Backcast Long-Term Management Based on GROUP VISION 2030
First written in FY2021. 1 of 3 entries say "Restated". Latest entry: FY2025.
Tokyu Fudosan Holdings moved to the "Worse" side of this theme in 2025, the same year as the typical company in this theme.
The whole theme swung hardest in 2024: 2 of 12 companies on the "Worse" side.
4 other companies' latest entry also says "Reframed".
- FY2025ReframedAnnual report
「The “Medium-Term Management Plan 2030,” which began in fiscal 2025, is the “resilience phase” in the latter half of our long-term management policy. By building a strong and distinctive business portfolio, we will improve efficiency and resilience while achieving further profit growth.」
The transition from the first-half Rebuilding Phase of GROUP VISION 2030 to the second-half Resilience Phase beginning in fiscal 2025 has been explicitly stated. - FY2022RestatedAnnual report
「The first half of the 10-year period through 2030 will be the "Rebuilding Phase," focused on improving our earning power and efficiency to achieve renewed growth in the post-COVID era. In the second half, the "Resilience Phase," we will establish a strong business foundation, including by developing businesses in new fields, and link this to sustainable growth thereafter.」
The long-term management framework under GROUP VISION 2030, which divides the 10-year period into the Rebuilding Phase and the Resilience Phase, has been reaffirmed. - FY2021First statedAnnual report
「Against this backdrop, in order to achieve sustainable growth, we established the long-term vision GROUP VISION 2030 and reorganized our guiding principles, identifying the desired state of our Group 10 years from now through a backcasting approach rather than a conventional bottom-up plan.」
Following the completion of Value Frontier 2020 Stage2, a new 10-year long-term vision was formulated by working backward from the desired state in 2030. The first half is positioned as the "Rebuilding Phase" and the second half as the "Resilience Phase."