The Company’s Desired Profile in 10 Years under VISION 2030
First written in FY2021-Q2. 4 of 7 entries say "Advanced", first in FY2021. Latest entry: FY2026.
The whole theme swung hardest in 2021: 1 of 8 companies on the "Worse" side.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Under VISION2030 Phase2, covering fiscal 2026 through fiscal 2030, we will pursue management that places greater emphasis on further improving capital efficiency and achieving sustainable growth. Under Phase2, we have established the following three basic policies and will implement them in our business operations.」
The company has moved from Phase1 and Phase1 2.0 to Phase2, covering fiscal 2026 through fiscal 2030, and has outlined the next-stage plan centered on improving capital efficiency, creating new business segments, QCD competitiveness, and human capital and digital infrastructure. - FY2025RestatedAnnual report
「With three years having passed since VISION2030 Phase1 began, we launched “Phase1 2.0” in fiscal 2024, focusing on the Group’s return on capital so that this growth strategy would be more closely linked to achieving management that takes the cost of capital and share price into account.」
Since fiscal 2024, the company has continued its plan to operate Phase1 2.0, linking VISION2030’s growth strategy to operations focused on return on capital while taking the cost of capital and share price into account. - FY2024ReframedAnnual report
「With three years having passed since VISION2030 Phase1 began, we launched “Phase1 2.0” in fiscal 2024, focusing on the Group’s return on capital so that this growth strategy would be more closely linked to achieving management that takes the cost of capital and share price into account.」
After advancing Phase1 for three years from fiscal 2021 through fiscal 2025, the company restructured the plan into Phase1 2.0, which takes the cost of capital and share price into account and places greater emphasis on return on capital. - FY2023AdvancedAnnual report
「To create new value, we are currently undertaking initiatives including dispatching researchers to customer companies to begin joint research, adding a new consolidated subsidiary to the Group as a business partner to generate synergies, and treating the growing global sense of urgency over climate change and society’s accelerating shift toward decarbonization as new growth opportunities, including by integrating our ESG management strategy with our growth strategy.」
The company describes specific initiatives for creating new value under VISION2030, including starting joint research with customer companies, generating synergies with a new consolidated subsidiary, and integrating its ESG strategy. - FY2022AdvancedAnnual report
「To achieve this, the Company designated its 5-year medium-term management plan for fiscal 2021 through fiscal 2025 as “Phase 1,” and entered its second year of activities based on the following policies.」
Phase 1 of VISION2030 entered its second year as a 5-year plan running from fiscal 2021 through fiscal 2025, with implementation items including a research platform, new businesses, operational improvements, a digital strategy and smart factories continuing. - FY2021AdvancedAnnual report
「In “Phase 1,” the first 5 years, the Company will pursue further growth while fulfilling its social responsibilities by implementing its growth strategy based on the following policies. ① With a view to accelerating development and deepening and exploring research, the Company will rebuild its development platform, a core strength, while establishing a research platform centred on the newly launched “NEXT Laboratory.” ② With a view to establishing new segments, the Company will plan and implement various new businesses related to a decarbonised society, advanced wireless environments, automated driving systems and national resilience. ③ To support these initiatives, the Company will promote operational improvements, process reform and a digital strategy, focusing on building smart factories and further strengthening organisational capabilities.」
For VISION 2030, the Company has added specific implementation items for the basic policy of Phase 1, the first 5 years, including a research platform, new businesses, a digital strategy and smart factories. - FY2021-Q2First statedAnnual report
「At this major turning point, the Group established “VISION 2030,” its desired state 10 years from now, to ensure that the Iwabuchi brand is passed on to the next generation. This is each employee's challenge to realise their dreams. The Group will move steadily towards this goal in stages. Its two pillars of growth strategy are “new manufacturing” and “new value creation.”」
The Company established VISION 2030 for the first time as its desired state 10 years from now, setting out a policy of achieving it in stages and presenting the two pillars of its growth strategy.