Three themes: major development projects, major capital investments, and overseas market development
First written in FY2016. 5 of 12 entries say "Restated". Latest entry: FY2019.
No other company in this theme has enough history to compare yet.
- FY2019AdvancedAnnual report
「In the final year of its medium- to long-term management plan NB100, the Group adopted the basic policy of rapidly implementing and bringing to fruition priority initiatives under a firm growth trajectory to achieve NB100, and pursued the following 3 initiatives: ① establishing ¥50 billion corporate quality; ② developing human resources through the Training Room and Kizuna Mirai Lounge; and ③ realizing a creative and development-oriented company.」
In the final year of NB100, the 3 initiatives of corporate quality, human resource development, and creative development have been translated into specific actions, including use of facilities, development results, and environmental, CSR, and governance initiatives. - FY2019-Q3RestatedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
The previous themes concerning growth, quality, and business development continue as the strategic framework for the final year of NB100. - FY2019-Q2RestatedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
The previous themes concerning growth, quality, and business development continue under the same framework as the 3 strategic themes for the final year of NB100. - FY2019-Q1ReframedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
The framework has been reorganized from the previous 3 themes, including establishing an optimal business development system, into the 3 final-year themes, including human resource development. - FY2018AdvancedAnnual report
「① Establishing ¥50 billion corporate quality: developing global human resources for international business expansion; strengthening the governance structure on an advanced basis; and advancing the 100th Anniversary Project. ② Establishing an optimal business development system: commencing operations at the Medical Anjo Plant's Advanced Technology Building; expanding the business by strengthening collaboration with group companies; and advancing overseas business expansion initiatives focused on priority products and regions. ③ Realizing a creative and development-oriented company: establishing No. 1 brands and increasing market share; clarifying development themes and adhering to target milestones; and laying the groundwork for the growth strategy following NB100, the medium- to long-term management plan.」
The previous framework of growth, production, and quality is being implemented as 3 initiatives in the second year of Stage 3, with specific execution items including the start of operations at the Medical Anjo Plant, overseas business expansion, and adherence to development target milestones. - FY2018-Q2RestatedAnnual report
「Against this economic backdrop, the Group is pursuing the establishment of ¥50 billion corporate quality, realization of a creative and development-oriented company, and establishment of an optimal business development system as the Stage 3 strategy under its medium- to long-term management plan NB100.」
The framework of corporate quality, creative development, and a business development system, organized as Stage 3 priority themes since the outset, is presented again. - FY2018-Q1ReframedAnnual report
「Against this economic backdrop, the Group is pursuing the establishment of ¥50 billion corporate quality, realization of a creative and development-oriented company, and establishment of an optimal business development system as the Stage 3 strategy under its medium- to long-term management plan NB100.」
The growth themes that began with major new product development, capital investment, and overseas market development have been reorganized under Stage 3 into 3 themes: creative development, corporate quality, and a business development system. - FY2017ReframedAnnual report
「1) Pursuing growth: executing a business growth strategy through customer-focused proactive expansion initiatives and the creation of new value, aimed at establishing No. 1 brands, increasing market share, and realizing a creative and development-oriented company. 2) Improving efficiency and stability of the operating base: improving company-wide profitability by advancing the establishment of an optimal group-wide production system and implementing business structure transformation. 3) Improving corporate quality: developing globally competitive human resources, improving quality across the Group, and strengthening corporate governance to establish corporate quality as a ¥50 billion company.」
The Stage 3 priority framework has been organized into 3 initiatives: pursuing growth, improving efficiency and stability of the operating base, and improving corporate quality, with references added to No. 1 brands, a ¥50 billion company, and business structure transformation. - FY2017-Q3RestatedAnnual report
「As the first year of Stage 3, the final three-year plan under the medium- to long-term management plan NB100, the Group worked on executing a business growth strategy through customer-focused proactive expansion initiatives and the creation of new value; establishing an optimal group-wide production system aimed at consolidated sales of ¥50 billion; developing globally competitive human resources and improving quality across the Group to establish corporate quality; and strengthening corporate governance.」
The previous 4 initiatives covering growth, production, quality and human resources, and governance are presented again under the same framework. - FY2017-Q2RestatedAnnual report
「As the first year of Stage 3, the final three-year plan under the medium- to long-term management plan NB100, the Group worked on executing a business growth strategy through customer-focused proactive expansion initiatives and the creation of new value; establishing an optimal group-wide production system aimed at consolidated sales of ¥50 billion; developing globally competitive human resources and improving quality across the Group to establish corporate quality; and strengthening corporate governance.」
The growth, production, quality and human resources, and governance framework, organized as 4 Stage 3 initiatives from the previous 3 themes, is presented again. - FY2017-Q1ReframedAnnual report
「As the first year of Stage 3, the final three-year plan under the medium- to long-term management plan NB100, the Group worked on executing a business growth strategy through customer-focused proactive expansion initiatives and the creation of new value; establishing an optimal group-wide production system aimed at consolidated sales of ¥50 billion; developing globally competitive human resources and improving quality across the Group to establish corporate quality; and strengthening corporate governance.」
The framework has been reorganized from the previous 3 themes of major new product development, major capital investment, and overseas market development into the 4 Stage 3 initiatives covering customer-focused growth, a production system aimed at sales of ¥50 billion, quality and human resources, and governance. - FY2016First statedAnnual report
「As a new growth strategy for the future, the Group worked on the following 3 themes.」
The growth strategy has been presented as 3 themes.