Stable and sustained revenue growth and profit expansion under the medium-term management plan
First written in FY2017. 24 of 35 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1RestatedAnnual report
「Our group aims to achieve sustainable growth by advancing the three priority initiatives set out in the medium-term management plan: expanding the use of data, maximizing human value, and deepening partner capital.」
The group continues to advance the three priority initiatives of Medium-Term Management Plan 2028: expanding the use of data, maximizing the value of people, and deepening partner capital. - FY2026ReframedAnnual report
「In April 2026, the Group formulated Medium-Term Management Plan 2028. As the business environment undergoes major changes due to a serious labor shortage caused by the declining working-age population and transformation of industrial structures driven by the accelerating evolution of IT technology, the Group believes it is responsible for addressing society’s new voices and challenges. By combining AI with the vast data and methodologies it has developed, its human resources management capabilities, and its co-creation network, the Group aims to create a virtuous cycle between people and AI and achieve sustainable, sound growth under the concept “Hybrid Intelligence for All,” which will evolve its business in every direction. Specifically, the Group will pursue the advancement of CX through its smart contact center business and expansion of the BPO field through its smart business support business by implementing three priority initiatives: “1. Expanding data utilization,” “2. Maximizing human value,” and “3. Deepening partner capital.”」
The Group moved from Medium-Term Management Plan 2025 to Medium-Term Management Plan 2028, reorganizing the three priority initiatives under NEW BPO as expanding data utilization, maximizing human value, and deepening partner capital. Under the banner “Hybrid Intelligence for All,” it is positioning both the smart contact center and smart business support businesses as growth drivers. - 2026-05-01ReframedGeneral Meetings of Shareholders
「In April 2026, we formulated Medium-Term Management Plan 2028. By combining the vast amount of data and methods we have cultivated, our human resources management capabilities, and our co-creation network with AI, we aim to create a virtuous cycle between people and AI and achieve sustainable, sound growth under the concept of Hybrid Intelligence for All, which will evolve our business in every direction.」
While Medium-Term Management Plan 2025 focused on mobilizing our total workforce of 40,000, advancing the use of data, and developing new BPO areas, Medium-Term Management Plan 2028 identifies expanding the use of data, maximizing human value, and deepening partner capital as its priority initiatives and presents Hybrid Intelligence for All as its new concept. - FY2026-H1RestatedAnnual report
「The Group aimed to achieve sustainable growth by accelerating the three priority initiatives set out in its medium-term management plan: human resources (maximizing the contribution of a total workforce of 40,000), standardization (advancing data utilization), and co-creation (developing new BPO fields).」
The Group has reconfirmed its policy of continuing to pursue the three priority initiatives of Medium-Term Management Plan 2025, accelerating these initiatives and aiming for sustainable growth. - FY2025-Q1RestatedAnnual report
「The Group aimed to achieve sustainable growth by accelerating the three priority initiatives set out in its medium-term management plan: human resources (maximizing the contribution of a total workforce of 40,000), standardization (advancing data utilization), and co-creation (developing new BPO fields).」
The Group stated that it would continue to pursue the three priority initiatives of Medium-Term Management Plan 2025— a total workforce of 40,000, advanced data utilization, and development of new BPO fields—and accelerate these initiatives. - FY2024-Q3RestatedAnnual report
「Against this backdrop, the Group aimed to achieve sustainable growth by advancing the three priority initiatives set out in its medium-term management plan: human resources (maximizing the contribution of a total workforce of 40,000), standardization (advancing data utilization), and co-creation (developing new BPO fields).」
The Group continues to advance the three priority initiatives of Medium-Term Management Plan 2025: maximizing the contribution of a total workforce of 40,000, advancing data utilization, and developing the NEW BPO field. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the Group aimed to achieve sustainable growth by advancing the three priority initiatives set out in its medium-term management plan: human resources (maximizing the contribution of a total workforce of 40,000), standardization (advancing data utilization), and co-creation (developing new BPO fields).」
The Group continues to advance the three priority initiatives of Medium-Term Management Plan 2025: maximizing the contribution of a total workforce of 40,000, advancing data utilization, and developing new BPO fields. - FY2024-Q1RestatedAnnual report
「Against this backdrop, the Group aimed to achieve sustainable growth by advancing the three priority initiatives set out in its medium-term management plan: human resources (maximizing the contribution of a total workforce of 40,000), standardization (advancing data utilization), and co-creation (developing new BPO fields).」
The Group continues to advance the three priority initiatives of Medium-Term Management Plan 2025: maximizing the contribution of a total workforce of 40,000, advancing data utilization, and developing new BPO fields. - FY2023ReframedAnnual report
「In April 2023, the Group formulated Medium-Term Management Plan 2025. Its theme is “NEW BPO: Deepen, connect and broaden all those voices,” under which the Group aims to move to a new stage by converting the many voices gathered at its CX operations into value for management decisions and guiding them toward optimal action through standardized processes and data utilization. During the plan period, the Group will pursue sustainable growth through three priority initiatives: “1. Human resources (maximizing the contribution of a total workforce of 40,000),” “2. Standardization (advancing data utilization),” and “3. Co-creation (developing new BPO fields).”」
The Group moved from the previous Medium-Term Management Plan 2022 to Medium-Term Management Plan 2025, reorganizing the plan around the theme of “NEW BPO” and three initiatives: a workforce of 40,000, advanced data utilization, and development of new BPO fields. - FY2023-Q3RestatedAnnual report
「The Group continued to pursue the three growth strategies set out in its medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation.」
The Group has reconfirmed its continued initiatives under the three themes of the medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation. - FY2023-Q2RestatedAnnual report
「Against this backdrop, the Group continued to pursue the three growth strategies set out in its medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation.」
The Group has reconfirmed its continued initiatives under the three themes of the medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation. - FY2023-Q1RestatedAnnual report
「Against this backdrop, the Group continued to pursue the three growth strategies set out in its medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation.」
The Group has reconfirmed its continued initiatives under the three themes of the new medium-term management plan. - FY2022-Q3RestatedAnnual report
「Against this backdrop, the Group continued to pursue the three growth strategies set out in its medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation.」
The Group has reconfirmed its continued initiatives under the three themes of the new medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation. - FY2022-Q2RestatedAnnual report
「Against this backdrop, the Group continued to pursue the three growth strategies set out in its medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation.」
The Group has reconfirmed its continued initiatives under the three themes of the new medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation. - FY2021RestatedAnnual report
「During the current consolidated fiscal year, the Group worked to implement the three themes of its new medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation.」
For the medium-term management plan covering fiscal 2020 through fiscal 2022, the Group reconfirmed its full-year initiatives under three themes: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation. - FY2021-Q3RestatedAnnual report
「Against this operating backdrop, the Group will work to achieve the goals of its medium-term management plan: maximizing the capabilities of 30,000 employees, promoting digital transformation through the use of voice data, and growing as a trusted, co-creative partner.」
The Group has reconfirmed its initiatives under the three themes of the new medium-term management plan: maximizing the capabilities of 30,000 employees, advancing digital transformation through the use of voice data, and partner growth based on trust and co-creation. - FY2021-Q2ReframedAnnual report
「Against this operating backdrop, the Group will work to achieve the goals of its medium-term management plan: maximizing the capabilities of 30,000 employees, promoting digital transformation through the use of voice data, and growing as a trusted, co-creative partner.」
The Group moved from the previous medium-term management plan, built around expansion of the traditional business, expansion into new areas, and advanced human resources management, to a new medium-term management plan setting out three themes for implementation. The new plan explicitly introduced targets of a workforce of 30,000 employees, digital transformation through the use of voice data, and partner growth based on trust and co-creation. - FY2021-Q1ReframedAnnual report
「Against this backdrop, the Group continued to pursue the three growth strategies set out in the previous medium-term management plan: expansion of the traditional business, expansion into new areas, and advanced human resources management.」
The previous medium-term management plan was designated as the former medium-term management plan, while its three growth strategies were carried forward as ongoing initiatives. - FY2020RestatedAnnual report
「Against this backdrop, the Group formulated and publicly announced in May 2017 a medium-term management plan built around three growth strategies: expansion of the traditional business, expansion into new areas, and advanced human resources management. In the current consolidated fiscal year, the final year of the plan, the Group aims to achieve the plan's targets by continuing to advance these initiatives.」
Even in the final year of the medium-term management plan, the Group has reconfirmed its policy of continuing to advance the three themes of the traditional business, new areas and human resources management, with the aim of achieving the plan's targets. - FY2020-Q3RestatedAnnual report
「Against this backdrop, the Group formulated and publicly announced in May 2017 a medium-term management plan built around three growth strategies: expansion of the traditional business, expansion into new areas, and advanced human resources management. In the current consolidated fiscal year, the final year of the plan, the Group aims to achieve the plan's targets by continuing to advance these initiatives.」
In the final year of the medium-term management plan, the Group has reconfirmed its policy of continuing to advance the three themes of the traditional business, new areas and human resources management, with the aim of achieving the plan's targets. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the Group formulated and publicly announced in May 2017 a medium-term management plan built around three growth strategies: expansion of the traditional business, expansion into new areas, and advanced human resources management. In the current consolidated fiscal year, the final year of the plan, the Group aims to achieve the plan's targets by continuing to advance these initiatives.」
In the final year of the medium-term management plan, the Group has reconfirmed its policy of continuing to advance the three themes of the traditional business, new areas and human resources management, with the aim of achieving the plan's targets. - FY2020-Q1RestatedAnnual report
「Against this backdrop, the Group formulated and publicly announced in May 2017 a medium-term management plan built around three growth strategies: expansion of the traditional business, expansion into new areas, and advanced human resources management. In the current consolidated fiscal year, the final year of the plan, the Group aims to achieve the plan's targets by continuing to advance these initiatives.」
In the final year of the medium-term management plan, the Group has reconfirmed its policy of continuing to advance the three themes of the traditional business, new areas and human resources management, with the aim of achieving the plan's targets. - FY2019RestatedAnnual report
「The Group has formulated a medium-term management plan covering the fiscal year ending February 2020. Under the plan, it aims to achieve stable, sustained revenue growth through the growth of existing projects, winning new projects from existing clients, further strengthening collaboration with the ITOCHU Corporation group, and creating value-added services using AI and other technologies. It also aims to expand profit by optimizing operations through continued, appropriate capacity expansion and proactive additional investment in new areas over the long term.」
The Group has reconfirmed its medium-term management plan through the fiscal year ending February 2020, its revenue growth and profit expansion targets, and the means of achieving them. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the Group formulated and publicly announced in May 2017 a medium-term management plan built around three growth strategies: expansion of the traditional business, expansion into new areas, and advanced human resources management. In the current consolidated fiscal year, the second year of the plan, the Group will give concrete form to synergies with Toppan Printing Co., Ltd. in expanding the traditional business and new areas, while advancing investment in human resources, thereby laying the groundwork for the final year of the plan, the fiscal year ending February 2020.」
In the second year of the medium-term management plan, the Group is advancing expansion of the traditional business and new areas, giving concrete form to synergies with Toppan Printing, and investing in human resources, with a view to the final year, the fiscal year ending February 2020. - FY2019-Q2RestatedAnnual report
「In the current consolidated fiscal year, the second year of this medium-term management plan, the Group will give concrete form to synergies with Toppan Printing Co., Ltd. in expanding the traditional business and new areas, while advancing investment in human resources, thereby laying the groundwork for the final year of the plan, the fiscal year ending February 2020.」
In the second year of the medium-term management plan, the Group is advancing expansion of the traditional business and new areas, giving concrete form to synergies with Toppan Printing, and investing in human resources, with a view to the final year ending February 2020. - FY2019-Q1RestatedAnnual report
「In the current consolidated fiscal year, the second year of this medium-term management plan, the Group will give concrete form to synergies with Toppan Printing Co., Ltd. in expanding the traditional business and new areas, while advancing investment in human resources, thereby laying the groundwork for the final year of the plan, the fiscal year ending February 2020.」
In the second year of the medium-term management plan, the Group is advancing expansion of the traditional business and new areas, giving concrete form to synergies with Toppan Printing, and investing in human resources, with a view to the final year ending February 2020. - FY2018RestatedAnnual report
「The Group has formulated a medium-term management plan covering the fiscal year ending February 2020. Under the plan, it aims to achieve stable, sustained revenue growth through the growth of existing projects, winning new projects from existing clients, further strengthening collaboration with the ITOCHU Corporation group, and creating value-added services using AI and other technologies. It also aims to expand profit by optimizing operations through continued, appropriate capacity expansion and proactive additional investment in new areas over the long term.」
The Group continues to pursue a medium-term management plan through the fiscal year ending February 2020, combining existing projects, new projects, collaboration, AI and capital investment to drive revenue growth and profit expansion. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group formulated and publicly announced a medium-term management plan in May as a guideline through the fiscal year ending February 2020, with the aim of building next-generation contact centers to support further long-term growth. The plan is built around three growth strategies: expansion of the traditional business, expansion into new areas, and advanced human resources management.」
The Group continues to pursue a medium-term management plan through the fiscal year ending February 2020 and its three growth strategies. - FY2018-Q1ReframedAnnual report
「Against this backdrop, the Group formulated and publicly announced a medium-term management plan in May as a guideline through the fiscal year ending February 2020, with a view to achieving further long-term growth by anticipating the future of next-generation contact centers. The plan is built around three growth strategies: expansion of the traditional business, expansion into new areas, and advanced human resources management.」
The previous medium-term management plan was reorganized as a new plan covering the fiscal year ending February 2020, explicitly setting out three pillars: expansion of the traditional business, expansion into new areas, and advanced human resources management. - FY2017First statedAnnual report
「The Group has formulated a medium-term management plan beginning with the fiscal year ending February 2018. Under the plan, it aims to achieve stable, sustained revenue growth through the growth of existing projects, winning new projects from existing clients, further strengthening collaboration with the ITOCHU Corporation group, and creating value-added services using AI and other technologies. It also aims to expand profit by optimizing operations through continued, appropriate capacity expansion and proactive additional investment in new areas over the long term.」
The Group first explicitly presented a medium-term management plan beginning with the fiscal year ending February 2018, targeting revenue growth and profit expansion through existing projects, new projects, collaboration with the ITOCHU Corporation group, AI-based value-added services, capacity expansion and additional investment.