Three-Brand Strategy under the New Mid-Term Management Plan “Evolution, New Additions, and True Value”
First written in FY2023. 5 of 10 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026RaisedAnnual report
「Since April last year, we have been implementing the three-year medium-term management plan “Go for it! やってみなはれ!!.” The plan initially set final-year targets of ¥15 billion in revenue, an operating margin of 8%, and ROE of 6%, but in light of recent performance trends, these have been revised to revenue of ¥18.5 billion, an operating margin of 8%, and ROE of 7.4%, as we work toward sustainable growth and higher corporate value.」
The final-year targets under the medium-term management plan were raised from ¥15 billion to ¥18.5 billion for revenue and from 6% to 7.4% for ROE. The 8% operating margin target was maintained. - FY2026-H1RestatedAnnual report
「There were no material changes during the interim accounting period to the management policies, management strategies or other matters established by the company.」
The company states that there have been no material changes during the current interim accounting period to its management policies, management strategies, or other matters, including the new medium-term management plan “Go for it! やってみなはれ!!.” - FY2025ReframedAnnual report
「Building on these results, we launched the three-year new medium-term management plan “Go for it! やってみなはれ!!” in April this year. Its three pillars are: under “ORIGINAL HANSHIN,” maximizing value added in existing businesses; under “NEW HANSHIN,” building the framework for further expansion of the CMR business, improving production and administrative efficiency, upgrading factories, developing overseas markets, and considering the use of management resources; and under “FUTURE HANSHIN,” researching and developing carbon-neutral and carbon-free engines and exploring and commercializing new businesses, products, and services.」
Following the completion of “Evolution, New Value, True Value,” the company moved to the three-year plan “Go for it! やってみなはれ!!” While maintaining the three-brand framework, it has refocused its priorities on value added in existing businesses, CMR expansion, production and administrative efficiency, overseas market development, carbon-neutral and carbon-free engines, and the commercialization of new businesses. - FY2025-H1RestatedAnnual report
「There were no material changes during the interim accounting period to the management policies, management strategies or other matters established by the company.」
The company states that there have been no material changes to its management policies, management strategies, or other matters, including the new medium-term management plan “Evolution, New Value, True Value.” - FY2024-Q3RestatedAnnual report
「There were no material changes during the cumulative third quarter to the management policies, management strategies or other matters established by the company.」
The company continues to state that there have been no material changes to its management policies, management strategies, or other matters, including the new medium-term management plan “Evolution, New Value, True Value.” - FY2024-Q2RestatedAnnual report
「There were no material changes during the cumulative second quarter to the management policies, management strategies or other matters established by the company.」
The company continues to state that there have been no material changes to its management policies, management strategies, or other matters, including the new medium-term management plan “Evolution, New Value, True Value.” - FY2024-Q1RestatedAnnual report
「There were no material changes during the cumulative first quarter to the management policies, management strategies or other matters established by the company.」
The company states that there have been no material changes to its management policies, management strategies, or other matters, including the new medium-term management plan “Evolution, New Value, True Value.” - FY2023First statedAnnual report
「Building on these results, we launched the two-year new medium-term management plan “Evolution, New Value, True Value” in April this year. It is designed as a short-term, concentrated plan to respond to an era of rapid change. We established a long-term management vision aimed at creating a sustainable future for the company. Under the slogan “Identify, examine, think, and seize opportunities ourselves” for our medium-term objectives, the plan positions the following as its three pillars: under “ORIGINAL HANSHIN,” increasing value added by strengthening the product appeal, sales capabilities, cost competitiveness, and human resources of the engine business; under “NEW HANSHIN,” expanding the CMR business; and under “FUTURE HANSHIN,” exploring new businesses, products, and services and achieving sustainability-oriented management.」
Following the completion of G-3 to 2022, the company launched a new two-year plan. ORIGINAL HANSHIN, NEW HANSHIN, and FUTURE HANSHIN are its three pillars, covering higher value added in the engine business, CMR expansion, and new businesses, products, and services together with sustainability-oriented management.