grow up ASAHI Three-Year Medium-Term Management Plan
First written in FY2016. 13 of 19 entries say "Restated". Latest entry: 2026-05-14.
No other company in this theme has enough history to compare yet.
- 2026-05-14AdvancedEarnings
「Against this backdrop, in April 2023 we formulated a five-year medium-term management plan covering the fiscal years from the fiscal year ending March 2024 through the fiscal year ending March 2028. In the fourth year of the five-year medium-term management plan, the sales, design and production divisions will work as one to establish a structure that enables us to respond quickly and accurately to customer needs, thereby building a system capable of generating profits on a sustained basis.」
2024年3月期から2028年3月期までの5ヶ年計画について、4年目の重点を継続的に利益を生み出せる仕組みと販売・設計・生産の一体体制として具体化している。 - FY2024ReframedAnnual report
「As we approach our 100th anniversary in 2023, our 144th fiscal year, we formulated a new five-year medium-term management plan aimed at achieving the company we should be five years later.」
The company explicitly stated that it formulated a five-year medium-term management plan aimed at achieving its desired state five years after its 100th anniversary in 2023. - FY2023ReframedAnnual report
「In the medium-term management plan launched in April 2023, we set out the policy of “continuing to engage sincerely with achieving the SDGs for a better future” and are promoting initiatives toward achieving the SDGs.」
The company transitioned from the previous “Hop, Step and Jump” medium-term management plan to a new plan beginning in April 2023, explicitly positioning achievement of the SDGs as a policy objective. - FY2021ReframedAnnual report
「To make the company’s 100th anniversary in 2023, its 144th fiscal year, a memorable occasion, we formulated in 2020 the three-year medium-term management plan “Hop,” “Step” and “Jump” to rapidly strengthen our organizational, sales and technological capabilities, secure stable profits, enhance corporate value and set out the path toward these goals.」
The company changed the name and framework of its plan from “grow up ASAHI” to the “Hop, Step and Jump” three-year medium-term management plan formulated in 2020, targeting its 100th anniversary in 2023 and emphasizing stronger organizational, sales and technological capabilities and higher corporate value. - FY2020-Q3RestatedAnnual report
「As the core strategies of our three-year medium-term management plan, “Grow up ASAHI,” meaning “toward a growing ASAHI,” we have set out: (i) expanding sales of our core proprietary products by leveraging our technologies; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. We will pursue their realization.」
The company reiterated the “Grow up ASAHI” medium-term management plan and its core strategies of expanding core products, achieving growth through technology, quality, cost and sales capabilities, and emphasizing numerical performance. No new achievement milestones are provided. - FY2020-Q2RestatedAnnual report
「As the core strategies of our three-year medium-term management plan, “Grow up ASAHI,” meaning “toward a growing ASAHI,” we have set out: (i) expanding sales of our core proprietary products by leveraging our technologies; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. We will pursue their realization.」
The company reiterated the three-year “Grow up ASAHI” medium-term management plan and its core strategies of expanding sales of core products, achieving growth through technology, quality, cost and sales capabilities, and emphasizing numerical performance. No new achievement milestones are provided. - FY2020-Q1RestatedAnnual report
「As the core strategies of our three-year medium-term management plan, “Grow up ASAHI,” meaning “toward a growing ASAHI,” we have set out: (i) expanding sales of our core proprietary products by leveraging our technologies; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. We will pursue their realization.」
The company reiterated the “Grow up ASAHI” medium-term management plan and its core strategies of expanding core products, achieving growth through technology, quality, cost and sales capabilities, and emphasizing numerical performance. No specific milestones are provided. - FY2019-Q3RestatedAnnual report
「Our strategies are: (i) contributing to society by using new technologies and products together with national resilience initiatives; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. Based on these strategies, we updated and formulated “Rebirth III,” the three-year medium-term management plan, as “grow up ASAHI,” meaning “toward a growing ASAHI,” in 2016.」
The company reiterated the three-year medium-term management plan updated and formulated in 2016, together with its strategies focused on national resilience, new technologies and products, technology, quality, cost, sales capabilities and numerical management. - FY2019-Q2RestatedAnnual report
「Our strategies are: (i) contributing to society by using new technologies and products together with national resilience initiatives; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. Based on these strategies, we updated and formulated “Rebirth III,” the three-year medium-term management plan, as “grow up ASAHI,” meaning “toward a growing ASAHI,” in 2016.」
The company reiterated the three-year medium-term management plan updated and formulated in 2016, together with its strategies focused on national resilience, new technologies and products, technology, quality, cost, sales capabilities and numerical management. No new achievement milestones are provided. - FY2019-Q1RestatedAnnual report
「Accordingly, our strategies are: (i) contributing to society by using new technologies and products together with national resilience initiatives; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. Based on these strategies, we updated and formulated “Rebirth III,” the three-year medium-term management plan, as “grow up ASAHI,” meaning “toward a growing ASAHI,” in 2016.」
The company reiterated the three-year medium-term management plan updated and formulated in 2016, together with its strategies focused on national resilience, new technologies and products, technology, quality, cost, sales capabilities and numerical management. - FY2018RestatedAnnual report
「Accordingly, our strategies are: (i) contributing to society by using new technologies and products together with national resilience initiatives; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. Based on these strategies, we updated and formulated “Rebirth III,” the three-year medium-term management plan, as “grow up ASAHI,” meaning “toward a growing ASAHI,” in 2016.」
The company reiterated the 2016 three-year medium-term management plan in an interim year. No new achievement figures or completion milestones are provided. - FY2018-Q3RestatedAnnual report
「Our strategies are: (i) contributing to society by using new technologies and products together with national resilience initiatives; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. Based on these strategies, we updated and formulated “Rebirth III,” the three-year medium-term management plan, as “grow up ASAHI,” meaning “toward a growing ASAHI,” in 2016.」
The company reiterated the three-year medium-term management plan updated and formulated in 2016, together with its strategies focused on national resilience, new technologies and products, technology, quality, cost, sales capabilities and numerical management. No new achievement milestones are provided. - FY2018-Q2AdvancedAnnual report
「In the current fiscal year, the second year of the “grow up ASAHI” three-year medium-term management plan, we worked to expand sales by promoting the “TB (Touch Bond) method,” an adhesive jointing method highly regarded for its seismic resistance and watertightness, and the “ECO-C.L (Eco Clean Lift) method,” an environmentally friendly construction method with excellent workability that reduces CO2 emissions and noise. These efforts were aimed at enhancing the competitiveness of products including box culverts.」
The disclosure states that “grow up ASAHI” progressed from its first year to its second year. Progress through the plan is indicated, but no numerical targets or completed results showing overall achievement are provided. - FY2018-Q1RestatedAnnual report
「Our strategies are: (i) contributing to society by using new technologies and products together with national resilience initiatives; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers. Based on these strategies, we updated and formulated “Rebirth III,” the three-year medium-term management plan, as “grow up ASAHI,” meaning “toward a growing ASAHI,” in 2016.」
The company reiterated the three-year medium-term management plan updated and formulated in 2016, together with its strategies focused on national resilience, new technologies and products, technology, quality, cost, sales capabilities and numerical management. - FY2017RestatedAnnual report
「Accordingly, we updated and formulated in 2016 “Rebirth III,” the three-year medium-term management plan, as “grow up ASAHI,” meaning “toward a growing ASAHI,” with the following strategies: (i) contributing to society by using new technologies and products together with national resilience initiatives; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers.」
The company reconfirmed that “Rebirth III,” the three-year medium-term management plan, was updated and formulated as “grow up ASAHI” in 2016. No specific milestones for achievement are provided in the disclosures through the previous quarter. - FY2017-Q3RestatedAnnual report
「From 2016, we newly formulated the three-year medium-term management plan “grow up ASAHI,” meaning “toward a growing ASAHI.” We will pursue its realization based on the following core strategies: (i) expanding sales of our core proprietary products by leveraging our technologies; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers.」
The company reiterated the three-year medium-term management plan beginning in 2016 and its core strategies emphasizing technology, quality, cost, sales capabilities and numerical management. - FY2017-Q2RestatedAnnual report
「We launched “grow up ASAHI,” the three-year medium-term management plan for which the current fiscal year is the first year,」
The company reconfirmed that the three-year medium-term management plan began in the current fiscal year. No specific milestones for achieving the plan are provided. - FY2017-Q1RestatedAnnual report
「From 2016, we newly formulated the three-year medium-term management plan “grow up ASAHI,” meaning “toward a growing ASAHI.” We will pursue its realization based on the following core strategies: (i) expanding sales of our core proprietary products by leveraging our technologies; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers.」
The company reiterated the three-year plan beginning in 2016 and its core strategies. Initiatives for the first quarter are described, but no specific milestones for reaching the plan’s objectives are provided. - FY2016First statedAnnual report
「From 2016, we newly formulated the “grow up ASAHI” three-year medium-term management plan, meaning “toward a growing ASAHI.” We will pursue its realization based on the following core strategies: (i) expanding sales of our core proprietary products by leveraging our technologies; (ii) achieving growth through (technology + quality + cost) × sales capabilities; and (iii) a company is only as good as its numbers.」
The company transitioned from the final year of the previous “Rebirth III” plan to a new three-year plan beginning in 2016, with technology, quality, cost, sales capabilities and numerical management as its core strategies.