Achievement and Revision of the Medium-Term Management Plan “POWER UP3”
First written in FY2016. 17 of 25 entries say "Restated". Latest entry: 2026-07-30.
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- 2026-07-30AdvancedEarnings
「Our group entered the second year of the medium-term management plan, “TOYO ADVANCE 5,” and focused on initiatives under key measures, including strengthening our core businesses, improving corporate quality, pursuing growth strategies and investing in human capital, to achieve 9 KPIs.」
TOYO ADVANCE 5 progressed from its first year into its second year, and the continuation of key initiatives toward achieving 9 KPIs was stated. - FY2026RestatedAnnual report
「The Group started the first year of the five-year medium-term management plan “TOYO ADVANCE 5” and focused on strengthening core businesses, improving corporate quality, pursuing growth strategies and investing in human capital, with a view to achieving 9 KPIs, including an ROE of 10%.」
As the first year of TOYO ADVANCE 5, the Group continued efforts relating to its core businesses, corporate quality, growth strategies and human capital with a view to achieving 9 KPIs. No change to the plan name or stage is indicated. - FY2026-H1RestatedAnnual report
「Under these circumstances, the Group launched the new medium-term management plan “TOYO ADVANCE 5” this fiscal year and focused on strengthening core businesses, improving corporate quality, investing in human capital and strengthening the promotion of growth-strategy products, with a view to achieving 9 KPIs.」
The Group continued efforts to achieve the KPIs in the first year of TOYO ADVANCE 5. Core businesses, corporate quality, human capital and promotion of growth-strategy products are identified as key measures, but no plan change or achievement milestone is indicated. - FY2025ReframedAnnual report
「The Group has decided to launch a new medium-term management plan, “TOYO ADVANCE 5,” for which fiscal 2025 is the first year, as announced on 14 May 2025.」
After TOYO REBORN 3 reached its final year, the Group transitioned to the new five-year medium-term management plan “TOYO ADVANCE 5,” beginning in fiscal 2025. Key measures include strengthening core businesses, growth strategies, human capital and sustainability. - FY2025-H1RestatedAnnual report
「In the final year of the medium-term management plan “TOYO REBORN 3,” the Group, as a unified organization, continued to work to further improve selling-price levels and production efficiency.」
As the final year of TOYO REBORN 3, the Group continued to improve selling price levels and production efficiency. Entry into the final year had already been stated in the previous fiscal year, so no new plan-stage progress is indicated. - FY2024AdvancedAnnual report
「As the Group entered the final year of the medium-term management plan “TOYO REBORN 3,” it worked as a united organization to improve corporate quality as the culmination of the three-year plan, while pursuing further improvements in earning power through maintaining and increasing selling prices and promoting operational efficiency.」
This explicitly indicates that TOYO REBORN 3 progressed from its second year to its final year and describes the final stage of the three-year plan: improving corporate quality, maintaining and increasing selling prices, improving operational efficiency and strengthening earning power. - FY2024-Q3RestatedAnnual report
「In the second year of the medium-term management plan “TOYO REBORN 3,” the Group worked to improve the profitability of its core business through further increases in selling-price levels and improvements in production efficiency, while continuing to focus on strategic order-taking activities and improving the profitability of orders already received.」
In the second year of TOYO REBORN 3, the Group continued to focus on selling price levels, production efficiency, strategic order-taking and improving the profitability of orders already received. No material plan change or new milestone is indicated. - FY2024-Q1RestatedAnnual report
「As the Group entered the second year of the medium-term management plan “TOYO REBORN 3,” it worked to improve the earning power of its core businesses through further increases in selling price levels and improvements in production efficiency, while focusing on strategic order-taking activities and improving the profitability of orders already received.」
In the second year of TOYO REBORN 3, the Group continued to focus on selling-price levels, production efficiency, strategic order-taking activities and improving the profitability of orders already received. No plan revision or new milestone is indicated. - FY2023AdvancedAnnual report
「As the first year of the medium-term management plan “TOYO REBORN 3,” the Group worked as a united organization to focus on reviewing selling prices while implementing measures to prevent the spread of COVID-19, and on strategic order-taking activities and improving the profitability of orders already received.」
TOYO REBORN 3 progressed from its first year to its second year, while the Group continued to review selling prices, conduct strategic order-taking activities and improve project profitability. - FY2023-Q3RestatedAnnual report
「Under these circumstances, as the first year of the medium-term management plan “TOYO REBORN 3,” the Group focused on reviewing selling prices while implementing measures to prevent the spread of COVID-19, and continued to focus on strategic order-taking activities and improving the profitability of orders already received.」
As the first year of TOYO REBORN 3, the Group continued its infection-control measures, review of selling prices, strategic order-taking activities and efforts to improve the profitability of orders already received. No material change to the plan is indicated. - FY2023-Q1RestatedAnnual report
「Under these circumstances, the Group launched the new medium-term management plan “TOYO REBORN 3” this fiscal year and, as a united organization seeking to be “reborn,” reviewed its existing mindsets, actions and practices, while working to improve selling price levels and focusing on strategic order-taking activities and improving the profitability of orders already received.」
The Group reconfirmed the launch of TOYO REBORN 3 and its priority measures: reviewing existing mindsets, actions and practices, raising selling-price levels, pursuing strategic order-taking activities and improving the profitability of orders already received. - FY2022ReframedAnnual report
「The Group decided to launch the new medium-term management plan “TOYO REBORN 3,” with fiscal 2022 as its first year, as announced on 12 May 2022.」
The plan transitioned from continuing BRUSH UP3+1 to the new medium-term management plan “TOYO REBORN 3,” beginning in fiscal 2022. - FY2022-Q3RestatedAnnual report
「Against this backdrop, while newly advancing the medium-term management plan “BRUSH UP3+1” this fiscal year, the Group steadily continued its efforts to prevent the spread of COVID-19, focus on strategic and proactive order-taking activities, improve selling-price levels and improve the profitability of orders already received.」
The Group continued to advance BRUSH UP3+1 and worked on infection-control measures, order-taking activities, higher selling-price levels and improving the profitability of orders already received. No material change to the plan itself is indicated. - FY2022-Q2RestatedAnnual report
「Against this backdrop, while promoting the new medium-term management plan “BRUSH UP3+1” this fiscal year, the Group steadily continued its efforts to focus on strategic and proactive order-taking activities while implementing measures to prevent the spread of COVID-19, as well as improving the profitability of orders already received.」
The Group continued promoting BRUSH UP3+1 while implementing infection-control measures, pursuing orders and improving the profitability of orders already received. No significant revision or new achievement milestone is indicated. - FY2018ReframedAnnual report
「The Group decided to launch the medium-term management plan “BRUSH UP3,” beginning in fiscal 2018, as announced on 11 May 2018.」
Following the final year of POWER UP3, the plan transitioned to the new BRUSH UP3, which began in fiscal 2018. No statement explicitly describes the achievement of POWER UP3’s targets. - FY2018-Q3RestatedAnnual report
「There were no material changes during the nine-month period of the current consolidated fiscal year in the group's management policies, management strategies or other matters.」
This explicitly states that there were no material changes to the management policies or strategies, indicating continuation of the existing plan, including POWER UP3. - FY2018-Q2RestatedAnnual report
「Against this backdrop, as the final year of the medium-term management plan “POWER UP3,” the Group worked to secure orders through proactive sales activities and to manage project profitability, although」
This reconfirms that POWER UP3 was in its final year and states that the Group was working to secure orders and manage project profitability. No significant change to the plan is indicated. - FY2018-Q1AdvancedAnnual report
「Against this backdrop, as the final year of the medium-term management plan “POWER UP3” and as a specialist manufacturer of shutters, doors and hardware, the Group worked to secure orders through proactive sales activities while continuing to implement cost reductions and other measures.」
This explicitly indicates that POWER UP3 had progressed from its second year to its final year. - FY2017RestatedAnnual report
「Based on our basic management policy, the Group launched the medium-term management plan “POWER UP3,” which began in fiscal 2015 (the revised medium-term management plan was announced on 13 May 2016).」
This reconfirms the policy of continuing to pursue the targets of the revised medium-term management plan “POWER UP3,” together with priority measures to secure earnings. - FY2017-Q3RestatedAnnual report
「As the second year of the medium-term management plan “POWER UP3,” the Group」
This reconfirms the continuation of POWER UP3 into its second year. No further revision or specific achievement milestones are stated. - FY2017-Q2RestatedAnnual report
「As the second year of the medium-term management plan “POWER UP3,” the Group」
This indicates that the plan continued into its second year. No further revision or specific achievement milestones are stated. - FY2017-Q1RestatedAnnual report
「As the second year of the medium-term management plan “POWER UP3,” the Group」
This indicates that POWER UP3 continued into its second year, but does not mention any further revision to the plan or specific achievement milestones. - FY2016First statedAnnual report
「In light of our assessment that the intensified competitive environment seen in the first year of the medium-term management plan “POWER UP3” would continue for some time, we revised the medium-term management plan announced on 12 May 2015.」
This was the first explicit statement of the policy to revise the plan and pursue its targets in response to intensified competition during the first year of POWER UP3.