Organizational Resilience and Growth into a Sustainable Corporate Group through “Shinayaka 2025” (Resilience 2025)
First written in FY2021. 13 of 18 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「Amid this business environment, as the final year of “Shinayaka 2025,” our group worked on various initiatives and sought to grow as a sustainable corporate group through unified efforts under swift and accurate decision-making.」
“Shinayaka 2025,” covering FY2021 through FY2025, has completed its final year, and the framework of the plan has shifted to the new five-year plan “Nobiyaka 2030.” - FY2026-H1RestatedAnnual report
「Against this backdrop, in the final year of the medium-term management plan “Shinayaka 2025,” the Group has pursued the completion of each initiative with the aim of growing into a sustainable corporate group through rapid and accurate decision-making and a united organizational response.」
As the final year of “Shinayaka 2025,” the company continues its policy of completing each initiative through rapid, accurate decision-making and an organization-wide response. - FY2025SoftenedAnnual report
「The numerical targets for the final year of this plan are as follows: Consolidated net sales: ¥80,000 million; consolidated operating profit: ¥7,000 million; consolidated ordinary profit: ¥7,300 million; ROIC (return on invested capital): approximately 5.2%; ROA (return on assets): approximately 4.3%.」
The numerical targets for the final year of “Shinayaka 2025” were reiterated, but were reduced from the FY2022 targets of net sales of ¥86,000 million, operating profit of ¥10,000 million, ordinary profit of ¥10,200 million, ROIC of at least 8.0% and ROA of at least 6.0%. - FY2025-H1RestatedAnnual report
「Against this backdrop, in the fourth year of the medium-term management plan “Shinayaka 2025,” the Group has pursued each initiative with the aim of growing into a sustainable corporate group through rapid and accurate decision-making and a united organizational response.」
In the fourth year of “Shinayaka 2025,” the company continues to pursue its policy of rapid, accurate decision-making, an organization-wide response and growth into a sustainable corporate group. - FY2024-Q3RestatedAnnual report
「Against this backdrop, the Group has pursued the initiatives set out in the third year of the medium-term management plan “Shinayaka 2025,” with the aim of growing into a sustainable corporate group through rapid and accurate decision-making and a united organizational response.」
As the third year of “Shinayaka 2025,” the company continues to pursue its policy of rapid, accurate decision-making, an organization-wide response and growth into a sustainable corporate group. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the Group has pursued the initiatives set out in the third year of the medium-term management plan “Shinayaka 2025,” with the aim of growing into a sustainable corporate group through rapid and accurate decision-making and a united organizational response.」
In the third year of the medium-term management plan “Shinayaka 2025,” the company continues to implement its policy and initiatives aimed at rapid, accurate decision-making, an organization-wide response and growth into a sustainable corporate group. - FY2024-Q1RestatedAnnual report
「Against this backdrop, in the third year of the medium-term management plan “Shinayaka 2025,” the Group has pursued each initiative with the aim of growing into a sustainable corporate group through rapid and accurate decision-making and a united organizational response.」
As the third year of “Shinayaka 2025,” the company continues to pursue growth into a sustainable corporate group through rapid, accurate decision-making and an organization-wide response, and to implement each initiative. - FY2023RestatedAnnual report
「Against this backdrop, in the second year of the medium-term management plan “Shinayaka 2025,” the Group has pursued each initiative with the aim of growing into a sustainable corporate group through rapid and accurate decision-making and a united organizational response.」
As the second year of “Shinayaka 2025,” the company continues to strengthen organizational resilience and sustainability and to implement each initiative. - FY2023-Q3RestatedAnnual report
「Against this backdrop, in the second year of the Medium-Term Management Plan “Shinayaka 2025,” the group pursued various initiatives with the aim of growing into a sustainable corporate group as one organization under rapid and accurate decision-making.」
As the second year of “Shinayaka 2025,” the company continues to pursue growth into a sustainable corporate group through rapid, accurate decision-making and an organization-wide response, and to implement each initiative. - FY2023-Q2RestatedAnnual report
「Against this backdrop, in the second year of the Medium-Term Management Plan “Shinayaka 2025,” the group pursued various initiatives with the aim of growing into a sustainable corporate group as one organization under rapid and accurate decision-making.」
As the second year of “Shinayaka 2025,” the company continues to pursue growth into a sustainable corporate group through rapid, accurate decision-making and an organization-wide response, together with the implementation of each initiative. - FY2023-Q1RestatedAnnual report
「Against this backdrop, in the second year of the Medium-Term Management Plan “Shinayaka 2025,” the group pursued various initiatives with the aim of growing into a sustainable corporate group as one organization under rapid and accurate decision-making.」
As the second year of “Shinayaka 2025,” the company continues to pursue growth into a sustainable corporate group through rapid, accurate decision-making and an organization-wide response, together with the implementation of each initiative. - FY2022AdvancedAnnual report
「The numerical targets for the final year of this plan are as follows. Consolidated revenue ¥86,000 million Consolidated operating profit ¥10,000 million Consolidated ordinary profit ¥10,200 million ROIC (return on invested capital) 8.0 or higher ROA (return on total assets) 6.0 or higher」
For “Shinayaka 2025,” specific numerical targets for revenue, operating profit, ordinary profit, ROIC and ROA in the final year are disclosed for the first time. - FY2022-Q3RestatedAnnual report
「Against this business backdrop, the group formulated a new Medium-Term Management Plan, “Shinayaka 2025,” beginning in the current fiscal year, and implemented various initiatives with the aim of growing into a sustainable corporate group as one organization under rapid and accurate decision-making.」
In the first year of “Shinayaka 2025,” the company reconfirmed its policy of pursuing growth into a sustainable corporate group through rapid and accurate decision-making and an organization-wide response, as well as the implementation of various initiatives. - FY2022-Q2RestatedAnnual report
「The group formulated a new Medium-Term Management Plan, “Shinayaka 2025,” beginning in the current fiscal year, and implemented various initiatives with the aim of growing into a sustainable corporate group as one organization under rapid and accurate decision-making.」
In the first year of “Shinayaka 2025,” the company reconfirmed its policy of growing into a sustainable corporate group through rapid and accurate decision-making and an organization-wide response, and described the implementation of various initiatives. - FY2022-Q1RestatedAnnual report
「Against this backdrop, in the first year of the Medium-Term Management Plan “Shinayaka 2025,” the group pursued various initiatives with the aim of growing into a sustainable corporate group by responding flexibly as one organization under rapid and accurate decision-making.」
In the first year of “Shinayaka 2025,” the company reconfirmed its policy of pursuing rapid and accurate decision-making, an organization-wide response and growth into a sustainable corporate group. - FY2021First statedAnnual report
「Overview of the Medium-Term Management Plan “Shinayaka 2025” (1) Plan period Fiscal 2021–fiscal 2025 [5 years] (3) Basic policy “Shinayaka 2025” — Becoming a company with high organizational resilience — In response to various environmental changes expected to progress on a large scale and at a rapid pace, the organization will act as one to respond flexibly under rapid and accurate decision-making, growing into a sustainable corporate group.」
As a 5-year plan covering fiscal 2021 through fiscal 2025, the company sets out as its basic policy a rapid and accurate response to environmental changes, enhanced organizational resilience and growth into a sustainable corporate group.