 39 entries say "Restated". Latest entry: 2026-07-31.
26 other companies' latest entry also says "Advanced".
- 2026-07-31AdvancedEarnings
「During the first three years of this plan, we aim to achieve operating profit of ¥10 billion at an early stage, while in the final two years we are targeting net sales of ¥65 billion and operating profit of ¥13 billion in fiscal 2030.」
Following the launch of “Shinka 26-30,” the company has reiterated its aim of achieving operating profit of ¥10 billion during the first three years and its initiatives in core businesses, research and development, production capabilities and overseas expansion toward the fiscal 2030 targets. - FY2026ReframedAnnual report
「Following “増強21-25,” the Company has formulated the medium-term management plan “進化26-30,” covering fiscal 2026 through fiscal 2030, and began implementing it in April 2026.」
The Company shifted from “増強21-25” to “進化26-30,” resetting the framework as a stage of transformational growth targeting fiscal 2030 net sales of ¥65 billion and operating profit of ¥13 billion, with fiscal 2035 targets of ¥100 billion in net sales and ¥20 billion in operating profit in view. - FY2026-H1RestatedAnnual report
「Against this backdrop, based on the basic strategies of the medium-term management plan “増強21-25,” the Group is pursuing “Reforming the business portfolio” and “Strengthening each business,” with the current fiscal year as the final year of the plan.」
In the final year of “増強21-25,” the Company continues to pursue business portfolio reform and the strengthening of each business as its basic strategies. - FY2025RestatedAnnual report
「Under the medium-term management plan “増強21-25,” the consolidated performance targets for fiscal 2025 are net sales of ¥60 billion, operating profit of ¥10 billion, an operating margin of 16.7%, ROE of at least 10%, ROIC of at least 10% and an equity ratio of at least 65%.」
The Company continues to present the fiscal 2025 targets under “増強21-25,” alongside current-year results and targets for the fiscal year ending March 2026. - FY2025-H1RestatedAnnual report
「Against this backdrop, the Fujibo Group is pursuing the basic strategies of the medium-term management plan “Zokyo 21-25,” covering the 5 years from 2021 through 2025: “reforming the business portfolio” and “strengthening each business.”」
In the fourth year of “増強21-25,” the Company continues to present business portfolio reform and the strengthening of each business as its basic strategies. - FY2024-Q3RestatedAnnual report
「Under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage and is working to strengthen the growth foundations of each business.」
The Company continues to transition to a highly profitable business structure and strengthen the growth foundations of each business during the first 3 years of the medium-term management plan “Zokyo 21-25.” - FY2024-Q2RestatedAnnual report
「Against this backdrop, under the medium-term management plan “Zokyo 21-25,” the Fujibo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage and is working to strengthen the growth foundations of each business.」
The Company continues its efforts to transition to a highly profitable business structure and strengthen each business’s growth foundation during the first 3 years of “増強21-25.” - FY2024-Q1RestatedAnnual report
「Against this backdrop, under the medium-term management plan “Zokyo 21-25,” the Fujibo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage and is working to strengthen the growth foundations of each business.」
The policy of using the first 3 years of “増強21-25” to transition to a highly profitable business structure and strengthen the growth foundations of each business continues. - FY2023RestatedAnnual report
「The Group formulated the medium-term management plan “Enhancement 21-25,” covering fiscal 2021 through fiscal 2025, and began implementing it in April 2021. Under the plan, the consolidated performance targets for fiscal 2025 are net sales of ¥60 billion, operating profit of ¥10 billion, an operating margin of 16.7%, ROE of at least 10%, ROIC of at least 10% and an equity ratio of at least 65%.」
The Company continues to set numerical targets under “増強21-25” for fiscal 2025. Fiscal 2023 results are also shown: net sales of ¥37,669 million, operating profit of ¥4,872 million, ROE of 8.2%, ROIC of 7.6% and an equity ratio of 69.9%. - FY2023-Q3RestatedAnnual report
「Under the medium-term management plan “増強21-25,” the first 3 years of the 5-year plan are positioned as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage, and the Group is working to strengthen the growth foundations of each business. In the second year of the plan, the abrasives business accelerated R&D and expanded production capacity. The chemical products business continued to operate both the Yanai and Takefu plants at full capacity, while the daily-use apparel business sought to improve profitability by shifting to higher-margin products.」
The positioning of the first 3 years of “増強21-25” as the stage for transitioning to a highly profitable business structure and sowing the seeds continues, with business-specific initiatives described for the second year. - FY2023-Q2RestatedAnnual report
「Under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage and is working to strengthen the growth foundations of each business. In the second year of the plan, the abrasives business accelerated R&D and expanded production capacity. The chemical products business continued to operate both the Yanai and Takefu plants at full capacity, while the daily-use apparel business, which was heavily affected by soaring raw material prices, worked to optimize costs and improve pricing in response to cost increases.」
The policy of treating the first 3 years of “増強21-25” as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage continues, with business-specific initiatives described for the second year. - FY2023-Q1RestatedAnnual report
「Against this backdrop, under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage and is working to strengthen the growth foundations of each business. In the second year of the plan, the abrasives and chemical products businesses are accelerating R&D and expanding production capacity, while the daily-use apparel business is narrowing its focus to more profitable products and expanding new sales channels.」
The Company reaffirmed its policy of using the first 3 years of “増強21-25” to transition to a highly profitable business structure and sow the seeds. Priorities in the second year include strengthening R&D and production capacity in abrasives and chemical products, and focusing the daily-use apparel business on more profitable products while expanding new channels. - FY2022RestatedAnnual report
「The Group formulated the medium-term management plan “Enhancement 21-25,” covering fiscal 2021 through fiscal 2025, and began implementing it in April 2021. Under the plan, the consolidated performance targets for fiscal 2025 are net sales of ¥60 billion, operating profit of ¥10 billion, an operating margin of 16.7%, ROE of at least 10%, ROIC of at least 10% and an equity ratio of at least 65%.」
The Group continues to set out the medium-term management plan “Enhancement 21-25” and its fiscal 2025 targets, including net sales of ¥60 billion, operating profit of ¥10 billion, operating margin, ROE, ROIC and equity ratio targets. - FY2022-Q3RestatedAnnual report
「Under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage. Centered on abrasives, chemical products and daily-use apparel as its earnings pillars and chemical compounds as a business targeted to become its fourth pillar, the Group is working to transition to highly profitable businesses and strengthen the growth foundations of each business.」
The Company continues to position the first 3 years of “増強21-25” as the stage for transitioning to a highly profitable business structure and sowing the seeds, with 4 businesses serving as the foundation for growth. - FY2022-Q2RestatedAnnual report
「Under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage. Centered on abrasives, chemical products and daily-use apparel as its earnings pillars and chemical compounds as a business targeted to become its fourth pillar, the Group is working to transition to highly profitable businesses and strengthen the growth foundations of each business.」
The first 3 years of “増強21-25” remain positioned as the stage for transitioning to a highly profitable business structure and sowing the seeds, with abrasives, chemical products and daily-use apparel as earnings pillars and chemical compounds as a candidate fourth pillar. - FY2022-Q1RestatedAnnual report
「Against this backdrop, under the medium-term management plan “増強21-25,” the Fuji Bo Group has positioned the first 3 years of the 5-year plan as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage. Centered on abrasives, chemical products and chemical compounds as its earnings pillars, the Group is working to transition to highly profitable businesses and strengthen the growth foundations of each business.」
The first 3 years of “増強21-25” are positioned as the “Transition to a Highly Profitable Business Structure and Sowing the Seeds” stage, with abrasives, chemical products and chemical compounds serving as the earnings pillars and the growth foundations being strengthened. - FY2021ReframedAnnual report
「Following “Acceleration 17-20,” the Company formulated the medium-term management plan “Enhancement 21-25,” covering fiscal 2021 through fiscal 2025, and began implementing it in April 2021. Under this plan, the Company aims to become an “overwhelming niche No. 1 company” by steadily implementing medium-term initiatives to close the gap between its desired vision for 2025 and the 2025 outlook based on current trends, actively reviewing its business portfolio and transforming it into a sustainable and profitable business.」
The Company shifted from “加速17-20” to “増強21-25,” resetting the plan period to fiscal 2021 through fiscal 2025. It aims to enhance corporate value by reviewing its business portfolio and shifting to sustainable, profitable businesses. - FY2021-Q3RestatedAnnual report
「Against this backdrop, under the mid-term management plan “Kasoku 17-20,” the Fujibo Group worked to strengthen its research and development capabilities and production capacity in the abrasives and chemicals businesses, while pursuing cost reductions, greater efficiency, and improved profitability. In the textiles business, it is pursuing various business reforms, including strengthening competitiveness through supply-chain optimization and upgrading, reviewing its sales strategy, and cutting expenses, in response to lower sales caused by the contraction of the market and the spread of COVID-19.」
Under the medium-term management plan “Kasoku 17-20,” the Company continues to strengthen R&D capabilities and production capacity in its abrasives and chemical products businesses and reform the supply chain, sales strategy and expenses of its textiles business. - FY2021-Q2RestatedAnnual report
「Against this backdrop, under the mid-term management plan “Kasoku 17-20,” the Fujibo Group worked to strengthen its research and development capabilities and production capacity in the abrasives and chemicals businesses, while pursuing cost reductions, greater efficiency, and improved profitability. In the textiles business, it is pursuing various business reforms, including strengthening competitiveness through supply-chain optimization and upgrading, reviewing its sales strategy, and cutting expenses, in response to lower sales associated with the spread of the infection.」
Under “Kasoku 17-20,” the Company continues strengthening the abrasives and chemicals businesses and reforming the textiles business. - FY2021-Q1RestatedAnnual report
「The Fujibo Group will continue implementing the mid-term management plan “Kasoku 17-20” in accordance with its basic policy, with the current fiscal year as the plan’s final year.」
The Company continues to implement “Kasoku 17-20” in its final year. - FY2020RestatedAnnual report
「As part of its efforts to enhance corporate value, the Group has formulated the four-year mid-term management plan “Kasoku 17-20,” with fiscal 2017 as its first year and fiscal 2020 as its final year, and has set the following numerical targets.」
For the final year of “Kasoku 17-20,” the Company has disclosed targets for the fiscal year ending March 2021 of ¥70,000 million in net sales, ¥10,000 million in operating profit, ¥7,000 million in net income, ROE of 15.0%, and an equity ratio of 65.0%, together with fiscal 2019 actual results. No change to the targets themselves is stated. - FY2020-Q3RestatedAnnual report
「As part of its efforts to enhance corporate value, the Company has formulated the four-year mid-term management plan “Kasoku 17-20,” with fiscal 2017 as its first year and fiscal 2020 as its final year. Following the previous mid-term management plans “Henshin 06-10” (restructuring the business portfolio), “Toppa 11-13” (taking off onto a growth trajectory), and “Maishin 14-16” (full-scale business expansion), the Company has positioned this plan as a period in which it will literally “accelerate” the expansion of corporate value through fast-paced business execution aimed at realizing the Group’s vision of becoming “a high-value-added value-creation company that opens up the future through organic materials technology.” It will continue working to further enhance corporate value.」
The Company continues to pursue enhanced corporate value through “Kasoku 17-20,” with fiscal 2020 as the plan’s final year. - FY2020-Q2RestatedAnnual report
「Under the mid-term management plan “Kasoku 17-20,” currently being implemented, the Company has positioned the final 2 years of the plan as the “Accelerating Growth” stage. During the current fiscal year, it is applying the strengthened research and development capabilities and production capacity in the abrasives and chemicals businesses to expand those businesses. It is also pursuing further structural reform in the textiles business to respond to changes in the business environment.」
The final 2 years of “Kasoku 17-20” remain positioned as the “Accelerating Growth” stage, with continued efforts to strengthen R&D capabilities and production capacity in the abrasives and chemicals businesses and to reform the textiles business. - FY2020-Q1RestatedAnnual report
「Under the mid-term management plan “Kasoku 17-20,” covering the 4 years from 2017 through 2020, the Fujibo Group is pursuing its basic strategies of “aggressively expanding the highly profitable abrasives and chemicals businesses” and “pursuing a turnaround through structural reform of the textiles business.” In the current fiscal year, positioned as the “Accelerating Growth” stage covering the second half of the plan, the abrasives and chemicals businesses are bringing the research and development capabilities and production capacity strengthened to date to bear on expanding each business. In the textiles business, the Group is pursuing further structural reform to respond to changes in the business environment.」
The Company continues “Kasoku 17-20” and has positioned the final 2 years of the plan as the “Accelerating Growth” stage. - FY2019RestatedAnnual report
「As part of its efforts to enhance corporate value, the Group has formulated the four-year mid-term management plan “Kasoku 17-20,” with fiscal 2017 as its first year and fiscal 2020 as its final year, and is pursuing the following numerical targets.」
The Company continues “Kasoku 17-20” and has disclosed fiscal 2020 targets of ¥70,000 million in net sales, ¥10,000 million in operating profit, ¥7,000 million in net income, ROE of 15.0%, and an equity ratio of 65.0%, compared with fiscal 2018 actual results. - FY2019-Q3RestatedAnnual report
「As part of its efforts to enhance corporate value, the Company has formulated the four-year mid-term management plan “Kasoku 17-20,” with fiscal 2017 as its first year and fiscal 2020 as its final year.」
The Company continues its policy of enhancing corporate value through the mid-term management plan “Kasoku 17-20.” - FY2019-Q2RestatedAnnual report
「As part of its efforts to enhance corporate value, the Company has formulated the four-year medium-term management plan “加速17-20,” with fiscal 2017 as its first year and fiscal 2020 as its final year.」
The Company continues to pursue enhanced corporate value through the mid-term management plan “Kasoku 17-20,” covering fiscal 2017 through fiscal 2020. - FY2019-Q1RestatedAnnual report
「Under the mid-term management plan “Kasoku 17-20,” the Fujibo Group has positioned the first 2 years of the plan as the “Accelerating Transformation” stage toward expansion. It is building the foundation for its core strategy of aggressively expanding the highly profitable abrasives and chemicals businesses, while pursuing a turnaround through structural reform of the textiles business.」
The first 2 years of “Kasoku 17-20” remain positioned as the “Accelerating Transformation” stage, with continued expansion of priority businesses and structural reform of the textiles business. - FY2018RestatedAnnual report
「Under the medium-term management plan “Acceleration 17-20,” the Company has set consolidated operating profit of ¥10 billion and ROE of at least 15% as its management targets for fiscal 2020. To achieve these targets, the Company is implementing three basic strategies at speed: (1) aggressively expanding the highly profitable Abrasives and Chemicals businesses; (2) improving the profitability and launching a counteroffensive in the Textiles business through structural reform; and (3) strengthening the holding company’s functions to accelerate growth. Through these efforts, the Group will “accelerate” the expansion of its corporate value.」
The Company continues to pursue corporate value expansion, setting fiscal 2020 targets of ¥10 billion in operating profit and ROE of at least 15%, and specifying 3 basic strategies. - FY2018-Q3RestatedAnnual report
「Under the medium-term management plan “加速17-20,” covering fiscal 2017 through fiscal 2020, the Fuji Bo Group has positioned the first 2 years as the “Accelerating Transformation” stage toward expansion. It is working to establish the foundations for the core strategy of aggressively expanding the highly profitable abrasives and chemical products businesses, while pursuing a turnaround through structural reform of the textile business.」
The policy of positioning the first half of “Kasoku 17-20” as the “Accelerating Transformation” stage, together with the expansion of priority businesses and structural reform of the textiles business, continues. - FY2018-Q2RestatedAnnual report
「Against this backdrop, under the medium-term management plan “加速17-20,” the Fuji Bo Group has positioned the first 2 years of the plan as the “Accelerating Transformation” stage toward expansion. It is working to establish the foundations for the core strategy of aggressively expanding the highly profitable abrasives and chemical products businesses, while pursuing a turnaround through structural reform of the textile business.」
The first 2 years of “加速17-20” are positioned as the “Accelerating Transformation” stage, with continued efforts to establish the foundations for expanding the abrasives and chemical products businesses and to restructure the textile business. - FY2018-Q1ReframedAnnual report
「As part of its efforts to enhance corporate value, the Company has formulated the four-year medium-term management plan “加速17-20,” with fiscal 2017 as its first year and fiscal 2020 as its final year.」
The Company shifted from the previous plan, “Maishin 14-16,” to the new medium-term management plan “加速17-20” covering fiscal 2017 through fiscal 2020, thereby resetting its framework for enhancing corporate value. - FY2017-Q3RestatedAnnual report
「As part of its efforts to enhance corporate value, the Company has formulated the three-year medium-term management plan “Maishin 14-16,” with fiscal 2014, ending March 2015, as its first year and fiscal 2016, ending March 2017, as its final year.」
The policy of enhancing corporate value through the medium-term management plan “Maishin 14-16” is reiterated. - FY2017-Q2RestatedAnnual report
「As part of its efforts to enhance corporate value, the Company has formulated the three-year medium-term management plan “Maishin 14-16,” with fiscal 2014, ending March 2015, as its first year and fiscal 2016, ending March 2017, as its final year.」
The Company continues to set out the enhancement of corporate value and the medium-term management plan “Maishin 14-16” as its objectives. - FY2017-Q1RestatedAnnual report
「As part of its efforts to enhance corporate value, the Company has formulated the three-year medium-term management plan “Maishin 14-16,” with fiscal 2014, ending March 2015, as its first year and fiscal 2016, ending March 2017, as its final year.」
The Company continues to pursue the medium-term management plan “Maishin 14-16” and its policy of enhancing corporate value. - FY2016First statedAnnual report
「The Fuji Boseki Group has formulated the medium-term management plan “Maishin 14-16,” covering fiscal 2014 through fiscal 2016, with the sustainable expansion of corporate value as its highest priority, and has been implementing the plan since April 2014.」
The three-year medium-term management plan is positioned at the core of the sustainable expansion of corporate value and full-scale growth.