Sustainable Growth and Enhancement of Corporate Value through Vision 2020 and C-next
First written in FY2017-Q1. 12 of 24 entries say "Restated". Latest entry: 2026-10-22.
No other company in this theme has enough history to compare yet.
- 2026-10-22AdvancedGovernance
「「中期経営計画 2030」では、事業ポートフォリオシフトの加速、競争力強化による優位性の確立、サステナビリティ経営による価値創造の 3 つの基本方針の推進により、継続的な企業価値の向上を目指していきます。」
中期経営計画2030について、3つの基本方針と2029年度の財務目標・投資計画を具体的に示している。 - FY2026ReframedAnnual report
「We also launched Medium-Term Management Plan 2030 in April 2026 as the final step toward realizing the vision for the group under Vision 2030. The three basic policies of Medium-Term Management Plan 2030 are accelerating the shift in our business portfolio, establishing a competitive advantage through stronger competitiveness, and creating value through sustainability management.」
The final step of Vision 2030 changed to Medium-Term Management Plan 2030, launched in April 2026, with the business portfolio, competitiveness, and sustainability as its three basic policies. - FY2024AdvancedAnnual report
「To further accelerate one of our basic policies, shifting the business portfolio, we established the International Sales Division and the New Business Division in April 2024.」
The International Sales Division and New Business Division were newly established in April 2024 to accelerate the business portfolio shift under Medium-Term Management Plan 2026. - FY2023ReframedAnnual report
「Based on our long-term management vision Vision 2030, our group will pursue sustainable growth as a global company. We also launched Medium-Term Management Plan 2026 in April 2023 as the second step toward realizing the vision for the group under Vision 2030.」
The second step of Vision 2030 changed to Medium-Term Management Plan 2026, launched in April 2023. Its basic policies are shifting the business portfolio, strengthening competitiveness, and promoting sustainability (ESG) initiatives. - FY2022AdvancedAnnual report
「We launched Medium-Term Management Plan 2023 in April 2020 as the first step toward realizing the vision for the group under Vision 2030. Under Medium-Term Management Plan 2023, we will pursue management initiatives rapidly and forcefully based on five pillars: shifting the business portfolio, expanding overseas operations, strengthening domestic operations, reinforcing governance-based management, and promoting SDG initiatives, with the aim of further enhancing corporate value.」
Vision 2030 and Medium-Term Management Plan 2023 continue, with initiatives based on five key policies. It is explained that, apart from sales, the targets for the second year of the plan were achieved one year ahead of schedule. - FY2021ReframedAnnual report
「The COVID-19 pandemic has accelerated the decline in demand for paper and pulp in Japan and overseas, as well as the shift in demand structures. Against this backdrop, our group is formulating the long-term management vision Vision 2030 to achieve sustainable growth as an increasingly global company. We launched the medium-term management plan Medium-Term Management Plan 2023 in April 2020 as the first step toward realizing the vision for the group under Vision 2030.」
The strategic framework changed from Vision 2020 and V-DRIVE to Vision 2030, targeting 2030, and Medium-Term Management Plan 2023 as its first step. - FY2020-Q3RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020.」
The policy of implementing V-DRIVE as the final step of Vision 2020 is repeated. - FY2020-Q2RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020.」
The policy of implementing V-DRIVE as the final step of Vision 2020 is repeated. - FY2020-Q1RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020.」
The policy of implementing V-DRIVE as the final step of Vision 2020 is repeated. - FY2019AdvancedAnnual report
「Our group has established the long-term management vision Vision 2020, targeting 2020, in order to pursue sustainable growth and enhance corporate value. We aim to become a company with consolidated sales of at least ¥300 billion and an overseas sales ratio of 25%. The achievement and progress for the fiscal year ended March 2019, the interim year of V-DRIVE, are as follows. The overseas sales ratio, a key indicator of our global expansion, was already 35.1% for the fiscal year ended March 2019, exceeding the target, and we will continue to expand our overseas business.」
For the interim year of Vision 2020 and V-DRIVE, the overseas sales ratio is reported at 35.1%, above the 25% target. - FY2019-Q3RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we have been implementing the medium-term management plan V-DRIVE since April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020.」
The policy of implementing V-DRIVE as the final step of Vision 2020 is repeated. - FY2019-Q2RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020. By achieving the basic policies and management targets set out under this plan, we will strive to enhance corporate value and, ultimately, the common interests of our shareholders.」
The explanation is repeated that V-DRIVE is being implemented as the final step of Vision 2020, with the aim of enhancing corporate value and the common interests of shareholders. - FY2019-Q1RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020.」
The explanation that V-DRIVE is being implemented as the final step of Vision 2020 is repeated. - FY2018AdvancedAnnual report
「Our group has established the long-term management vision Vision 2020, targeting Heisei 32, in order to pursue sustainable growth and enhance corporate value. We aim to become a company with consolidated sales of at least ¥300 billion and an overseas sales ratio of 25%. The achievement and progress for the fiscal year ended March 2018, the first year of V-DRIVE, are as follows. The overseas sales ratio, a key indicator of our global expansion, was already 32.6% for the fiscal year ended March 2018, exceeding the target, and we will continue to expand our overseas business.」
The targets for Vision 2020 and V-DRIVE are presented in specific figures, with the overseas sales ratio reaching 32.6% against a target of 25%. - FY2018-Q3RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the new medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020 (Heisei 32). By achieving the basic policies and management targets set out under this plan, we will strive to enhance corporate value and, ultimately, the common interests of our shareholders.」
The explanation is repeated that V-DRIVE is being implemented as the final step of Vision 2020, with the aim of enhancing corporate value through its basic policies and management targets. - FY2018-Q2RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the new medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020 (Heisei 32).」
The explanation that V-DRIVE is being implemented as the final step of Vision 2020 is repeated. - FY2018-Q1RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we launched the new medium-term management plan V-DRIVE in April 2017 as the final step of our long-term management vision, Vision 2020, which targets 2020 (Heisei 32).」
The explanation that V-DRIVE is being implemented as the final step of Vision 2020 is repeated. - FY2017ReframedAnnual report
「As the final step toward Vision 2020, we launched the new medium-term management plan V-DRIVE, covering the period from April 2017 to March 2020, and will implement various management strategies based on the key policies of expanding our overseas business, further strengthening the competitiveness of our plants, and reinforcing the foundations of our consolidated management structure.」
The company moved from C-next to the new medium-term management plan V-DRIVE, the final step of Vision 2020, covering April 2017 to March 2020. - FY2017-Q3RestatedAnnual report
「Accordingly, in order to pursue sustainable growth under any business conditions and further enhance corporate value, we have been implementing the medium-term management plan C-next since April 2014 as the second step of our long-term management vision, Vision 2020, which targets 2020 (Heisei 32).」
Vision 2020 and C-next continue to be presented as initiatives for sustainable growth and enhancement of corporate value. - FY2017-Q2RestatedAnnual report
「As the second step of our long-term management vision, Vision 2020, which targets 2020 (Heisei 32), we have been implementing the medium-term management plan C-next since April 2014.」
Vision 2020 and C-next continue to be presented as initiatives to enhance corporate value. - FY2017-Q1First statedAnnual report
「As the second step of our long-term management vision, Vision 2020, which targets 2020 (Heisei 32), we have been implementing the medium-term management plan C-next since April 2014. By achieving the basic policies and management targets set out under this plan, we will strive to enhance corporate value and, ultimately, the common interests of our shareholders.」
C-next is being implemented as the second step of the vision targeting 2020.