Expanding sales and the H&PC ratio in 10 years through business portfolio transformation
First written in FY2018. 9 of 18 entries say "Restated". Latest entry: FY2026.
1 other company's latest entry also says "Restated".
- FY2026RestatedAnnual report
「Long-term vision: “Daio Group Transformation 2035”」
The group continues to pursue its long-term vision of sales of ¥1.2 trillion and an operating margin of 10% in fiscal 2035, together with four transformations covering its areas, strengths, energy, and sources of value creation. - FY2025RestatedAnnual report
「Under the long-term vision, the group is transforming its business portfolio with a focus on four themes: “Area Transformation: shifting the scope of activities and the basis for ideas from a Japan-centered approach to a global perspective”; “Strength Transformation: making the ability to respond to environmental changes and the R&D and marketing capabilities to create new products and services core strengths”; “Energy Transformation: shifting from an energy mix dependent on coal toward locally integrated waste-derived and woody fuels, while reducing CO2 emissions from fossil fuels”; and “Strengthening the Sources of Value Creation: strengthening human resources development and transforming the corporate culture that underpin the three Transformations.”」
The group has reaffirmed its long-term vision of sales of ¥1.2 trillion and an operating margin of 10% in fiscal 2035, with globalization, rebuilding its strengths, the energy transition, and human resources and corporate culture identified as the four themes. - FY2024ReframedAnnual report
「Believing that the first step toward enhancing corporate value is for management and employees to share the same goals and work together, the group formulated the long-term vision “Daio Group Transformation 2035,” targeting fiscal 2035, when the Eighth Medium-Term Business Plan ends.」
The previous fiscal 2026 targets were reorganized under the higher-level long-term vision, “Daio Group Transformation 2035,” which sets out four Transformations aimed at achieving consolidated sales of ¥1.2 trillion and an operating margin of 10% in fiscal 2035. - FY2024-Q2AdvancedAnnual report
「The company has also made a full-scale entry into the pet care market with the new brand Elleair Pet Kimi Omoi, launched in September 2023, and is expanding distribution.」
The group added the pet care market to the Home & Personal Care business portfolio and launched a new category under a new brand. - FY2024-Q1RestatedAnnual report
「The group will achieve an earnings recovery and return to growth by accelerating initiatives aimed at establishing a resilient business portfolio through a structural shift from its paper and paperboard businesses to its Home & Personal Care business.」
The group continues to pursue a structural shift from its paper and paperboard businesses to its Home & Personal Care business and the establishment of a resilient business portfolio. - FY2023-Q2AdvancedAnnual report
「Through this share acquisition, we believe that the company can establish a material recycling model within the group while also strengthening the earnings base of its Home & Personal Care business.」
Through the acquisition of all shares in the pet products manufacturer 大貴, the group gave concrete form to strengthening the earnings base of its Home & Personal Care business and expanding its circular business portfolio. - FY2023-Q1AdvancedAnnual report
「Through this share acquisition, we believe that the company can establish a material recycling model within the group while also strengthening the earnings base of its Home & Personal Care business.」
To transform its business portfolio over the long term, the group gave concrete form to strengthening H&PC’s earnings base and establishing a circular business by incorporating the pet products and recycling sectors. - FY2022RestatedAnnual report
「To achieve the group’s long-term vision target for fiscal 2026 of sales of ¥800.0 billion to ¥1 trillion and an operating margin of 10%, the Fourth Medium-Term Business Plan, covering the 3-year period from fiscal 2021 through fiscal 2023, is positioned as an important 3-year period for accelerating further growth.」
The group has reaffirmed its long-term target of sales of ¥800.0 billion to ¥1 trillion and an operating margin of 10% in fiscal 2026, as well as its policy for achieving these targets through the Fourth Medium-Term Business Plan. - FY2022-Q1RestatedAnnual report
「Under the slogan “GEAR UP: Toward Further Growth and a New Future,” the group will pursue structural reform spanning its paper and paperboard businesses and its Home & Personal Care business, including shifting production toward high-value-added products that make maximum use of the competitive pulp produced at the Mishima Mill. It will also execute a growth strategy focused on overseas markets and aim to achieve its long-term vision of sales of ¥800.0 billion to ¥1 trillion.」
The group has reaffirmed its long-term vision targeting sales of ¥800.0 billion to ¥1 trillion and stated that it will implement structural reform across businesses, make use of pulp from the Mishima Mill, and pursue an overseas growth strategy. - FY2021ReframedAnnual report
「To achieve the group’s long-term vision target for fiscal 2026 of sales of ¥800.0 billion to ¥1 trillion and an operating margin of 10%, the Fourth Medium-Term Business Plan, covering the 3-year period from fiscal 2021 through fiscal 2023, is positioned as an important 3-year period for accelerating further growth.」
The previous 10-year business portfolio targets were reorganized as time-bound fiscal 2026 targets of sales of ¥800.0 billion to ¥1 trillion and an operating margin of 10%. The long-term target of an overseas H&PC sales ratio of at least 30% has also been maintained. - FY2021-Q2RestatedAnnual report
「Our group has entered the final year of the Third Medium-Term Business Plan, “Move on: Innovation and Flight” (announced on 31 May 2018), and is accelerating the transformation toward a resilient corporate structure capable of responding to rapid changes in the external environment. At the same time, it is boldly implementing its growth strategy toward a long-term vision targeting sales of ¥800.0 billion to ¥1 trillion.」
The group has reaffirmed its long-term vision targeting sales of ¥800.0 billion to ¥1 trillion and the execution of its business structure transformation and growth strategy. - FY2021-Q1AdvancedAnnual report
「During the consolidated first-quarter accounting period, Elleair International Turkey Kişisel Bakım Ürünleri Üretim, H&PC Brazil and Santel were added as consolidated subsidiaries. The company will promote business development encompassing the Middle East, all of South America and, ultimately, Africa.」
To transform its business portfolio under the long-term vision, the group completed acquisitions in Turkey and Brazil and gave concrete form to regional expansion covering the Middle East, Latin America as a whole, and Africa. - FY2020AdvancedAnnual report
「From fiscal 2020, the group will accelerate the expansion of its Home & Personal Care business in the Middle East, North Africa, Russia and other markets, based around エリエールインターナショナルターキーA.S. in Turkey. It will also expand its Home & Personal Care and specialty paper businesses in Latin America, using サンテルS.A. in Brazil as a base; サンテルS.A. is scheduled to become a consolidated subsidiary through the acquisition of its shares.」
To transform its business portfolio under the long-term vision, the group gave concrete form to expansion into the MENA region and Russia from Turkey, outside Asia, and into Latin America from Brazil. - FY2019RestatedAnnual report
「Under the group management philosophy, “Weaving a gentle future for people around the world,” the group has adopted the long-term vision, “Transform the business portfolio strategically and become a corporate group that continues to grow sustainably.” In 10 years, it aims to achieve sales of ¥800.0 billion to ¥1 trillion, with H&PC accounting for at least 50% of the business portfolio and the overseas H&PC business accounting for at least 30%.」
The group has reaffirmed its long-term vision of sales of ¥800.0 billion to ¥1 trillion in 10 years, an H&PC business ratio of at least 50%, and an overseas H&PC business ratio of at least 30%. - FY2019-Q2AdvancedAnnual report
「To realize its management philosophy, “Weaving a gentle future for people around the world,” our group plans to invest management resources selectively in growth areas, including the Home & Personal Care business and the paperboard and corrugated board businesses, and to achieve sustainable growth through selection and concentration. Effective 1 July 2018, the group completed an absorption-type merger with Mitsubishi Estate Real Estate Service Co., Ltd. as the surviving company.」
As part of its policy of concentrating management resources on growth areas and pursuing selection and concentration, the group carried out a specific portfolio rationalization by moving its parking operations subsidiary outside the group through a merger with a real estate company. - FY2018First statedAnnual report
「Under its long-term vision, “Transform the business portfolio strategically and become a corporate group that continues to grow sustainably,” the group aims, in 10 years, to achieve sales of ¥800.0 billion to ¥1 trillion, with H&PC accounting for at least 50% of the business portfolio and the overseas H&PC business accounting for at least 30%.」
As the overarching concept above the Third Medium-Term Business Plan, the group set specific targets for the scale of sales, the H&PC business ratio, and the overseas H&PC business ratio 10 years ahead for the first time.