Transformation into a comprehensive services company specialising in local governments as the second founding phase
First written in FY2017-Q1. 13 of 23 entries say "Restated". Latest entry: FY2023-Q4.
No other company in this theme has enough history to compare yet.
- FY2023-Q4RestatedAnnual report
「The company believes that pursuing these initiatives will help each local government build an "autonomous and sustainable society that makes use of its distinctive characteristics," thereby contributing to the realization of the group's corporate philosophy and an increase in corporate value.」
The company continues to pursue the realization of its corporate philosophy and higher corporate value through the growth of its existing businesses centered on local governments and the creation of new businesses. - FY2022-Q4ReframedAnnual report
「As described in the notice concerning the decision to commence bankruptcy proceedings for a consolidated subsidiary announced on 28 March 2022, the company filed a petition on 25 March 2022 to commence bankruptcy proceedings for Hope Energy, then a consolidated subsidiary. The decision to commence the proceedings was issued on the same date. Following its withdrawal from the energy business, the company changed its business portfolio and, under the new structure, is addressing the elimination of excess liabilities at the end of the fiscal year as its highest priority.」
Following its withdrawal from the former portfolio centered on the energy business, the company has shifted to a 2-business structure and moved its focus to a management policy that prioritizes eliminating excess liabilities at the end of the fiscal year. - FY2022ReframedAnnual report
「In light of these circumstances, the company plans to review "HOPE NEXT 3." However, as of the end of the fiscal year, the group had excess liabilities of more than ¥5.6 billion. It is addressing the elimination of this excess of liabilities as its highest priority and plans to reformulate the plan once that objective has been achieved.」
The company has shifted from pursuing its medium-term growth plan to prioritizing the elimination of excess liabilities of more than ¥5.6 billion and securing funds, with a policy of reformulating HOPE NEXT 3 after these objectives have been achieved. - FY2022-Q2ReframedAnnual report
「In addition to the financing measures announced and implemented to date, the group is working to secure funds through various methods, including a capital and business alliance with new business partners. At the same time, it is addressing the elimination of excess liabilities as its highest priority and plans to reformulate "HOPE NEXT 3" once that objective has been achieved.」
The company has shifted its focus from proceeding unchanged with its former medium-term growth plan to prioritizing funding, the elimination of excess liabilities and the containment of business risks, with a policy of reformulating "HOPE NEXT 3" once these objectives have been achieved. - FY2021ReframedAnnual report
「As of the end of the fiscal year, the group had excess liabilities of more than ¥2.4 billion. It is addressing the elimination of this excess of liabilities as its highest priority and plans to reformulate the plan once that objective has been achieved.」
The company has shifted its focus from promoting growth under "HOPE NEXT 3" to prioritizing stable monetization and downsizing of the energy business following the JEPX price surge, together with the elimination of excess liabilities of more than ¥2.4 billion. - FY2021-Q3ReframedAnnual report
「Although we believe that the surge in JEPX prices was an abnormal event, it exceeded the risks we had anticipated. In light of the possibility of a recurrence, we have reviewed our business policy and changed it to stable operations with reduced risk, while building a robust governance framework and continuing to manage risk.」
Compared with its former growth policy of growing its existing 3 businesses and creating new businesses, the company states that it will shift its energy business policy toward stable operations with reduced risk, taking the JEPX price surge into account. - FY2021-Q2ReframedAnnual report
「However, in light of the significant impact on the energy business from the price surge on JEPX, as described above, the company will review its policy for that business and plans to reformulate "HOPE NEXT 3."」
The company has shifted from explaining that it would proceed with the former "HOPE NEXT 3" unchanged to reviewing its energy business policy in response to the JEPX price surge and reformulating its medium-term management plan. - FY2021-Q1RestatedAnnual report
「On 11 August 2020, the company announced "HOPE NEXT 3," a 3-year medium-term management plan beginning in the current fiscal year, and has been conducting its business with medium-term growth in mind as it works toward achieving the plan.」
The company is implementing its former second-founding-phase growth strategy through the 3-year medium-term management plan "HOPE NEXT 3," announced in August 2020. - FY2020ReframedAnnual report
「The company newly formulated and announced on 11 August 2020 its medium-term management plan, "HOPE NEXT 3," covering the period through the fiscal year ending June 2023.」
The company has given concrete form to its former second-founding-phase positioning in the medium-term management plan "HOPE NEXT 3," which ends with the fiscal year ending June 2023. Its priority policies are improving profitability in the advertising business, achieving growth and securing profits in the energy business, positioning the media business at the top of the information stream, and investing in new businesses. - FY2020-Q3RestatedAnnual report
「Specifically, the company positions its advertising business as a "profit-generating business," focuses primarily on improving profitability, and is implementing initiatives to review its organizational structure, optimize its scale and improve operational efficiency. In the media business, it is promoting the expansion of high-value-added services through multifaceted development centered on the administrative magazine JICHITAI WORKS, with the aim of establishing a position at the "top of the information stream." In the energy business, it is pursuing further scale expansion and more stable profitability as the company's "growth engine."」
While maintaining its second-founding-phase growth strategy, the company continues to present the roles and initiatives for each of its 3 businesses, advertising, media and energy. - FY2020-Q2RestatedAnnual report
「Specifically, the company positions its advertising business as a "profit-generating business," focuses primarily on improving profitability, and is implementing initiatives to review its organizational structure, optimize its scale and improve operational efficiency. In the media business, it is promoting the expansion of high-value-added services through multifaceted development centered on the administrative magazine JICHITAI WORKS, with the aim of establishing a position at the "top of the information stream." In the energy business, it is pursuing further scale expansion and more stable profitability as the company's "growth engine."」
The company continues to present the roles and initiatives for each of its 3 businesses, advertising, media and energy, as its management strategy, following the previous quarter. - FY2020-Q1ReframedAnnual report
「Specifically, the company positions its advertising business as a "profit-generating business," focuses primarily on improving profitability, and is implementing initiatives to review its organizational structure, optimize its scale and improve operational efficiency. In the media business, it is promoting the expansion of high-value-added services through multifaceted development centered on the administrative magazine JICHITAI WORKS, with the aim of establishing a position at the "top of the information stream." In the energy business, it is pursuing further scale expansion and more stable profitability as the company's "growth engine."」
The company has given concrete form to its second-founding-phase growth strategy by assigning distinct roles to its 3 businesses: advertising as a profit-generating business, media as the top of the information stream, and energy as the growth engine. - FY2019RestatedAnnual report
「Going forward, the company will seek to provide new value to society through local governments by continuously improving existing services and developing new services and businesses, thereby enhancing corporate value and shareholder value.」
As a service company specializing in local governments, the company continues to pursue improvements to existing services, new business development, and higher corporate and shareholder value. - FY2019-Q3RestatedAnnual report
「Against this backdrop, under its corporate philosophy of "providing people with new value through local governments and pursuing the growth of the company and its employees," the company has regarded the period since the fiscal year ended June 2017 as its "second founding phase" and implemented measures for further growth. Specifically, with the goals of restoring profitability and improving sales efficiency in the advertising business, the company newly established functions related to operational improvement, began operating tools to provide greater visibility into sales progress, implemented a more efficient sales plan, and put its sales personnel training program into practice, working to strengthen its sales capabilities as an organization. It has also actively promoted its electricity retailing business, which it entered in the previous fiscal year, and the development of new media.」
While maintaining its positioning in the second founding phase, the company continues to pursue the restoration of profitability and improvement of sales efficiency in the advertising business, electricity retailing and new media development as growth initiatives. - FY2019-Q2RestatedAnnual report
「Against this backdrop, under its corporate philosophy of "providing people with new value through local governments and pursuing the growth of the company and its employees," the company has regarded the period since the fiscal year ended June 2017 as its "second founding phase" and implemented measures for further growth. Specifically, with the goals of restoring profitability and improving sales efficiency in the advertising business, the company newly established functions related to operational improvement and focused on developing and operating a personnel training system in order to improve productivity, centered on streamlining operations and strengthening employee development. It has also actively promoted its electricity retailing business, which it entered in the previous fiscal year, and the development of new media.」
While maintaining its positioning in the second founding phase, the company continues to pursue the restoration of profitability and improvement of sales efficiency in the advertising business, electricity retailing and new media development as growth initiatives. - FY2019-Q1RestatedAnnual report
「Against this backdrop, under its corporate philosophy of "providing people with new value through local governments and pursuing the growth of the company and its employees," the company has regarded the period since the fiscal year ended June 2017 as its "second founding phase" and implemented measures for further growth. Specifically, with the goals of restoring profitability and improving sales efficiency in the advertising business, the company newly established functions related to operational improvement and focused on developing and operating a personnel training system in order to improve productivity, centered on streamlining operations and strengthening employee development. It has also actively promoted its electricity retailing business, which it entered in the previous fiscal year, and the development of new media.」
While maintaining its positioning in the second founding phase, the company continues to pursue the restoration of profitability and improvement of sales efficiency in the advertising business, electricity retailing and new media development as growth initiatives. - FY2018RestatedAnnual report
「Against this backdrop, under its corporate philosophy of "providing people with new value through local governments and pursuing the growth of the company and its employees," the company has regarded the period since the previous fiscal year as its "second founding phase" and implemented measures for further growth. Specifically, with the goals of restoring profitability and increasing added value in existing businesses and creating new sources of revenue through new business development, the company has increased investment in recruitment to prevail in the increasingly competitive market for talent. It has also newly established functions related to business development, marketing and IT, and invested management resources in these areas.」
As part of its second founding phase, the company continues to pursue the restoration of profitability and increased added value in existing businesses, the creation of new sources of revenue, and investment in human resources, business development, marketing and IT. - FY2018-Q3RestatedAnnual report
「Against this backdrop, under its corporate philosophy of "providing people with new value through local governments and pursuing the growth of the company and its employees," the company has regarded the period since the previous fiscal year as its "second founding phase" and implemented measures for further growth. Specifically, with the goals of restoring profitability and increasing added value in existing businesses and creating new sources of revenue through new business development, the company has increased investment in recruitment to prevail in the increasingly competitive market for talent. It has also newly established functions related to business development, marketing and IT, and invested management resources in these areas.」
The company continues to position itself in its second founding phase, with the goals of restoring profitability and increasing added value in existing businesses and creating new sources of revenue through new businesses. - FY2018-Q1RestatedAnnual report
「Against this backdrop, under its corporate philosophy of "providing people with new value through local governments and pursuing the growth of the company and its employees," the company has regarded the period since the previous fiscal year as its "second founding phase" and implemented measures for further growth. Specifically, with the goals of restoring profitability and increasing added value in existing businesses and creating new sources of revenue through new business development, the company has increased investment in recruitment to prevail in the increasingly competitive market for talent. It has also newly established functions related to business development, marketing and IT, and invested management resources in these areas.」
The company continues to position itself in its second founding phase, with the goals of restoring profitability and increasing added value in existing businesses and creating new sources of revenue through new businesses. - FY2017ReframedAnnual report
「The company positions the coming year as a "Year of Improvement and Investment" and as a period of transition toward further growth.」
The focus has shifted from the former expression "second founding phase" to describing the coming year as a period of transition, the "Year of Improvement and Investment." - FY2017-Q3RestatedAnnual report
「Against this backdrop, under its corporate philosophy of “providing people with new value through local governments and pursuing the growth of the Company and its employees,” the Company has regarded the period from the current fiscal year onward as its “second founding phase” and implemented measures for further growth. Specifically, focusing on improving service profitability and expanding across multiple fronts, the Company has pursued initiatives aimed at increasing revenue from the PPS business, an abbreviation for the public, private and sharing business.」
The company continues to pursue growth in PPS business revenue during its second founding phase by improving service profitability and expanding into multiple areas. - FY2017-Q2RestatedAnnual report
「Against this backdrop, under its corporate philosophy of “providing people with new value through local governments and pursuing the growth of the Company and its employees,” the Company has regarded the period from the current fiscal year onward as its “second founding phase” and implemented measures for further growth. Specifically, focusing on improving service profitability and expanding across multiple fronts, the Company has pursued initiatives aimed at increasing revenue from the PPS business, an abbreviation for the public, private and sharing business.」
The company continues to pursue growth in PPS business revenue during its second founding phase by improving service profitability and expanding into multiple areas. - FY2017-Q1First statedAnnual report
「We have regarded the period from the current fiscal year onward as our “second founding phase” and implemented measures for further growth. Specifically, focusing on improving service profitability and expanding across multiple fronts, we have promoted the development of the PPS business, an abbreviation for the public, private and sharing business, and have worked toward becoming a “comprehensive services company specialising in local governments.”」
The Company has positioned the period from the current fiscal year onward as its second founding phase and presented a new growth strategy aimed at becoming a comprehensive services company specialising in local governments through improved service profitability and expansion across multiple fronts.