Profitable, Steady Growth
First written in FY2016. 23 of 40 entries say "Restated". Latest entry: 2026-07-31.
The whole theme swung hardest in 2018: 3 of 29 companies on the "Worse" side.
13 other companies' latest entry also says "Restated".
- FY2026SoftenedAnnual report
「However, the delayed shift to EVs and the impact of U.S. tariff policies led to a wait-and-see approach and postponements of capital investment, particularly in the automotive industry. As a result, we were unable to build the order backlog needed to generate sales for the fiscal year ending March 2027 and were forced to postpone achievement of the Chukei 2026 targets. In response, we will promote the initiatives announced in “Emergency Measures for Fiscal 2026 under ‘Chukei 2026’” dated 19 November 2025.」
The company states that it is now expected to miss the Chukei 2026 target for the fiscal year ending March 2027 and will postpone achievement of the target. It also sets out a policy of newly promoting “Emergency Measures for Fiscal 2026.” - FY2026-H1RestatedAnnual report
「Against this economic backdrop, our group is implementing initiatives based on the basic policies of the medium-term management plan “Chukei 2026” (fiscal years ending March 2025 to March 2027), including restructuring the business portfolio, shifting the focus toward sales of system engineering equipment and direct sales that contribute to improved customer productivity, a human resources strategy linked to the business portfolio restructuring, and the promotion of ESG management. These initiatives include developing and providing products related to a decarbonized society, EVs, renewable energy, and improved labor productivity, as well as promoting our DX strategy.」
The company continues to implement the basic policies and initiatives of Chukei 2026 concerning the business portfolio, human resources, ESG, product development, direct sales, and DX. - FY2025RaisedAnnual report
「The medium-term management plan “Chukei 2026,” whose final year is the fiscal year ending March 2027, aims to advance the company into a highly profitable business through a well-balanced strategy combining offensive and defensive measures. As a milestone toward becoming a company with ¥300 billion in net sales in fiscal 2030, it aims to become a company capable of generating recurring annual net sales of ¥200 billion by the fiscal year ending March 2027.」
For Chukei 2026, the company specified recurring annual net sales of ¥200 billion by the fiscal year ending March 2027 and a milestone toward becoming a company with ¥300 billion in net sales in fiscal 2030. It has set out business portfolio restructuring, a shift toward direct sales, a human resources strategy, and ESG management as initiatives. - FY2025-H1ReframedAnnual report
「Against this economic backdrop, our group is implementing initiatives based on the basic policies of the medium-term management plan “Chukei 2026” (fiscal years ending March 2025 to March 2027), including restructuring the business portfolio, shifting the focus toward sales of system engineering equipment and direct sales that contribute to improved customer productivity, a human resources strategy linked to the business portfolio restructuring, and the promotion of ESG management. These initiatives include developing and providing products related to a decarbonized society, EVs, renewable energy, and improved labor productivity, as well as promoting our DX strategy.」
Following the final year of the Management Reform Plan, the company launched the new medium-term management plan “Chukei 2026” and reorganized its policies from a plan centered on achieving high profitability to one covering business portfolio restructuring through the fiscal year ending March 2027, a shift toward direct sales, human resources strategy, ESG, and DX. - FY2024-Q3RestatedAnnual report
「Against this economic backdrop, our group is promoting management reform centered on organizational restructuring, investment in growth areas, and a financial strategy aimed at improving capital efficiency (ROE), based on the medium-term management plan, the “Management Reform Plan,” for which the current consolidated fiscal year is the final year. Our fiscal 2023 earnings forecast, announced on 15 May 2023, is based on a plan to exceed the Management Reform Plan’s fiscal 2023 final-year targets for net sales, operating profit, and operating profit margin, and we will continue implementing various initiatives to achieve them.」
As in the previous quarter, the company states that its earnings forecast for the final year of the Management Reform Plan is planned to exceed the targets and that initiatives involving organizational restructuring, growth investment, and ROE improvement will continue. - FY2024-Q2RestatedAnnual report
「Against this economic backdrop, our group is promoting management reform centered on organizational restructuring, investment in growth areas, and a financial strategy aimed at improving capital efficiency (ROE), based on the medium-term management plan, the “Management Reform Plan,” for which the current consolidated fiscal year is the final year. Our fiscal 2023 earnings forecast, announced on 15 May 2023, is based on a plan to exceed the Management Reform Plan’s fiscal 2023 final-year targets for net sales, operating profit, and operating profit margin, and we will continue implementing various initiatives to achieve them.」
The company continues to explain that its earnings forecast for the final year of the Management Reform Plan is planned to exceed the targets, with no substantive change from the previous quarter. - FY2024-Q1RaisedAnnual report
「Against this economic backdrop, our group is promoting management reform centered on organizational restructuring, investment in growth areas, and a financial strategy aimed at improving capital efficiency (ROE), based on the medium-term management plan, the “Management Reform Plan,” for which the current consolidated fiscal year is the final year. Our fiscal 2023 earnings forecast, announced on 15 May 2023, is based on a plan to exceed the Management Reform Plan’s fiscal 2023 final-year targets for net sales, operating profit, and operating profit margin, and we will continue implementing various initiatives to achieve them.」
For fiscal 2023, the final year of the Management Reform Plan, the company states that its earnings forecast is planned to exceed the plan’s targets for net sales, operating profit, and operating profit margin. It also indicates that various initiatives will continue on the assumption that the targets will be achieved, but does not state that they have been achieved. - FY2023-Q3RestatedAnnual report
「Against this economic backdrop, our group is pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE), in order to transform into a highly profitable company under the medium-term management plan, the “Management Reform Plan.” At the same time, we are promoting DX (digital transformation) to create high-value-added products that address social issues and achieve highly efficient production.」
The company continues to set out transformation into a highly profitable company under the Management Reform Plan, organizational restructuring, growth investment, improved ROE, and the promotion of DX. - FY2023-Q2RestatedAnnual report
「Against this economic backdrop, our group is pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE), in order to transform into a highly profitable company under the medium-term management plan, the “Management Reform Plan.” At the same time, we are promoting DX (digital transformation) to create high-value-added products that address social issues and achieve highly efficient production.」
The company continues to present transformation into a highly profitable company under the Management Reform Plan, organizational restructuring, growth investment, improved ROE, and the promotion of DX. - FY2023-Q1RestatedAnnual report
「Against this economic backdrop, our group is pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE), in order to transform into a highly profitable company under the medium-term management plan, the “Management Reform Plan.” At the same time, we are promoting DX (digital transformation) to create high-value-added products that address social issues and achieve highly efficient production.」
The company continues to present transformation into a highly profitable company under the Management Reform Plan, organizational restructuring, growth investment, improved ROE, and the promotion of DX. - FY2022-Q3RestatedAnnual report
「Against this economic backdrop, our group is pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE), in order to transform into a highly profitable company under the medium-term management plan, the “Management Reform Plan.” At the same time, we are promoting DX (digital transformation) to create high-value-added products that address social issues and achieve highly efficient production.」
The company continues to set out transformation into a highly profitable company under the Management Reform Plan, organizational restructuring, growth investment, improved ROE, and the promotion of DX. - FY2022-Q1RestatedAnnual report
「Against this economic backdrop, our group is pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE), in order to transform into a highly profitable company under the medium-term management plan, the “Management Reform Plan.”」
The company continues to set out transformation into a highly profitable company under the Management Reform Plan, organizational restructuring, growth investment, and a financial strategy aimed at improving ROE. - FY2021-Q3RestatedAnnual report
「Against this economic backdrop, our group is pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE), in order to transform into a highly profitable company under the medium-term management plan, the “Management Reform Plan.”」
The company continues to set out transformation into a highly profitable company under the Management Reform Plan, organizational restructuring, growth investment, and a financial strategy aimed at improving ROE. - FY2021-Q2RestatedAnnual report
「Against this economic backdrop, our group is pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE), in order to transform into a highly profitable company under the medium-term management plan, the “Management Reform Plan.”」
The company continues to set out transformation into a highly profitable company under the Management Reform Plan, organizational restructuring, growth investment, and a financial strategy aimed at improving ROE. - FY2020ReframedAnnual report
「We reviewed the Revolution E10 Plan and announced the “Management Reform Plan,” which places greater emphasis on profitability, on 4 February 2020. Under the Management Reform Plan, we are pursuing management reform centered on organizational restructuring, promoting investment in growth areas, and implementing a financial strategy aimed at improving capital efficiency (ROE). We aim to achieve net sales of ¥135 billion, an operating profit margin of 8%, a dividend payout ratio of approximately 40% during the Management Reform Plan period, and ROE of 8.5% in fiscal 2023.」
The central focus of the plan has been revised from the previous plan centered on “profitable, steady growth” to transformation into a highly profitable company under the Management Reform Plan, with numerical targets including those for fiscal 2023 specified. - FY2020-Q3RestatedAnnual report
「Our group launched the new medium-term management plan, the “Revolution E10 Plan,” on 1 April 2019. With “continuing to grow by maximizing the comprehensive capabilities of a machinery manufacturer” as its basic guideline, we aim to survive and grow in an era of rapid and dramatic change by substantially changing our conventional thinking and work processes and transforming the business to improve earnings power.」
The company continues to set out the Revolution E10 Plan, whose basic guideline is continued growth and transformation to improve earnings power. - FY2020-Q2RestatedAnnual report
「Against this economic backdrop, our group launched the new medium-term management plan, the “Revolution E10 Plan,” on 1 April 2019. With “continuing to grow by maximizing the comprehensive capabilities of a machinery manufacturer” as its basic guideline, we aim to survive and grow in an era of rapid and dramatic change by substantially changing our conventional thinking and work processes and transforming the business to improve earnings power. Accordingly, we have pursued initiatives focused on improving our business structure, sharing and strengthening product capabilities, and enhancing corporate value through growth investment.」
The company continues to present the Revolution E10 Plan’s basic guideline and its growth policy through improved business structure, growth investment, stronger product capabilities, and investment in growth. - FY2020-Q1RestatedAnnual report
「Our group launched the new medium-term management plan, the “Revolution E10 Plan,” on 1 April 2019. With “continuing to grow by maximizing the comprehensive capabilities of a machinery manufacturer” as its basic guideline, we aim to survive and grow in an era of rapid and dramatic change by substantially changing our conventional thinking and work processes and transforming the business to improve earnings power.」
The company continues to present the Revolution E10 Plan, launched on 1 April 2019, and its focus on growth leveraging the comprehensive capabilities of a machinery manufacturer and transformation to improve earnings power. - FY2019ReframedAnnual report
「Under the new medium-term management plan, the “Revolution E10 Plan,” launched in fiscal 2019, our basic guideline is “to continue growing by maximizing the comprehensive capabilities of a machinery manufacturer.” To survive and grow in an era of rapid and dramatic change, we aim to transform our conventional thinking and work processes substantially and shift our focus toward profitability.」
After completing the final year of the TM－PΣ Plan, the company moved to a new plan in fiscal 2019 and revised its basic guideline from “profitable, steady growth” to growth that leverages the comprehensive capabilities of a machinery manufacturer and transformation focused on profitability. - FY2019-Q3RestatedAnnual report
「Under the TM-ＰΣ Plan, we aim to achieve “profitable, steady growth” by making “transformation into a highly profitable business structure” and “selection and concentration” our basic policies.」
The company continues to set out the basic policies of the TM-ＰΣ Plan and its overarching objective of “profitable, steady growth.” - FY2019-Q2RestatedAnnual report
「Against this economic backdrop, our group launched the medium-term management plan, the “TM－PΣ Plan” (Toshiba Machine Profit Sigma Plan), on 1 April 2016. While carrying forward our previous concept of “advancement and expansion,” we adopted “transformation into a highly profitable business structure” and “selection and concentration” as our new basic policies.」
The positioning of the TM－PΣ Plan as a plan aimed at growth through “transformation into a highly profitable business structure” and “selection and concentration” continues to be stated. - FY2019-Q1RestatedAnnual report
「Against this economic backdrop, our group launched the medium-term management plan, the “TM－PΣ Plan” (Toshiba Machine Profit Sigma Plan), on 1 April 2016. While carrying forward our previous concept of “advancement and expansion,” we adopted “transformation into a highly profitable business structure” and “selection and concentration” as our new basic policies.」
The TM－PΣ Plan, its basic policies, and its positioning as a plan aimed at “profitable, steady growth” continue to be stated. - FY2018Revised numerical targetsAnnual report
「By implementing these initiatives, we plan to achieve consolidated net sales of ¥135 billion, an ROS (ordinary profit margin) of at least 5.7%, and ROE (return on equity) of at least 6.8% in fiscal 2018, the final year of the plan.」
The final-year targets for the TM-ＰΣ Plan have been revised from consolidated net sales of ¥140 billion, ROS of at least 6.5%, and ROE of at least 6%. The net sales and ROS targets have been lowered, while the ROE target has been raised. Actual results for the fiscal year were net sales of ¥116.862 billion, ROS of 6.0%, and ROE of 6.3%. - FY2018-Q3RestatedAnnual report
「Regarding our medium-term management plan, we launched the new medium-term management plan, the “TM-ＰΣ Plan,” in fiscal 2016. Under the TM-ＰΣ Plan, we aim to achieve “profitable, steady growth” by making “transformation into a highly profitable business structure” and “selection and concentration” our basic policies.」
The company continues to set out the TM－PΣ Plan and “profitable, steady growth” through “transformation into a highly profitable business structure” and “selection and concentration.” - FY2018-Q2RestatedAnnual report
「Regarding our medium-term management plan, we launched the new medium-term management plan, the “TM-ＰΣ Plan,” in fiscal 2016. Under the TM-ＰΣ Plan, we aim to achieve “profitable, steady growth” by making “transformation into a highly profitable business structure” and “selection and concentration” our basic policies.」
The company continues to set out the TM-ＰΣ Plan and its overarching objective of “profitable, steady growth.” - FY2018-Q1RestatedAnnual report
「We launched the medium-term management plan, the “TM－PΣ Plan” (Toshiba Machine Profit Sigma Plan), on 1 April 2016. While carrying forward our previous concept of “advancement and expansion,” we adopted “transformation into a highly profitable business structure” and “selection and concentration” as our new basic policies. Under the TM－PΣ Plan, we aim to achieve “profitable, steady growth” by making “transformation into a highly profitable business structure” and “selection and concentration” our basic policies.」
The company continues to set out the TM－PΣ Plan and “profitable, steady growth” through “transformation into a highly profitable business structure” and “selection and concentration.” - FY2017Specific numerical targetsAnnual report
「By implementing these initiatives, we plan to achieve consolidated net sales of ¥140 billion, an ROS (ordinary profit margin) of at least 6.5%, and ROE (return on equity) of at least 6% in fiscal 2018, the final year of the plan.」
For the first time, numerical targets for net sales, ROS and ROE have been specified for fiscal 2018, the final year, toward “profitable, steady growth.” - FY2017-Q3RestatedAnnual report
「We launched the medium-term management plan, the “TM－PΣ Plan” (Toshiba Machine Profit Sigma Plan), on 1 April 2016. While carrying forward our previous concept of “advancement and expansion,” we adopted “transformation into a highly profitable business structure” and “selection and concentration” as our new basic policies.」
The start date and basic policies of the new medium-term management plan, as well as the continuation of the previous concept, are restated. - FY2017-Q2RestatedAnnual report
「Regarding our medium-term management plan, we launched the new medium-term management plan, the “TM-ＰΣ Plan” (Toshiba Machine Profit Sigma Plan), in fiscal 2016. Under the TM-ＰΣ Plan, we aim to achieve “profitable, steady growth” by making “transformation into a highly profitable business structure” and “selection and concentration” our basic policies.」
The company continues to set out the new medium-term management plan and its overarching objective of “profitable, steady growth.” - FY2017-Q1RestatedAnnual report
「Regarding our medium-term management plan, we launched the new medium-term management plan, the “TM-ＰΣ Plan” (Toshiba Machine Profit Sigma Plan), in fiscal 2016. Under the TM-ＰΣ Plan, we aim to achieve “profitable, steady growth” by making “transformation into a highly profitable business structure” and “selection and concentration” our basic policies.」
The launch of the new medium-term management plan and its overarching objective of “profitable, steady growth” have been reaffirmed. - FY2016First statedAnnual report
「Under the TM-ＰΣ Plan, we aim to achieve “profitable, steady growth” by making “transformation into a highly profitable business structure” and “selection and concentration” our basic policies.」
This is presented as the overarching objective of the new medium-term management plan launched in fiscal 2016.