Growing into a ¥50 billion company beyond the 100th anniversary of our founding
First written in FY2016. 10 of 12 entries say "Restated". Latest entry: FY2020-Q3.
The whole theme swung hardest in 2018: 3 of 26 companies on the "Worse" side.
25 other companies' latest entry also says "Restated".
- FY2020-Q3RestatedAnnual report
「Although our group had strengthened its management foundation, including through the launch of the Shiga-Ryuo Plant, we recognized that profitability improvement and the speed of product development and commercialization remained challenges. Accordingly, from July 2018 we have been implementing the four-year medium-term management plan “Revitalize2020 (Revitalize2020),” with 2020 as the immediate target.」
The transition from NEXT100 to Revitalize2020, launched in July 2018 with 2020 as the immediate target, is reiterated. - FY2020-Q1RestatedAnnual report
「The first 2 years, from the fiscal year ending May 2019 through the fiscal year ending May 2020, will be a period for consolidating our foundation, with a focus on improving profitability, our most urgent challenge. The final 2 years, from the fiscal year ending May 2021 through the fiscal year ending May 2022, will be a period of growth aimed at achieving net sales of more than ¥47 billion. We will focus on strategically expanding our business, including overseas, while considering new alliances and M&A.」
For Revitalize2020, the fiscal years ending May 2019 through May 2020 are designated as a profitability-improvement period, while the fiscal years ending May 2021 through May 2022 are designated as a growth period targeting net sales of more than ¥47 billion. - FY2019-Q3RestatedAnnual report
「Under the basic policy set out in the medium-term management plan “NEXT100 — Beyond 100 Years — Ver.2,” announced on 12 July 2016, our group strengthened its management foundation, including by commencing operations at the new Shiga-Ryuo Plant in June 2018, the 100th anniversary of our founding. However, challenges remained in improving profitability and accelerating product development and commercialization. Using these achievements and challenges as our starting point, and taking this opportunity as we mark our 100th anniversary to reassess our management resources, we formulated the four-year medium-term management plan “Revitalize2020,” with 2020 as the immediate target.」
The transition from NEXT100 to Revitalize2020 in light of NEXT100’s achievements and challenges is reiterated. - FY2019-Q2RestatedAnnual report
「Under the basic policy set out in the medium-term management plan “NEXT100 — Beyond 100 Years — Ver.2,” announced on 12 July 2016, our group strengthened its management foundation, including by commencing operations at the new Shiga-Ryuo Plant in June 2018, the 100th anniversary of our founding. However, challenges remained in improving profitability and accelerating product development and commercialization. Using these achievements and challenges as our starting point, and taking this opportunity as we mark our 100th anniversary to reassess our management resources, we formulated the four-year medium-term management plan “Revitalize2020,” with 2020 as the immediate target.」
The transition from NEXT100 to Revitalize2020, with 2020 as the immediate target, is reiterated. - FY2019-Q1RestatedAnnual report
「Under the basic policy set out in the medium-term management plan “NEXT100 — Beyond 100 Years — Ver.2,” announced on 12 July 2016, our group strengthened its management foundation, including by commencing operations at the new Shiga-Ryuo Plant in June 2018, the 100th anniversary of our founding. However, challenges remained in improving profitability and accelerating product development and commercialization. Using these achievements and challenges as our starting point, and taking this opportunity as we mark our 100th anniversary to reassess our management resources, we formulated the four-year medium-term management plan “Revitalize2020,” with 2020 as the immediate target.」
The transition from NEXT100 to Revitalize2020 in light of NEXT100’s achievements and challenges is reiterated. - FY2018ReframedAnnual report
「Using the achievements and challenges of “NEXT100” as our starting point, and taking this opportunity, as we reach the 100th anniversary of our founding, to reassess our management resources, we decided to formulate the four-year medium-term management plan “Revitalize2020,” with 2020 as our immediate target.」
With “NEXT100” reaching its final year, the group moved to a new four-year medium-term management plan after considering its achievements, including the launch of the Shiga-Ryuoh Manufacturing Facility, and remaining challenges in profitability improvement and product-development speed. - FY2018-Q3RestatedAnnual report
「Under the medium-term management plan “NEXT100 — Beyond 100 Years — Ver.2,” which ends with the fiscal year ending May 2018, our group worked together to fundamentally strengthen its management foundation and dramatically increase corporate value.」
The policy of strengthening the management foundation and increasing corporate value under the medium-term plan ending in the fiscal year ending May 2018 is restated. - FY2018-Q2RestatedAnnual report
「Looking beyond the 100th anniversary of our founding in Heisei 30, we will seek to dramatically increase corporate value while fundamentally strengthening our management foundation in order to create a Toyo Denki Group suited to the new era. Under the banner of “Beyond 100 Years Since Our Founding,” we will strengthen our management foundation with the aim of becoming a ¥50 billion company.」
The basic policy of the medium-term management plan is restated, focusing on the period after the 100th anniversary, the ¥50 billion-company target and management-foundation strengthening. - FY2017-Q3RestatedAnnual report
「Looking beyond the 100th anniversary of our founding in Heisei 30, we will seek to dramatically increase corporate value while fundamentally strengthening our management foundation in order to create a Toyo Denki Group suited to the new era. Under the banner of “Beyond 100 Years Since Our Founding,” we will strengthen our management foundation with the aim of becoming a ¥50 billion company.」
The basic policy of the medium-term management plan includes the timeline of Heisei 30, the 100th anniversary and the numerical target of becoming a ¥50 billion company. - FY2017-Q2RestatedAnnual report
「Looking beyond the 100th anniversary of our founding in Heisei 30, we will seek to dramatically increase corporate value while fundamentally strengthening our management foundation in order to create a Toyo Denki Group suited to the new era. Under the banner of “Beyond 100 Years Since Our Founding,” we will strengthen our management foundation with the aim of becoming a ¥50 billion company.」
The basic policy of the medium-term management plan includes the timeline of Heisei 30, the 100th anniversary and the numerical target of becoming a ¥50 billion company. - FY2017-Q1RestatedAnnual report
「Looking beyond the 100th anniversary of our founding in Heisei 30, we will seek to dramatically increase corporate value while fundamentally strengthening our management foundation in order to create a Toyo Denki Group suited to the new era. Under the banner of “Beyond 100 Years Since Our Founding,” we will strengthen our management foundation with the aim of becoming a ¥50 billion company.」
The basic policy of the medium-term management plan, including Heisei 30 and the ¥50 billion-company target, is restated. - FY2016First statedAnnual report
「Looking beyond the 100th anniversary of our founding in 2018, we will seek to dramatically increase corporate value while fundamentally strengthening our management foundation in order to create a Toyo Denki Group suited to the new era. Under the banner of “Beyond 100 Years Since Our Founding,” we will strengthen our management foundation with the aim of becoming a ¥50 billion company.」
The basic policy of the medium-term management plan “NEXT100 — Beyond 100 Years — Ver.2” specifies the period after 2018 and the goal of becoming a ¥50 billion company.