Strengthening the Financial and Business Foundations through “Bridge to the Future”
First written in FY2016. 3 of 9 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2018.
12 other companies' latest entry also says "Reframed".
- FY2018ReframedAnnual report
「Under the medium-term management policy “Get Ahead of the Future,” launched in April 2018, the Company has set financial targets for the fiscal year ending March 2023 of an operating margin of at least 9%, ROE of at least 5%, and Net DER of no more than 155%.」
The Company shifted the focus of its plan from the two-year “Bridge to the Future” to the new medium-term management policy “Get Ahead of the Future,” which began in April 2018. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group continued to diligently pursue measures in each of its commercial facilities, healthcare, and textile and apparel businesses under the “Bridge to the Future” medium-term management plan.」
The Company is continuing measures in its 3 businesses under “Bridge to the Future.” Specific progress in each business is described in the related threads. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group continued to pursue measures under the “Bridge to the Future” medium-term management plan. However, it was also affected by weak market conditions in some seasonal businesses, and continued working to further strengthen its sales capabilities, including its ability to make proposals to customers.」
The Company has reaffirmed its commitment to continuing the medium-term management plan and strengthening its sales capabilities. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group has continued to pursue measures under the “Bridge to the Future” medium-term management plan, while working diligently to build an even stronger business foundation in anticipation of the next medium-term management plan beginning next fiscal year.」
In addition to continuing the current medium-term management plan, the Company has reaffirmed its focus on strengthening the business foundation in anticipation of the next plan beginning next fiscal year. - FY2017SoftenedAnnual report
「The current medium-term management plan has been revised downward, with revenue reduced from ¥5,210 million under the original plan to ¥4,800 million under the revised plan, operating profit from ¥480 million to ¥420 million, ordinary profit from ¥360 million to ¥290 million, and profit attributable to owners of the parent from ¥290 million to ¥240 million. The financial targets under the medium-term management plan, namely (1) an ordinary profit margin of at least 5%, (2) ROE of at least 5%, (3) a current ratio of at least 120%, and (4) an equity ratio of at least 25%, remain unchanged, as there is no change in the outlook for achieving them.」
The earnings targets were revised downward, while the financial targets for the fiscal year ending March 2018 were left unchanged. - FY2017-Q3AdvancedAnnual report
「Against this backdrop, the Group launched a new medium-term management plan, “Bridge to the Future,” this fiscal year and is pursuing the strengthening of its financial position, the creation of a strong foundation for its core businesses and improvement in profitability as its highest priorities. In strengthening its financial position, the Group secured stable long-term funding by refinancing all existing borrowings with a long-term syndicated loan in the first quarter of fiscal 2016, and is steadily achieving the financial targets set out in the medium-term management plan.」
The Company states that it is continuing to pursue the three key priorities of the medium-term management plan and that progress is being made toward its financial targets and in the effects of improving profitability. - FY2017-Q2AdvancedAnnual report
「Under “improving profitability,” although revenue is expected to decline year on year following the structural reform of the textile and apparel businesses carried out in the previous fiscal year, the Company expects improved profitability and the benefits of cost reductions to improve earnings. It has already been steadily improving profitability, including by announcing an upward revision to its earnings forecast in the “Revision to the Consolidated Earnings Forecast for the Second Quarter (Cumulative) and Full Year of the Fiscal Year Ending March 2017,” dated 10 August 2016.」
The Company pursued improved profitability and cost reductions through structural reform and revised its earnings forecast upward. Compared with the plan, revenue and earnings exceeded the revised forecast at every level. - FY2017-Q1AdvancedAnnual report
「Against this backdrop, the Group launched a new medium-term management plan, “Bridge to the Future,” this fiscal year, and is making the strengthening of its financial position, the creation of a strong foundation for its core businesses and improvement in profitability its highest priorities. As part of its efforts to strengthen its financial position, the Group refinanced all existing borrowings with a long-term syndicated loan in the first quarter of fiscal 2016, securing stable long-term funding.」
The Company launched the plan and refinanced all existing borrowings with a long-term syndicated loan. It also revised its full-year earnings forecast in response to cost reductions and business performance. - FY2016First statedAnnual report
「Going forward, the Company will launch a new two-year medium-term management plan, “Bridge to the Future,” running from the fiscal year ending March 2017 (the 197th fiscal year) through the fiscal year ending March 2018 (the 198th fiscal year). In light of the uncertain economic outlook, “Bridge to the Future” is a two-year, short-term intensive plan. The Company will begin strengthening its financial position, while making the creation of a strong foundation for its core businesses and improving profitability its highest priorities, and will manage the business with due consideration given to increasing its share price.」
The Company has designated its finances, existing business foundations, profitability and share price as key priorities under the two-year, short-term intensive plan.