Business expansion leveraging the group’s collective capabilities
First written in FY2016. 21 of 26 entries say "Restated". Latest entry: FY2027-H1.
The whole theme swung hardest in 2025: 1 of 9 companies on the "Worse" side.
11 other companies' latest entry also says "Restated".
- FY2027-H1RestatedAnnual report
「We will pursue sustainable growth by strengthening the management foundations across the global Group.」
The company continues to pursue a policy of sustainable growth by strengthening the management foundations across the Group. - FY2024-Q2RestatedAnnual report
「Against this backdrop, our Group is working to contribute to the resolution of social issues, strengthen profitability in existing businesses, and develop new businesses that will lead to sustainable growth, in order to realise the “Desired State in 2030” set out in the Long-Term Vision 2030 and achieve the Medium-Term Management Plan 2025, which began in fiscal 2021.」
The company continues to pursue growth initiatives that leverage the Group's collective strengths by combining stronger profitability in existing businesses with the development of new businesses. - FY2024-Q1RestatedAnnual report
「To realise the “Desired State in 2030” set out in the Long-Term Vision 2030 and achieve the Medium-Term Management Plan 2025, which began in fiscal 2021, our Group will continue to focus on contributing to the resolution of social issues, strengthening profitability in existing businesses, and developing new businesses that will lead to sustainable growth.」
Under Medium-Term Management Plan 2025, the Group continues to pursue growth initiatives that combine the strengthening of existing businesses with the development of new businesses. - FY2023-Q3RestatedAnnual report
「To achieve the Medium-Term Management Plan 2025, which began in fiscal 2021, we are focusing on strengthening profitability in existing businesses and developing new businesses that will lead to sustainable growth.」
Under Medium-Term Management Plan 2025, the company continues to pursue growth initiatives that combine stronger profitability in existing businesses with the development of new businesses. - FY2023-Q1RestatedAnnual report
「To achieve the Medium-Term Management Plan 2025, which began in fiscal 2021, we are focusing on strengthening profitability in existing businesses and developing new businesses that will lead to sustainable growth.」
Under Medium-Term Management Plan 2025, the Group continues to pursue growth initiatives that combine the strengthening of existing businesses with the development of new businesses. - FY2022-Q3RestatedAnnual report
「To achieve the Medium-Term Management Plan 2025, which began this fiscal year, we will focus on strengthening profitability in existing businesses and developing new businesses that will lead to sustainable growth.」
Under Medium-Term Management Plan 2025, the company continues to pursue growth initiatives that combine stronger profitability in existing businesses with the development of new businesses. - FY2021RestatedAnnual report
「The Group will work to prevent the spread of COVID-19, while developing products and pursuing manufacturing that thoroughly address market needs, expanding businesses by leveraging the Group's overall capabilities, and strengthening its capacity for sustainable growth and profitability.」
The company continues to expand its business by leveraging the Group's collective strengths as a measure to reinforce sustainable growth and profitability. - FY2021-Q2RestatedAnnual report
「While working to prevent the spread of the novel coronavirus, our Group will continue to pursue product development and manufacturing that thoroughly address market needs, as well as expand businesses by leveraging the Group’s collective strengths, thereby strengthening its sustainable growth capabilities, with the aim of realising the “Ideal State (Global Top Company).”」
The company continues its former growth initiatives, including business expansion leveraging the group’s collective capabilities. - FY2021-Q1RestatedAnnual report
「To realise the “Ideal State (Global Top Company),” our Group will continue to pursue product development and manufacturing that thoroughly address market needs, as well as expand businesses by leveraging the Group’s collective strengths, thereby strengthening its sustainable growth capabilities.」
The company describes business expansion leveraging the group’s collective capabilities as an ongoing initiative aimed at strengthening sustainable growth capabilities. - FY2020RestatedAnnual report
「② Demonstrating the group’s collective capabilities: Making growth across the group its highest-priority issue, the company will transform its structure from “optimization by business group” to “a structure that enables TSUBAKI Group to demonstrate its collective capabilities.” By pursuing synergies among business groups and demonstrating the group’s collective capabilities, the company seeks to enhance group corporate value.」
The company continues to pursue group-wide optimization, synergies among businesses, and the demonstration of collective capabilities as basic policies under Medium-Term Management Plan 2020. - FY2020-Q3RestatedAnnual report
「To realise the “Ideal State (Global Top Company),” our Group will continue to pursue product development and manufacturing that thoroughly address market needs, as well as expand businesses by leveraging the Group’s collective strengths, thereby strengthening its sustainable growth capabilities.」
The company describes business expansion leveraging the group’s collective capabilities as an ongoing initiative aimed at strengthening sustainable growth capabilities. - FY2020-Q2RestatedAnnual report
「To realise the “Ideal State (Global Top Company),” our Group will continue to pursue product development and manufacturing that thoroughly address market needs, as well as expand businesses by leveraging the Group’s collective strengths, thereby strengthening its sustainable growth capabilities.」
The company describes business expansion leveraging the group’s collective capabilities as an ongoing initiative aimed at strengthening sustainable growth capabilities. - FY2020-Q1RestatedAnnual report
「To realise the “Ideal State (Global Top Company),” our Group will continue to pursue product development and manufacturing that thoroughly address market needs, as well as expand businesses by leveraging the Group’s collective strengths, thereby strengthening its sustainable growth capabilities.」
The company describes business expansion leveraging the group’s collective capabilities as an ongoing initiative aimed at strengthening sustainable growth capabilities. - FY2019RestatedAnnual report
「② Demonstrating the group’s collective capabilities: Making growth across the group its highest-priority issue, the company will transform its structure from “optimization by business group” to “a structure that enables TSUBAKI Group to demonstrate its collective capabilities.” By pursuing synergies among business groups and demonstrating the group’s collective capabilities, the company seeks to enhance group corporate value.」
The company continues to pursue group-wide optimization, synergies among businesses, and the demonstration of collective capabilities as basic policies under Medium-Term Management Plan 2020. - FY2019-Q3RestatedAnnual report
「To achieve the Medium-Term Management Plan 2020, our Group will continue to pursue product development and manufacturing that thoroughly address market needs, as well as expand businesses by leveraging the Group’s collective strengths, thereby strengthening its sustainable growth capabilities.」
The company describes business expansion leveraging the group’s collective capabilities as an ongoing initiative under Medium-Term Management Plan 2020. - FY2019-Q1RestatedAnnual report
「To achieve the Medium-Term Management Plan 2020, our Group will strengthen its sustainable growth capabilities by pursuing product development and manufacturing that thoroughly address market needs, as well as expanding businesses by leveraging the Group’s collective strengths.」
The company describes business expansion leveraging the group’s collective capabilities as an ongoing initiative under Medium-Term Management Plan 2020. - FY2018RestatedAnnual report
「② Demonstrating the group’s collective capabilities Making growth across the group its highest-priority issue, the company will transform its structure from “optimization by business group” to “a structure that enables TSUBAKI Group to demonstrate its collective capabilities.” By pursuing synergies among business groups and demonstrating the group’s collective capabilities, the company seeks to enhance group corporate value.」
The company continues to pursue group-wide optimization, synergies among businesses, and the demonstration of collective capabilities as basic policies under Medium-Term Management Plan 2020. - FY2018-Q3RestatedAnnual report
「Under the “TSUBAKI SPIRIT,” we will strengthen our sustainable growth capabilities by pursuing product development and manufacturing that thoroughly address market needs, as well as expanding businesses by leveraging the Group’s collective strengths, to achieve the Medium-Term Management Plan 2020.」
Under Medium-Term Management Plan 2020, the company continues to treat business expansion leveraging the group’s collective capabilities as a key initiative. - FY2018-Q2RestatedAnnual report
「Under the “TSUBAKI SPIRIT,” we will strengthen our sustainable growth capabilities by pursuing product development and manufacturing that thoroughly address market needs, as well as expanding businesses by leveraging the Group’s collective strengths, to achieve the Medium-Term Management Plan 2020.」
Under Medium-Term Management Plan 2020, the company continues to treat business expansion leveraging the group’s collective capabilities as a key initiative. - FY2018-Q1AdvancedAnnual report
「To respond swiftly and flexibly to changes in the operating environment and improve the efficiency of group management, we made ツバキ山久チエイン株式会社 a wholly owned subsidiary.」
With 1 April 2017 as the effective date, the company made ツバキ山久チエイン a wholly owned subsidiary through a share exchange. It has moved into the concrete execution phase of improving the efficiency of group management. - FY2017-Q3AdvancedAnnual report
「To respond swiftly and flexibly to changes in the operating environment and improve the efficiency of group management, we decided to make ツバキ山久チエイン a wholly owned subsidiary.」
To improve the efficiency of group management, the company entered into a share exchange agreement with its consolidated subsidiary ツバキ山久チエイン and resolved to make it a wholly owned subsidiary, with 1 April 2017 as the effective date. - FY2017-Q2RestatedAnnual report
「The Group will continue to advance initiatives under the "Medium-Term Management Plan 2016," including product development and manufacturing that thoroughly address market needs, business expansion leveraging the Group's collective capabilities, and efforts to strengthen earnings power.」
The company continues business expansion leveraging the group’s collective capabilities as a priority issue under Medium-Term Management Plan 2016. - FY2017-Q1RestatedAnnual report
「The Group will continue to advance initiatives under the "Medium-Term Management Plan 2016," including product development and manufacturing that thoroughly address market needs, business expansion leveraging the Group's collective capabilities, and efforts to strengthen earnings power.」
The company continues to promote business expansion leveraging the group’s collective capabilities as a priority issue. - FY2016First statedAnnual report
「Making growth across the entire Group its highest priority, the Group will transform from “business group optimisation” to a structure that enables Tsubaki Group’s collective strengths to be fully leveraged. We will pursue synergies among business groups and seek to enhance Group corporate value by leveraging the Group’s collective strengths.」
The company has identified a shift from optimizing individual business groups to optimizing the group as a whole, together with synergies among businesses, as initiatives.