Next Medium-Term Management Plan "Denka Value-Up" (2018–2022)
First written in FY2017. 13 of 18 entries say "Restated". Latest entry: FY2023.
No other company in this theme has enough history to compare yet.
- FY2023ReframedAnnual report
「The company steadily advanced initiatives under the management plan “Denka Value-Up” and achieved a certain level of results. However, weak performance in some of its foundation businesses resulted in an overall decline in earnings last fiscal year, and the transformation into a specialty company remains a work in progress. Against this backdrop, the new vision and new management plan, “Mission 2030,” finally got under way this fiscal year.」
Denka Value-Up was positioned as a completed plan that delivered certain results but left some challenges unmet, and the planning framework changed to Mission 2030. - FY2023-Q3ReframedAnnual report
「In November 2022, the company formulated a new vision and the next management plan, “Mission 2030,” covering the 8 fiscal years from fiscal 2023 through fiscal 2030.」
The company’s planning framework changed from Denka Value-Up for fiscal 2018–2022 to the next management plan, “Mission 2030,” covering fiscal 2023–2030. - FY2023-Q2RestatedAnnual report
「The 2 years beginning in fiscal 2021 will be positioned as an important preparation period for making the leap toward the desired state under the next management plan. As a first step toward becoming an irreplaceable presence in society, the company is pursuing 3 Value-Ups covering business, the environment and human resources.」
The company has reconfirmed its policy of positioning the remaining period of Denka Value-Up as a preparation period for the next management plan and pursuing 3 Value-Ups covering business, the environment and human resources. - FY2023-Q1RestatedAnnual report
「The 2 years beginning in fiscal 2021 will be positioned as an important preparation period for making the leap toward the desired state under the next management plan. As a first step toward becoming an irreplaceable presence in society, the company is pursuing 3 Value-Ups covering business, the environment and human resources.」
The company has reconfirmed its positioning of the 2 years beginning in fiscal 2021 as a preparation period for the next management plan, while continuing Denka Value-Up’s growth visions and growth strategies. - FY2022-Q3RestatedAnnual report
「Amid this economic environment, the Group focused on expanding its business and improving profitability by pursuing the 3 growth visions of “a fusion of specialties,” “sustained growth” and “sound growth,” and the 2 growth strategies of the 5-year management plan “Denka Value-Up” from fiscal 2018: “transforming the business portfolio” and “introducing innovative processes.” The 2 years beginning this fiscal year will be positioned as an important preparation period for making the leap toward the desired state under the next management plan. As a first step toward becoming an irreplaceable presence in society, the Group is pursuing 3 Value-Ups covering business, the environment and human resources.」
The company has reconfirmed its policy of continuing Denka Value-Up’s growth visions and growth strategies and positioning the remaining 2 years as a preparation period for the next management plan. - FY2022-Q2RestatedAnnual report
「Amid this economic environment, the Group focused on expanding its business and improving profitability by pursuing the 3 growth visions of “a fusion of specialties,” “sustained growth” and “sound growth,” and the 2 growth strategies of the 5-year management plan “Denka Value-Up” from fiscal 2018: “transforming the business portfolio” and “introducing innovative processes.” The 2 years beginning this fiscal year will be positioned as an important preparation period for making the leap toward the desired state under the next management plan. As a first step toward becoming an irreplaceable presence in society, the Group is pursuing 3 Value-Ups covering business, the environment and human resources.」
The company has reconfirmed its policy of continuing Denka Value-Up’s 3 growth visions and 2 growth strategies, positioning the remaining 2 years as a preparation period for the next management plan and pursuing 3 Value-Ups covering business, the environment and human resources. - FY2022-Q1RestatedAnnual report
「The 2 years beginning this fiscal year will be positioned as an important preparation period for making the leap toward the desired state under the next management plan. As a first step toward becoming an irreplaceable presence in society, the company will pursue 3 Value-Ups covering business, the environment and human resources.」
The company has reconfirmed its policy of positioning the remaining 2 years of Denka Value-Up as a preparation period for the next management plan and pursuing 3 Value-Ups covering business, the environment and human resources. - FY2021AdvancedAnnual report
「The company announced a review of the remaining 2 years of “Denka Value-Up,” set the fiscal 2022 operating profit target at ¥50 billion, within the range of the original plan, and decided to pursue the “3 Value-Ups.”」
Following an interim review in the third year, the company set a fiscal 2022 operating profit target of ¥50 billion for the remaining 2 years and established 3 Value-Ups covering business, the environment and human resources. - FY2021-Q3RestatedAnnual report
「To realize its corporate philosophy, “The Denka Value,” the company set out the 3 growth visions of “a fusion of specialties,” “sustained growth” and “sound growth,” and is pursuing the 2 growth strategies of the 5-year management plan “Denka Value-Up” from fiscal 2018: “transforming the business portfolio” and “introducing innovative processes.”」
The company has reconfirmed that it continues to pursue the 5-year Denka Value-Up plan from fiscal 2018, its 3 growth visions and its 2 growth strategies to realize The Denka Value, and states that there have been no material changes to its management policies, management strategies or related matters. - FY2021-Q2RestatedAnnual report
「Amid this economic environment, the Group focused on expanding its business and improving profitability by pursuing the 3 growth visions of “a fusion of specialties,” “sustained growth” and “sound growth,” and the 2 growth strategies of the 5-year management plan “Denka Value-Up” from fiscal 2018: “transforming the business portfolio” and “introducing innovative processes.”」
The company continues to pursue the 3 growth visions and 2 growth strategies of Denka Value-Up, while focusing on expanding its business and improving profitability. - FY2021-Q1RestatedAnnual report
「Amid this economic environment, the Group focused on expanding its business and improving profitability by pursuing the 3 growth visions of “a fusion of specialties,” “sustained growth” and “sound growth,” and the 2 growth strategies of the 5-year management plan “Denka Value-Up” from fiscal 2018: “transforming the business portfolio” and “introducing innovative processes.”」
The company continues to pursue Denka Value-Up’s 3 growth visions and 2 growth strategies, and states that there have been no material changes to its management policies, management strategies or related matters. - FY2020-Q2RestatedAnnual report
「Under this basic policy, we also formulated the Denka Value-Up management plan, covering 5 years from FY2018, and are working to achieve sustainable and sound growth.」
The company has reconfirmed the 5-year management plan “Denka Value-Up” from fiscal 2018 and its initiatives aimed at sustained and sound growth. - FY2020-Q1RestatedAnnual report
「Amid this economic environment, the Group focused on expanding its business and securing earnings by pursuing the 2 growth strategies of “transforming the business portfolio” and “introducing innovative processes,” based on the 3 growth visions of the management plan “Denka Value-Up”—“a fusion of specialties,” “sustained growth” and “sound growth”—in order to realize its corporate philosophy, “The Denka Value.”」
The company has reconfirmed that it is pursuing the 3 growth visions and 2 growth strategies of Denka Value-Up to realize The Denka Value. - FY2019AdvancedAnnual report
「In fiscal 2018, the first year of the plan, the company steadily implemented measures in line with the 3 growth visions set out in “Denka Value-Up”—“a fusion of specialties,” “sustained growth” and “sound growth”—and the 2 growth strategies, “transforming the business portfolio” and “introducing innovative processes.”」
The company explained that, with fiscal 2018 as the first year of Denka Value-Up, it implemented measures aligned with the 3 growth visions and 2 growth strategies. - FY2019-Q3RestatedAnnual report
「From this year, the Group has launched its new management plan, “Denka Value-Up,” and is implementing initiatives aligned with its 2 growth strategies for achieving the plan’s numerical targets: “transforming the business portfolio” and “innovative processes.”」
The company launched the new management plan Denka Value-Up this year and has reconfirmed that it is pursuing initiatives aligned with the 2 growth strategies, “transforming the business portfolio” and “innovative processes,” to achieve its numerical targets. - FY2019-Q2RestatedAnnual report
「Under this basic policy, we also formulated the Denka Value-Up management plan, covering 5 years from FY2018, and are working to achieve sustainable and sound growth.」
The company has reconfirmed the 5-year management plan “Denka Value-Up” from fiscal 2018 and its initiatives aimed at sustained and sound growth. - FY2019-Q1RestatedAnnual report
「Under this basic policy, we also formulated the Denka Value-Up management plan, covering 5 years from FY2018, and are working to achieve sustainable and sound growth.」
The company has reconfirmed the 5-year “Denka Value-Up” plan from fiscal 2018 as its current management plan and continues initiatives aimed at sustained and sound growth. - FY2017First statedAnnual report
「Basic policy of the next Medium-Term Management Plan “Denka Value-Up” (2018–2022). To become a specialty company with a strong presence worldwide. To achieve sustained growth through a dramatic improvement in productivity driven by innovative processes. To achieve sound growth by promoting work-style reform. The target is for specialty businesses to account for 90% of operating profit in fiscal 2022.」
The company presented its next Medium-Term Management Plan for 2018–2022, continuing the direction of Denka100, and set out the transformation into a specialty company, innovative processes, work-style reform and a target for specialty businesses to account for 90% of operating profit in fiscal 2022.