Reorganization into a Strategic Organization
First written in FY2016. 19 of 23 entries say "Restated". Latest entry: FY2025.
25 other companies' latest entry also says "Restated".
- FY2025RestatedAnnual report
「This fiscal year as well, we will continue working on each issue under the basic policy of practice and further growth of the three-year 2025 Medium-Term Management Plan, whose first year is fiscal 2023: expanding businesses by responding to market changes, accelerating the development of new products and technologies, improving productivity, pursuing safety and security, and promoting CSR.」
The existing planning issues remain unchanged. Any new specific developments are described in the related capital investment and R&D threads. - FY2024-Q1ReframedAnnual report
「Under the 2025 Medium-Term Management Plan, we adopted practice and further growth as our basic policy and worked on the key issues of expanding businesses by responding to market changes, accelerating the development of new products and technologies, improving productivity, pursuing safety and security, and promoting CSR.」
The framework has changed from the previous plan's issues, which included strengthening collaboration inside and outside the company, to 5 issues under the 2025 Medium-Term Management Plan, including pursuing safety and security. - FY2023-Q3RestatedAnnual report
「Under the three-year 2022 Medium-Term Management Plan, whose final year is fiscal 2022, we adopted challenge and co-creation as our basic policy and worked on the key issues of expanding businesses in growth markets, accelerating the development of new products and technologies, strengthening collaboration inside and outside the company, improving productivity, and promoting CSR activities.」
Five issues continue to be identified, including strengthening collaboration inside and outside the company, which developed from the previous strengthening of group management. - FY2023-Q2RestatedAnnual report
「Following last year's initiatives in biochemicals and thermal-control materials, we are promoting strengthening collaboration inside and outside the company by pursuing business co-creation through open innovation in the electronics field.」
The 2022 Medium-Term Management Plan's focus on strengthening collaboration inside and outside the company continues, including business co-creation through open innovation in the electronics field. - FY2022-Q3RestatedAnnual report
「Amid this business environment, our group adopted challenge and co-creation as its basic policy under the three-year 2022 Medium-Term Management Plan, whose first year is fiscal 2020, and worked on the key issues of expanding businesses in growth markets, accelerating the development of new products and technologies, strengthening collaboration inside and outside the company, improving productivity, and promoting CSR activities.」
The framework of the 2022 Medium-Term Management Plan, including strengthening collaboration inside and outside the company in place of the previous strengthening of group management, continues to be pursued. - FY2022-Q1RestatedAnnual report
「Under the three-year 2022 Medium-Term Management Plan, whose first year is fiscal 2020, we adopted challenge and co-creation as our basic policy and worked on the key issues of expanding businesses in growth markets, accelerating the development of new products and technologies, strengthening collaboration inside and outside the company, improving productivity, and promoting CSR activities.」
The framework of the 2022 Medium-Term Management Plan continues to be pursued, including strengthening collaboration inside and outside the company, which developed from the previous strengthening of group management. - FY2021-Q3RestatedAnnual report
「Under the three-year 2022 Medium-Term Management Plan, which begins in the current fiscal year, the Group has adopted “Challenge and Co-creation” as its basic policy and is addressing the priorities of expanding its business in growth markets, accelerating the development of new products and technologies, strengthening collaboration inside and outside the Group, improving productivity, and promoting CSR activities」
The issues of the 2022 Medium-Term Management Plan, including strengthening collaboration inside and outside the company in place of strengthening group management, continue to be pursued. - FY2021-Q2RestatedAnnual report
「Under the three-year 2022 Medium-Term Management Plan, which begins in the current fiscal year, the Group has adopted “Challenge and Co-creation” as its basic policy and is addressing the priorities of expanding its business in growth markets, accelerating the development of new products and technologies, strengthening collaboration inside and outside the Group, improving productivity, and promoting CSR activities」
The 2022 Medium-Term Management Plan continues to be pursued under a framework that includes strengthening collaboration inside and outside the company in place of the previous strengthening of group management. - FY2021-Q1ReframedAnnual report
「Under the 2022 Medium-Term Management Plan, we adopted challenge and co-creation as our basic policy and worked on the key issues of expanding businesses in growth markets, accelerating the development of new products and technologies, strengthening collaboration inside and outside the company, improving productivity, and promoting CSR activities.」
Under the 2022 Medium-Term Management Plan, the issue is presented as strengthening collaboration inside and outside the company, replacing the previous framework that included strengthening group management. - FY2020-Q3RestatedAnnual report
「Amid this business environment, our group has pursued further growth by adopting creating and expanding innovative value as its basic policy and advancing the issues of the three-year 2019 Medium-Term Management Plan, whose final year is fiscal 2019: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities.」
Strengthening group management continues to be identified as an issue of the 2019 Medium-Term Management Plan, with no material changes to organisational measures described. - FY2020-Q1RestatedAnnual report
「Advancing the issues of the three-year 2019 Medium-Term Management Plan, whose final year is fiscal 2019: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities.」
Strengthening group management continues to be identified as an issue of the 2019 Medium-Term Management Plan, with no new organisational measures described. - FY2019RestatedAnnual report
「To strengthen group management, we will develop human resources, reinforce marketing activities through collaboration with overseas group bases in response to intensifying global competition, and realise group synergies.」
Strengthening group management continues to be pursued through human resources development and marketing enabled by collaboration with overseas bases. - FY2019-Q3RestatedAnnual report
「Amid this business environment, our group has pursued further growth by adopting creating and expanding innovative value as its basic policy and advancing the issues of the three-year 2019 Medium-Term Management Plan, whose first year is fiscal 2017: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities.」
Strengthening group management continues to be identified as an issue of the 2019 Medium-Term Management Plan, with no new organisational restructuring described. - FY2019-Q2RestatedAnnual report
「Advancing the issues of the 2019 Medium-Term Management Plan: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities.」
Strengthening group management continues to be identified as an issue of the 2019 Medium-Term Management Plan, with no new organisational restructuring described. - FY2019-Q1RestatedAnnual report
「Under these business conditions, the Group aims to make further strides, adopting “Creating and Expanding Innovative Value” as its basic policy and pursuing the priorities of the three-year 2019 Medium-Term Management Plan, which began in fiscal 2017: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities. At the same time, it is working to develop new markets and expand sales of high-performance, high-value-added products, reduce production costs, and build on its management efforts toward sustainable growth.」
The issues of the 2019 Medium-Term Management Plan, including strengthening group management in place of the previous strategic organisational restructuring, continue to be pursued. - FY2018-Q3RestatedAnnual report
「Amid this business environment, our group has pursued further growth by adopting creating and expanding innovative value as its basic policy and advancing the key issues of the three-year 2019 Medium-Term Management Plan, whose first year is the current fiscal year: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities. We have also worked to develop new markets and expand sales of high-performance, high-value-added products, reduce production costs, and build management capabilities for sustainable growth.」
The four issues of the 2019 Medium-Term Management Plan, including strengthening group management in place of the previous strategic organisational restructuring, continue to be pursued. - FY2018-Q2RestatedAnnual report
「Amid this business environment, our group has pursued further growth by adopting creating and expanding innovative value as its basic policy and advancing the key issues of the three-year 2019 Medium-Term Management Plan, whose first year is the current fiscal year: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities. We have also worked to develop new markets and expand sales of high-performance, high-value-added products, reduce production costs, and build management capabilities for sustainable growth.」
Strengthening group management continues to be identified as an issue in the 2019 Medium-Term Management Plan, replacing the previous strategic organisational restructuring. - FY2018-Q1RestatedAnnual report
「Amid this business environment, our group has launched the three-year 2019 Medium-Term Management Plan, whose first year is the current fiscal year, with creating and expanding innovative value as its basic policy and creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities as its key issues, with the aim of achieving further growth.」
The framework has continued, with strengthening group management in the 2019 Medium-Term Management Plan taking the place of the previous strategic organisational restructuring. - FY2017ReframedAnnual report
「Under the three-year 2019 Medium-Term Management Plan, which begins in the current fiscal year, the Group aims to make further strides, adopting “Creating and Expanding Innovative Value” as its basic policy and addressing the following priorities: creating new products and markets, improving productivity, strengthening group management, and promoting CSR activities.」
The 2019 Medium-Term Management Plan presents the issue as strengthening group management, replacing the previous expression, strategic organisational restructuring. - FY2017-Q3RestatedAnnual report
「Under these business conditions, to forge a new growth trajectory, the Group pursued the basic policies of the three-year 2016 Medium-Term Management Plan, which ended in fiscal 2016: accelerating the development of new products and businesses, expanding overseas operations, further strengthening its management foundation, and reorganizing into a strategic organization. At the same time, it worked to develop new markets and expand sales of high-performance, high-value-added products, reduce production costs, and build on its management efforts toward sustainable growth.」
The basic policies of the Medium-Term Management Plan, including strategic organisational restructuring, are reiterated. - FY2017-Q2RestatedAnnual report
「To establish a new growth trajectory, our group is promoting the basic policies of the three-year 2016 Medium-Term Management Plan, which ends in fiscal 2016: accelerating the development of new products and businesses, expanding overseas business operations, further strengthening the management structure, and strategic organisational restructuring.」
The basic policies of the Medium-Term Management Plan, including strategic organisational restructuring, are reiterated. - FY2017-Q1RestatedAnnual report
「To establish a new growth trajectory, the Group is pursuing the basic policies of the 2016 Medium-Term Management Plan, a three-year plan ending in fiscal 2016: accelerating the development of new products and businesses, expanding overseas business, further strengthening its management foundation, and reorganizing into a strategic organization. At the same time, the Group is working to develop new markets and expand sales through high-performance, high-value-added products, reduce production costs, and build on its management efforts toward sustainable growth.」
Strategic organisational restructuring is reiterated as a basic policy of the Medium-Term Management Plan. - FY2016First statedAnnual report
「Promoting the four basic policies of the 2016 Medium-Term Management Plan: accelerating the development of new products and businesses, expanding overseas business operations, further strengthening the management structure, and strategic organisational restructuring.」
This is identified as one of the four basic policies of the Medium-Term Management Plan.