Medium- to Long-Term Management Plan: "Operation Arch 2020"
First written in FY2017. 12 of 30 entries say "Reframed", first in FY2022-Q2. Latest entry: 2026-08-27.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「The Company is pursuing the medium- to long-term management plan “VISION 30” with the aim of achieving further growth. Although it had previously revised its three-year medium-term management plan each year to reflect actual results and changes in the business environment, it has formulated a new fixed three-year medium-term management plan, “Onyx,” beginning this fiscal year.」
The planning framework was reorganized from the former rolling-plan system into the new fixed three-year medium-term management plan “Onyx.” - FY2026-H1RestatedAnnual report
「Under “VISION 30” and its execution plan, the three-year plan “Rolling Plan FY2025–FY2027,” the Company is maintaining its position as a leading domestic manufacturer by developing user-oriented products and establishing an after-sales maintenance structure to meet firm domestic demand for demolition.」
The Company continues its domestic product development and after-sales maintenance initiatives under VISION30 and Rolling Plan FY2025–FY2027. - FY2025ReframedAnnual report
「The Company is pursuing the medium- to long-term management plan “VISION 30” with the aim of achieving further growth. It has formulated the medium-term management plan “Rolling Plan FY2025–FY2027,” beginning this fiscal year, after revising its three-year medium-term management plan each year to reflect actual results and changes in the business environment.」
The medium-term plan under VISION30 was updated from Rolling Plan FY2024–FY2026 to FY2025–FY2027. Priority initiatives include expanding domestic and overseas market share, increasing production and productivity, and improving employee engagement. - FY2024ReframedAnnual report
「Under the current three-year plan, the Group will focus on addressing firm domestic and overseas demand and expanding market share to secure stable growth. It also aims to achieve stable business growth and improve quality by further strengthening its sales structure, increasing production and productivity in its manufacturing division, and improving employee engagement.」
The medium-term management plan was updated from Rolling Plan FY2023–FY2025 to FY2024–FY2026, with the sales structure, increased production and productivity, and employee engagement identified as priority initiatives. Performance targets were also established for the fiscal years ending March 2025 and March 2027. - FY2024-Q3RestatedAnnual report
「Against this backdrop, under the policy of its long-term vision, VISION30, the Group focused in Japan on strengthening its production system, centered on increased production and higher productivity to meet currently solid demand for demolition and infrastructure construction. In overseas markets, which offer significant room for expansion, the Group worked to strengthen its sales structure in the United States, Europe and Asia, where it has established operations, while focusing on further sustainable growth and enhancing corporate value.」
Under “VISION30,” the Group continues to increase production and productivity in Japan and strengthen its sales structures in the United States, Europe and Asia. - FY2024-Q1RestatedAnnual report
「Under the long-term vision “VISION30,” the Group has focused on strengthening its production structure in Japan, centered on increased production and higher productivity to meet firm demand for demolition and infrastructure construction. Overseas, where there is substantial room for market development, it has worked to strengthen its sales structures in the United States, Europe and Asia, where it has established operations, with a focus on further sustainable growth and increasing corporate value.」
Under the long-term vision “VISION30,” the Group continues to increase production and productivity in Japan and strengthen its sales structures in the United States, Europe and Asia. - FY2023ReframedAnnual report
「Under the current three-year plan, the Group will focus on strengthening its production structure through increased production and cost reductions to meet growing domestic and overseas demand. It will also steadily turn into results its U.S. M&A activities and efforts to enhance the structures of its domestic and overseas locations, and pursue further business expansion toward the early achievement of “VISION30.”」
The medium-term management plan was updated from Rolling Plan FY2022–FY2024 to FY2023–FY2025, with increased production and cost reductions, U.S. M&A, and the development of domestic and overseas locations identified as priority initiatives. - FY2023-Q3RestatedAnnual report
「Against this backdrop, under the long-term vision “VISION30,” launched last year, the Group formulated the three-year medium-term management plan “Rolling Plan FY2022–FY2024” beginning this fiscal year. It is focusing on strengthening its production structure, centered on increased production and higher productivity to meet firm demand for demolition and infrastructure construction, with the aim of achieving further sustainable growth and increasing corporate value.」
The Group continues to strengthen its production structure, centered on increased production and higher productivity, under the long-term vision “VISION30” and the medium-term management plan “Rolling Plan FY2022–FY2024.” - FY2023-Q2RestatedAnnual report
「Against this backdrop, under the long-term vision “VISION30,” launched last year, the Group formulated the three-year medium-term management plan “Rolling Plan FY2022–FY2024” beginning this fiscal year. It is focusing on strengthening its production structure, centered on increased production and higher productivity to meet firm demand for demolition and infrastructure construction, with the aim of achieving further sustainable growth and increasing corporate value.」
Under the long-term vision “VISION30” and the medium-term management plan “Rolling Plan FY2022–FY2024,” the Group continues to strengthen its production structure, centered on increased production and higher productivity. - FY2023-Q1ReframedAnnual report
「Against this backdrop, under the long-term vision “VISION30,” launched last year, the Group formulated the three-year medium-term management plan “Rolling Plan FY2022–FY2024” beginning this fiscal year. It is focusing on strengthening its production structure, centered on increased production and higher productivity to meet firm demand, with the aim of achieving further sustainable growth and increasing corporate value.」
The coverage period of the medium-term plan was updated from “Rolling Plan FY2021–FY2023” to “Rolling Plan FY2022–FY2024,” with increased production and higher productivity in response to firm demand identified as priority issues. - FY2022-Q3RestatedAnnual report
「Against this backdrop, the Group has worked to execute its management plan and increase corporate value based on the policies of its three key strategies under the long-term vision “VISION30” launched this fiscal year and the medium-term management plan “Rolling Plan FY2021–FY2023”: ① human resources strategy; ② market strategy; and ③ management platform strengthening.」
The Group continues to implement the three strategies of human resources, markets and management platform strengthening under the long-term vision “VISION30” and the medium-term management plan “Rolling Plan FY2021–FY2023,” following the “Arch 2020 Strategy.” - FY2022-Q2ReframedAnnual report
「Against this backdrop, the Group has worked to execute its management plan and increase corporate value based on the policies of its three key strategies under the long-term vision “VISION30” launched this fiscal year and the medium-term management plan “Rolling Plan FY2021–FY2023”: ① human resources strategy; ② market strategy; and ③ management platform strengthening.」
The planning framework was reorganized from the former “Arch 2020 Strategy” into the long-term vision “VISION30,” launched this fiscal year, and the medium-term management plan “Rolling Plan FY2021–FY2023,” with the key strategies defined as human resources, markets and management platform strengthening. - FY2020AdvancedAnnual report
「With the aim of achieving further growth and increasing corporate value, the Group is implementing the six-year medium- to long-term management plan, the “Arch 2020 Strategy,” ending in fiscal 2020, and is working to strengthen its earning power to achieve the plan. As this is the final year of the plan, the Group will continue working to achieve its targets while planning and implementing initiatives in line with the following basic management strategies to strengthen the management platform for further sustainable growth.」
The medium- to long-term management plan has entered its final year, with specific initiatives organized under three strategies: human resources, markets and the management platform. - FY2019AdvancedAnnual report
「With the aim of achieving further growth and increasing corporate value, the Group is implementing the six-year medium- to long-term management plan, the “Arch 2020 Strategy,” ending in fiscal 2020, and is working to strengthen its earning power to achieve the plan. It has identified the following four key management strategies: ① Domestic: Strengthen production and enhance sales locations; ② Overseas: Establish a three-region structure covering North America, Europe and Asia; ③ 南星: Integrate オカダ and 南星 to create a chemical reaction; ④ Management platform: Promote work-style reform.」
The final year of the medium- to long-term plan was specified, and the former three strategies were organized and made more concrete across four areas: domestic, overseas, 南星 and the management platform. - FY2018-Q3AdvancedAnnual report
「As it pursued further business expansion under the six-year medium- to long-term management plan, the “Arch 2020 Strategy,” for fiscal 2015 through fiscal 2020, it focused particularly on strengthening the value chain in its domestic business, with the aim of further solidifying an end-to-end business model covering development and manufacturing through sales and maintenance.」
The business expansion and value-chain strengthening under the “Arch 2020 Strategy” have led to the specific corporate combination involving the acquisition of the 南星機械 Group. - FY2018-Q2AdvancedAnnual report
「The Group's principal business is the manufacture and sale of construction equipment attachments for building demolition, such as crushers and hydraulic breakers. It also handles forestry and environmental machinery, including wood chippers and industrial waste processing equipment. As it pursued further business expansion under the six-year medium- to long-term management plan, the “Arch 2020 Strategy,” for fiscal 2015 through fiscal 2020, it focused particularly on strengthening the value chain in its domestic business, with the aim of further solidifying an end-to-end business model covering development and manufacturing through sales and maintenance.」
The business expansion and domestic value-chain initiatives under the medium- to long-term management plan, the “Arch 2020 Strategy,” have been tied to specific measures supporting the acquisition of the 南星機械 Group as a subsidiary. - FY2017First statedAnnual report
「Under the current medium- to long-term management plan, the “Arch 2020 Strategy,” launched in 2015, the Group has identified the following three key management strategies: ① Strengthen the domestic value chain; ② Make agile choices between localization and partnerships in overseas markets; ③ Build the foundation for sustainable growth by strengthening the management platform.」
The medium- to long-term management plan launched in 2015 positions domestic operations, overseas operations and the management platform as its three key strategies.