Growth investment and globalization under the Medium-Term Business Strategy Vision (2017–2021)
First written in FY2017. 15 of 28 entries say "Restated". Latest entry: FY2027-H1.
The whole theme swung hardest in 2020: 2 of 11 companies on the "Worse" side.
6 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「Despite this business environment, we will steadily implement the measures under the “Medium-Term Business Strategy Vision (2022-2026)” toward continued profitability and growth.」
The Company has reaffirmed its policy of implementing measures under the Medium-Term Business Strategy Vision (2022-2026) toward continued profitability and growth. - 2026-05-22AdvancedManagement Planning
「To achieve the “Medium-Term Business Strategy Vision (2022-2026),” we will focus on its priority strategies and seek to enhance corporate value and improve market capitalization.」
The purpose of executing the medium-term business strategy vision was specified as enhancing corporate value and improving market capitalization, with a plan to work toward these goals during the improvement period through the end of February 2027. - FY2025-H1RestatedAnnual report
「In this management environment, the company will steadily implement the measures under the Medium-Term Business Strategy Vision (2022-2026) to maintain profitability and achieve growth.」
Under the Medium-Term Business Strategy Vision for 2022－2026, the company has reaffirmed its policy of implementing measures to maintain profitability and achieve growth. - FY2025-Q1RestatedAnnual report
「In this management environment, the company will steadily implement the measures under the Medium-Term Business Strategy Vision (2022-2026) to maintain profitability and achieve growth.」
Under the Medium-Term Business Strategy Vision for 2022－2026, the company has reaffirmed its policy of implementing measures to maintain profitability and achieve growth. - FY2024-Q3RaisedAnnual report
「Under these operating conditions, we will steadily implement the measures of the “Mid-Term Business Strategy Vision (2022-2026)” to sustain profitability, promptly recover to performance levels before the spread of COVID-19 and achieve further growth beyond those levels.」
The near-term objectives of the Medium-Term Business Strategy Vision have been expanded beyond maintaining profitability and recovering to pre-pandemic levels to include further growth exceeding those levels. - FY2023AdvancedAnnual report
「Under the Medium-Term Business Strategy Vision (2022-2026), the company has set out “rebuilding the business foundation for recovery from COVID-19 and future growth” and will actively pursue the following priority strategies: “strengthening and expanding products in which it has a competitive advantage,” “actively pursuing clean beauty,” and “transforming the business into a highly profitable one.”」
Under the Medium-Term Vision for 2022－2026, the company is implementing specific measures focused on its strength products, clean beauty and higher profitability. - FY2023-Q3RestatedAnnual report
「Under the Medium-Term Business Strategy Vision (2022-2026), the company is working to rebuild its business foundation, first aiming to establish consistent profitability and promptly recover performance to pre-pandemic levels.」
The company has reaffirmed that there has been no material change in its policy under the Medium-Term Business Strategy Vision for 2022－2026 to establish consistent profitability, recover to pre-pandemic levels and rebuild its business foundation. - FY2023-Q2ReframedAnnual report
「Under the Medium-Term Business Strategy Vision (2022-2026), the company is working to rebuild its business foundation, first aiming to establish consistent profitability and promptly recover performance to pre-pandemic levels.」
The near-term objective under the new medium-term vision has shifted from exiting operating losses to “establishing consistent profitability,” while recovery to pre-pandemic levels and rebuilding the business foundation remain stated objectives. - FY2023-Q1RestatedAnnual report
「Under the Medium-Term Business Strategy Vision (2022-2026), the company will rebuild its business foundation, first aiming to exit its operating losses and promptly recover performance to pre-pandemic levels.」
Under the Medium-Term Business Strategy Vision for 2022－2026, the company has reaffirmed its policy of exiting its operating losses, recovering to pre-pandemic levels and rebuilding its business foundation. - FY2022ReframedAnnual report
「Under these circumstances, the new Medium-Term Business Strategy Vision (2022-2026) sets out “rebuilding the business foundation for recovery from COVID-19 and future growth.” The company will actively pursue the following priority strategies: “strengthening and expanding products in which it has a competitive advantage,” “actively pursuing clean beauty,” and “transforming the business into a highly profitable one.”」
The company updated its plan from the Medium-Term Business Strategy Vision for 2017－2021 to a new vision for 2022－2026, restructured around recovery from the pandemic, product strengthening, clean beauty and higher profitability. - FY2022-Q3RestatedAnnual report
「Under the Medium-Term Business Strategy Vision (2017-2021), launched in FY2017, the Group has been working to increase production capacity and accelerate globalization. However, the unexpected outbreak and spread of COVID-19 and the prolonged impact have forced it to operate in a challenging environment.」
The company has maintained the basic policy of the Medium-Term Business Strategy Vision, but the prolonged pandemic has kept the business environment challenging. - FY2022-Q2RestatedAnnual report
「Under the Medium-Term Business Strategy Vision (2017-2021), launched in FY2017, the Group has been working to increase production capacity and accelerate globalization. However, the unexpected outbreak and spread of COVID-19 and the prolonged impact have forced it to operate in a challenging environment.」
The company has maintained the basic policy of the Medium-Term Business Strategy Vision, but states that the prolonged pandemic has prevented it from fully leveraging its expanded production capacity and the benefits of its globalization initiatives. - FY2021Shifted the focus to pandemic response and rebuilding for the next medium-term management planAnnual report
「The Group will carefully assess demand trends and the initiatives of customer manufacturers, first working to exit its operating losses as soon as possible and then to restore performance promptly to pre-pandemic levels, namely the level recorded in the fiscal year ended February 2019. It will pursue the following priority strategies to make steady improvements step by step and build a business foundation for the next medium-term management plan.」
While maintaining the growth investment and globalization initiatives under the Medium-Term Business Strategy Vision, the company has shifted its near-term priorities to exiting the red, recovering to pre-pandemic levels and building a foundation for the next medium-term management plan. - FY2021-Q3Rebuilt the business strategy to respond to the new normalAnnual report
「For the time being, the company will make further efforts to promptly restore business performance by developing formulations and production technologies, improving quality and safety, and rebuilding its business strategy to reflect the new normal.」
While maintaining the basic policy of the Medium-Term Business Strategy Vision, the company has added the rebuilding of its business strategy to align with the new normal in response to the prolonged pandemic. - FY2021-Q2RestatedAnnual report
「In this business environment, the Group has been working under the Medium-Term Business Strategy Vision (2017-2021), launched in FY2017, to increase production capacity and accelerate globalization through group synergies. However, as operating rates at domestic sites remained sluggish following a decline in orders caused by the spread of COVID-19 immediately after production capacity was expanded, the Group focused on reducing various costs.」
Without changing the basic policy of the Medium-Term Business Strategy Vision, the company continues to increase production capacity and globalize the business, while also focusing on cost reductions amid the pandemic. - FY2021-Q1Added a response to the new normal amid the pandemicAnnual report
「Against this market backdrop, the Group is working under the Medium-Term Business Strategy Vision (2017-2021), launched in FY2017, to increase production capacity and accelerate globalization through group synergies. Phase 3 of the Tsukuba Plant expansion, the main measure for increasing production capacity, was completed in September 2019 and is now fully operational. Going forward, the Group intends to make further efforts to develop formulations and production technologies suited to the new normal and improve quality and safety.」
While maintaining the basic policy of the Medium-Term Business Strategy Vision, the company confirmed the full operation of Phase 3 of the expansion and added the development of formulations and production technologies suited to the new normal, along with improvements in quality and safety, as future priorities. - FY2020AdvancedAnnual report
「FY2020 marks the final phase of the Medium-Term Business Strategy Vision (2017-2021), which began in FY2017. The Group’s core strategies are growth investment centered on expanding the Tsukuba Plant and increasing sales, and accelerating globalization.」
The medium-term vision has entered its final phase, and the company continues to pursue growth investment centered on expanding the Tsukuba Plant, increasing sales and globalizing the business as core strategies. - FY2020-Q3AdvancedAnnual report
「Against this market backdrop, the Group has been working under the Medium-Term Business Strategy Vision (2017-2021), launched in FY2017, to increase production capacity and accelerate globalization through group synergies. Phase 3 of the Tsukuba Plant expansion, the main measure for increasing production capacity, was completed during the third quarter of the current fiscal year, and production began in some processes.」
Phase 3 of the Tsukuba Plant expansion, a key measure under the medium-term vision, was completed, and production began in some processes. - FY2020-Q2RestatedAnnual report
「Under the Medium-Term Business Strategy Vision (2017-2021), launched in FY2017, the Group has been working to increase production capacity through initiatives including the ongoing Phase 3 expansion of the Tsukuba Plant, and to accelerate globalization through the creation of group synergies.」
Under the Medium-Term Business Strategy Vision for 2017－2021, the company continues to promote increased production capacity and globalization. - FY2020-Q1RestatedAnnual report
「Against this market backdrop, the Group has pursued the acceleration of globalization through increased production capacity and the creation of Group synergies under the “Medium-Term Business Strategy Vision (2017-2021),” launched in fiscal 2017.」
Under the Medium-Term Business Strategy Vision for 2017－2021, the company continues to increase production capacity and globalize through group synergies. - FY2019-Q3AdvancedAnnual report
「The second year of the Medium-Term Business Strategy Vision (2017-2021) has been positioned as “a year of accelerating the growth strategy through specific measures,” and the company is implementing various initiatives. Construction of Phase 3 of the Tsukuba Plant expansion, the core of its “strategic growth investment,” began in September. To actively accelerate globalization, the company is also focusing on initiatives for localizing formulations developed at headquarters and developing new formulations and products that capitalize on the strengths of “Made in Japan” and “Made in France,” centered on information sharing and personnel exchanges between the Group’s R&D departments.」
The second year of the medium-term vision was positioned as a year of accelerating the growth strategy, and Phase 3 expansion construction began in September, while Japan-France R&D collaboration and formulation localization moved into the execution phase. - FY2019-Q2AdvancedAnnual report
「For Phase 3 of the Tsukuba Plant expansion, the core of its “strategic growth investment,” the company made an institutional decision to commence construction (as disclosed on 21 August 2018 in “Notice Regarding the Acquisition of Fixed Assets (Phase 3 of the Tsukuba Plant Expansion) and Borrowing of Funds”) and began construction」
As the second year of the Medium-Term Business Strategy Vision was positioned as a year of accelerating the growth strategy, the company made an institutional decision to commence Phase 3 of the expansion project and proceeded to begin construction. - FY2019-Q1RestatedAnnual report
「The second year of the Medium-Term Business Strategy Vision (2017-2021) has been positioned as “a year of accelerating the growth strategy,” and the company is implementing specific measures for future growth. To expand production capacity and sales, it began considering the construction of Phase 3 of the Tsukuba Plant expansion, the core of its “strategic growth investment.” It also began initiatives to localize formulations developed at headquarters and to develop new formulations and products that capitalize on the strengths of “Made in Japan” and “Made in France,” with information sharing and personnel exchanges between the Group’s R&D departments serving as the basis for actively accelerating globalization.」
The second year of the Medium-Term Business Strategy Vision has been positioned as a year of accelerating the growth strategy, with specific measures including consideration of Phase 3 construction and Japan-France R&D collaboration. - FY2018RestatedAnnual report
「Under the Medium-Term Business Strategy Vision (2017－2021), centered on “growth investment focused on expanding the Tsukuba Plant” and “accelerating the globalization of the business,” the Group will pursue the following priority strategies to achieve sustainable business expansion and enhance corporate value over the medium to long term.」
Under the Medium-Term Business Strategy Vision for 2017－2021, the company has organized its priority strategies around growth investment, globalization, customer satisfaction, its management platform and profitability. - FY2018-Q3RestatedAnnual report
「Against this market backdrop, the Group, comprising the company and its consolidated subsidiaries, continued to pursue initiatives to create Group synergies in order to further increase domestic production capacity and accelerate globalization under the “Medium-Term Business Strategy Vision” launched in the current fiscal year.」
The company is executing the Medium-Term Business Strategy Vision and using group synergies to increase domestic production capacity and accelerate globalization. - FY2018-Q2RestatedAnnual report
「Against this market backdrop, our Group (comprising the Company and its consolidated subsidiaries; the same applies below) pursued initiatives to create group synergies under the “Mid-Term Business Strategy Vision” launched this fiscal year, with the aim of further expanding production capacity in Japan and accelerating globalization.」
The company is executing the Medium-Term Business Strategy Vision launched in FY2017 and promoting the creation of group synergies to increase production capacity and accelerate globalization. - FY2018-Q1RestatedAnnual report
「Against this market backdrop, our Group (comprising the Company and its consolidated subsidiaries; the same applies below) continued to promote proposal-based sales supported by innovative formulation development, based on the “Mid-Term Business Strategy Vision” launched this fiscal year, with the aim of further expanding production capacity in Japan, improving profitability and accelerating the globalization of the business.」
The company has reiterated the Medium-Term Business Strategy Vision formulated in FY2017 as its policy for the execution phase and continues to target increased production capacity, profitability and globalization. - FY2017First statedAnnual report
「The Company formulated the Medium-Term Business Strategy Vision (2017–2021), centered on “growth investment focused on the expansion of the Tsukuba Plant” and “accelerating the globalization of the business.”」
The Company established a new medium-term vision for 2017–2021 centered on growth investment in the Tsukuba Plant and business globalization.