A Second Founding Under the Long-Term Vision "IMURA VISION 2030"
First written in FY2021. 9 of 15 entries say "Restated". Latest entry: 2026-09-14.
No other company in this theme has enough history to compare yet.
- 2026-09-14RestatedEarnings
「Under the medium-term management plan “IMURA VISION 2030 Stage II” (fiscal 2024 to fiscal 2026), whose basic policy is to “build a robust business foundation through the further acceleration of transformation and innovation, establish a trajectory of sustainable growth, and further enhance corporate value,”」
The basic policy and implementation period of Stage II continue to be stated. - FY2026-H1AdvancedAnnual report
「Against this backdrop, the Group has reached the midpoint of “IMURA VISION 2030 Stage II,” its medium-term management plan for FY2024 through FY2026, whose basic policy is to “build a strong business foundation through further accelerating transformation and innovation, establish a trajectory of sustainable growth, and further enhance corporate value.” “潤創 (Junsō) — creating abundance in society and life” is positioned as the starting point of its management philosophy, “IMURA PHILOSOPHY STRUCTURE.”」
The company states that StageⅡ, the execution phase of the long-term vision "IMURA VISION 2030," has reached its midpoint. - FY2025-H1RestatedAnnual report
「The company launched its new medium-term management plan, "IMURA VISION 2030 StageⅡ," covering fiscal 2024 through fiscal 2026, in the current fiscal year.」
The company continues to pursue the policy of launching StageⅡ in fiscal 2024 as the execution phase of the long-term vision "IMURA VISION 2030." - FY2025-Q1AdvancedAnnual report
「The company launched its new medium-term management plan, "IMURA VISION 2030 StageⅡ," covering fiscal 2024 through fiscal 2026, in the current fiscal year.」
The execution phase of the long-term vision "IMURA VISION 2030" changed from StageⅠ to StageⅡ, and the new plan for fiscal 2024 through fiscal 2026 was launched. - FY2024ReframedAnnual report
「The company advocates evolving from a manufacturer that produces and sells products into a service business that adds services to products and achieves even higher customer satisfaction, and further into a solution provider that delivers appropriate solutions to customers' challenges,」
The transformation represented by the second founding and the shift to a solutions provider has been given concrete form as deepening from manufacturing to services and then into a solutions provider. - FY2024-Q3RestatedAnnual report
「The Group established “潤創 (Junsō) — Creating richness in society and life” as the starting point of its new management philosophy, “IMURA PHILOSOPHY STRUCTURE,” and launched in fiscal 2021 the three-year medium-term management plan “IMURA VISION 2030 StageⅠ,” whose basic policy is to “achieve a new growth trajectory through transformation and innovation, and provide the highest added value to all stakeholders by further enhancing corporate value,” while pursuing company-wide initiatives to build the foundation for the new Imura.」
As the execution phase of its long-term vision, the company continues to implement the medium-term management plan "IMURA VISION 2030 StageⅠ," which began in fiscal 2021, and build the foundation for the new イムラ. - FY2024-Q2RestatedAnnual report
「The Group established “潤創 (Junsō) — Creating richness in society and life” as the starting point of its new management philosophy, “IMURA PHILOSOPHY STRUCTURE,” and launched in fiscal 2021 the three-year medium-term management plan “IMURA VISION 2030 StageⅠ,” whose basic policy is to “achieve a new growth trajectory through transformation and innovation, and provide the highest added value to all stakeholders by further enhancing corporate value,” while pursuing company-wide initiatives to build the foundation for the new Imura.」
The company continues to build the foundation for the new イムラ based on "IMURA VISION 2030 StageⅠ." - FY2024-Q1ReframedAnnual report
「The company advocates evolving from a manufacturer that produces and sells products into a service business that adds services to products and achieves even higher customer satisfaction, and further into a solution provider that delivers appropriate solutions to customers' challenges,」
The long-term direction of transforming into a solutions provider has been given concrete form as "from manufacturing to services" and "deepening into a solutions provider." - FY2023-Q3RestatedAnnual report
「With the basic policy of "providing the highest added value to all stakeholders by achieving a new growth trajectory through transformation and innovation and further enhancing corporate value," the company launched the three-year medium-term management plan "IMURA VISION 2030 StageⅠ" in fiscal 2021 and has worked across the entire company to build the foundation for the new イムラ.」
As the execution phase of its long-term vision, the company continues to build the foundation for the new イムラ based on the three-year plan "IMURA VISION 2030 StageⅠ," which began in fiscal 2021. - FY2023-Q2RestatedAnnual report
「Against this backdrop, the Group adopted “Give & Give & Give (continuing to deliver the highest added value to everyone)” as the fundamental spirit of its management philosophy and launched in fiscal 2021 the three-year medium-term management plan “IMURA VISION 2030 StageⅠ,” whose basic policy is to “achieve a new growth trajectory through transformation and innovation, and provide the highest added value to all stakeholders by further enhancing corporate value,” while pursuing company-wide initiatives to build the foundation for the new Imura.」
As the execution phase of its long-term vision, the company continues to build the foundation for the new イムラ based on the three-year plan "IMURA VISION 2030 StageⅠ," which began in fiscal 2021. - FY2023-Q1RestatedAnnual report
「Beginning in fiscal 2021, we launched the three-year medium-term management plan “IMURA VISION 2030 StageⅠ” and worked across the entire company to build the foundations for the new Imura.」
As the implementation phase of “IMURA VISION 2030,” the company continues to build the foundation for the new Imura under StageⅠ. - FY2022-Q3RestatedAnnual report
「Against this backdrop, the Group adopted “Give & Give & Give (continuing to deliver the highest added value to everyone)” as its theme and launched the three-year new medium-term management plan “IMURA VISION 2030 StageⅠ,” whose basic policy is to “achieve a new growth trajectory through transformation and innovation, and provide the highest added value to all stakeholders by further enhancing corporate value,” and pursued company-wide initiatives to build the foundation for the new Imura.」
As the implementation phase of the long-term vision, the company continues to build the foundation for the new Imura under the 3-year plan “IMURA VISION 2030 StageⅠ.” - FY2022-Q2RestatedAnnual report
「We launched the 3-year new medium-term management plan “IMURA VISION 2030 StageⅠ” and have worked across the company to build the foundation for the new Imura.」
As the implementation phase of the long-term vision, the company continues to build the foundation for the new Imura under the 3-year plan “IMURA VISION 2030 StageⅠ.” - FY2022-Q1AdvancedAnnual report
「We launched the 3-year new medium-term management plan “IMURA VISION 2030 StageⅠ” and have worked across the company to build the foundation for the new Imura.」
As the implementation phase of the long-term vision “IMURA VISION 2030,” the company has launched the 3-year StageⅠ plan and is building the foundation for the new Imura. - FY2021First statedAnnual report
「With the next 100 years in view, our group will take on the challenge of transforming into a solutions provider that creates value sought by society and customers, toward realizing a “second founding.”」
In light of the post-COVID business environment and the next 10 years, the company has for the first time set out a long-term vision to transform from its traditional envelope-centered business into a solutions provider.