Maximizing Corporate Value through SCC2017
First written in FY2016-Q2. 24 of 33 entries say "Restated". Latest entry: 2026-08-10.
No other company in this theme has enough history to compare yet.
- 2026-08-10RestatedFinancial Results Presentation
「For promoting “Growth”」
The message at today’s earnings briefing continues to target making the existing businesses highly profitable, creating strategic priority businesses and achieving ROE of 8% or higher through improved capital efficiency. - FY2026-H1RestatedAnnual report
「In this environment, the Group worked to achieve the annual policies of “transforming existing businesses into highly profitable business groups,” “creating strategic priority business groups” and “transforming the management infrastructure,” while」
The Group continues to pursue the annual policies of transforming existing businesses into highly profitable business groups, creating strategic priority business groups and transforming the management infrastructure. - FY2025SoftenedAnnual report
「The Group has set a target of ROE of at least 10.0% for the fiscal year ending December 2029, with an interim target of at least 8.0% for the fiscal year ending December 2026. The numerical targets for the fiscal year ending December 2026 are net sales of ¥360.0 billion and operating income of ¥23.0 billion.」
The ROE targets remain at least 8.0% for the fiscal year ending December 2026 and at least 10.0% for the fiscal year ending December 2029, while the net sales and operating income targets for the fiscal year ending December 2026 were reduced to ¥360.0 billion and ¥23.0 billion, respectively, from the previous targets of ¥400.0 billion and ¥25.0 billion. - 2026-03-02SoftenedGeneral Meetings of Shareholders
「In fiscal 2025, profitability steadily improved in the high-profit existing businesses, while the strategic priority businesses took longer to get off the ground due to the external environment. In light of this progress, we announced a revision to the targets for fiscal 2026, the final year of the current medium-term management plan, in February 2026.」
States that the targets for the final year of the medium-term management plan were revised and announced in February 2026. - FY2025-H1RestatedAnnual report
「In this environment, the Group worked to achieve the annual policies of “transforming existing businesses into highly profitable business groups,” “creating strategic priority business groups” and “transforming the management infrastructure.”」
The Group continues to pursue the annual policies of transforming existing businesses into highly profitable business groups, creating strategic priority business groups and transforming the management infrastructure. - FY2024RaisedAnnual report
「The Group set a target of ROE of at least 10.0% for the fiscal year ending December 2029, with an interim target of at least 7.0% for the fiscal year ending December 2026, which has been revised to at least 8.0%. Net sales of ¥400.0 billion and operating income of ¥25.0 billion are the numerical targets for the fiscal year ending December 2026.」
The ROE target for the fiscal year ending December 2026 was raised from at least 7.0% to at least 8.0%. Numerical targets of net sales of ¥400.0 billion and operating income of ¥25.0 billion were also presented. - FY2024-H1ReframedAnnual report
「The Company formulated the three-year medium-term management plan “artience2027,” beginning in January 2024, and set a Group target of ROE of at least 10.0% for the fiscal year ending December 2029, with an interim target of ROE of at least 7.0% for the fiscal year ending December 2026」
The plan name and target framework were updated from SIC27 and SIC-II to the medium-term management plan artience2027, beginning in January 2024. Targets of ROE of at least 7.0% for the fiscal year ending December 2026 and at least 10.0% for the fiscal year ending December 2029 were presented. - FY2024-Q1ReframedAnnual report
「In this environment, the Group worked to achieve the annual policies of “transforming existing businesses into highly profitable business groups,” “creating strategic priority business groups” and “transforming the management infrastructure.”」
The annual policies were reorganized from the previous SIC-II wording around three areas: transforming existing businesses into highly profitable business groups, creating strategic priority business groups and transforming the management infrastructure. - FY2023-Q3RestatedAnnual report
「In this environment, the Group worked to achieve the annual policies of “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The Group continued to set out the three annual policies under SIC-II. - FY2022-Q3RestatedAnnual report
「In this environment, the Group worked to achieve the annual policies of “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The Group continued to set out the three annual policies under SIC-II. - FY2022-Q2RestatedAnnual report
「In this environment, the Group worked to achieve the annual policies of “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The Group continued to set out the three annual policies under SIC-II. - FY2022-Q1RestatedAnnual report
「In this environment, the Group worked to achieve the annual policies of “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The Group continued to set out the three annual policies under SIC-II. - FY2021-Q3RestatedAnnual report
「In this environment, the Group responded to these conditions while working to achieve the annual policies of “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The Group continued to set out the three annual policies under SIC-II and worked to achieve them. - FY2021-Q2RestatedAnnual report
「In this environment, the Group responded to these conditions while working to achieve the annual policies of “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The Group continued to set out the three annual policies under SIC-II and worked to achieve them. - FY2021-Q1RestatedAnnual report
「We worked to achieve the annual policies of “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The three basic policies under SIC-II continued to be presented as the annual policies. - FY2020ReframedAnnual report
「Under the second step, the medium-term management plan “SIC-II” (fiscal 2021 to fiscal 2023), we set out our target vision of becoming “a lifestyle and culture company that contributes to the new era” so that we could continue providing truly necessary value in response to new social needs emerging as a result of the COVID-19 pandemic. We are working to achieve this vision under three basic policies: “strengthening the earnings power of our businesses,” “creating and expanding priority development areas” and “increasing the value of management resources to support sustainable growth.”」
The Company moved from the final year of SIC-I to SIC-II, covering fiscal 2021 through fiscal 2023, and presented a new target vision and three basic policies. - FY2019RestatedAnnual report
「We have defined the value we will provide toward our next target, 2027, as “For a Vibrant World.” We aim to become “a corporate group capable of sustainable growth over a 100-year horizon that contributes to a world in which all consumers, life and the global environment coexist vibrantly.”」
SIC27, the 2027 target, “For a Vibrant World” and transformation of the Group through the five core axes continue to be pursued. - FY2019-Q2RestatedAnnual report
「From fiscal 2017, we adopted a new long-term vision for the next 10 years and have been promoting initiatives to achieve it. Under this long-term vision, the concept for our corporate activities is “Scientific Innovation Chain 2027” (SIC27). Through five core axes—“technologies and products,” “business models,” “networks,” “manufacturing,” and “management infrastructure”—we aim to think innovatively, execute scientifically and transform the Group into an organization capable of sustainable growth through this chain of initiatives.」
SIC27, its five core axes through 2027 and the transformation of the Group into an organization capable of sustainable growth continue to be pursued. - FY2019-Q1RestatedAnnual report
「From fiscal 2017, we adopted a new long-term vision for the next 10 years and have been promoting initiatives to achieve it. Under this long-term vision, the concept for our corporate activities is “Scientific Innovation Chain 2027” (SIC27). Through five core axes—“technologies and products,” “business models,” “networks,” “manufacturing,” and “management infrastructure”—we aim to think innovatively, execute scientifically and transform the Group into an organization capable of sustainable growth through this chain of initiatives.」
SIC27, its five core axes through 2027 and the transformation of the Group into an organization capable of sustainable growth continue to be pursued. - FY2018-Q2RestatedAnnual report
「From fiscal 2017, we adopted a new long-term vision for the next 10 years and have been promoting initiatives to achieve it. Under this long-term vision, the concept for our corporate activities is “Scientific Innovation Chain 2027” (SIC27). Through five core axes—“technologies and products,” “business models,” “networks,” “manufacturing,” and “management infrastructure”—we aim to think innovatively, execute scientifically and transform the Group into an organization capable of sustainable growth through this chain of initiatives.」
SIC27, its five core axes through 2027 and the transformation of the Group into an organization capable of sustainable growth continue to be pursued. - FY2018-Q1RestatedAnnual report
「From fiscal 2017, we adopted a new long-term vision for the next 10 years and have been promoting initiatives to achieve it. Under this long-term vision, the concept for our corporate activities is “Scientific Innovation Chain 2027” (SIC27). Through five core axes—“technologies and products,” “business models,” “networks,” “manufacturing,” and “management infrastructure”—we aim to think innovatively, execute scientifically and transform the Group into an organization capable of sustainable growth through this chain of initiatives.」
SIC27, its five core axes through 2027 and the transformation of the Group into an organization capable of sustainable growth continue to be pursued. - FY2017-Q3RestatedAnnual report
「Under this long-term vision, the concept for our corporate activities is “Scientific Innovation Chain 2027” (SIC27). Through five core axes—“technologies and products,” “business models,” “networks,” “manufacturing,” and “management infrastructure”—we aim to think innovatively, execute scientifically and transform the Group into an organization capable of sustainable growth through this chain of initiatives.」
SIC27, its five core axes through 2027 and the transformation of the Group into an organization capable of sustainable growth continue to be described. - FY2017-Q2RestatedAnnual report
「From fiscal 2017, we adopted a new long-term vision for the next 10 years and will promote initiatives to achieve it. Under this long-term vision, the concept for our corporate activities is “Scientific Innovation Chain 2027” (SIC27). Through five core axes—“technologies and products,” “business models,” “networks,” “manufacturing,” and “management infrastructure”—we aim to think innovatively, execute scientifically and transform the Group into an organization capable of sustainable growth through this chain of initiatives.」
The long-term SIC27 vision, its five core axes and the policy of expanding the business domain into areas related to social issues, life and the global environment continue to be described. - FY2017AdvancedAnnual report
「Under the medium-term management plan “SIC-I” (fiscal 2018 to fiscal 2020), the first step of this long-term vision, we positioned the period as the foundation for sustainable growth under SIC27. We aim to expand our business domains and increase sales by transforming existing businesses through proposal-based businesses reflecting latent market needs, expanding into new regions and markets, and creating new businesses leveraging our core technologies.」
As the first step of SIC27, the medium-term management plan “SIC-I” for fiscal 2018 through fiscal 2020 set out plans to transform existing businesses, expand into new regions and markets, and create new businesses using core technologies. - FY2017ReframedAnnual report
「From fiscal 2017, we adopted a new long-term vision for the next 10 years and will promote initiatives to achieve it. Under this long-term vision, the concept for our corporate activities is “Scientific Innovation Chain 2027” (SIC27). Through five core axes—“technologies and products,” “business models,” “networks,” “manufacturing,” and “management infrastructure”—we aim to think innovatively, execute scientifically and transform the Group into an organization capable of sustainable growth through this chain of initiatives.」
The long-term vision shifted from SCC2017 and SCC-III to SIC27, covering the next 10 years. Although SCC-III did not establish the next earnings pillar, the company states that it expanded overseas regions and strengthened its network. - FY2016-Q4RestatedAnnual report
「To maximize corporate value, we formulated “SCC2017” (Specialty Chemical maker Challenge), our target vision for the fiscal year ending March 2017.」
The positioning of SCC2017 and SCC-III, and the Group vision pursued through innovation in advanced technologies and the Group network, continue to be described. - FY2016-Q3RestatedAnnual report
「To maximize corporate value, we formulated “SCC2017” (Specialty Chemical maker Challenge), our target vision for the fiscal year ending March 2017.」
The positioning of SCC2017 and SCC-III, and the Group vision pursued through innovation in advanced technologies and the Group network, continue to be described. - FY2016-Q2First statedAnnual report
「To maximize corporate value, we formulated “SCC2017” (Specialty Chemical maker Challenge), our target vision for the fiscal year ending March 2017.」
Following SCC-I and SCC-II, SCC-III was redefined as “Science Company Change,” with a focus on innovation in advanced technologies and the Group network.