Establishing a Resilient Business Operating Structure Through Revitalize 2020
First written in FY2018. 5 of 13 entries say "Advanced", first in FY2019-Q1. Latest entry: FY2022.
Toyo Denki Seizo K.K.(Toyo Electric Mfg.Co.,Ltd.) moved to the "Worse" side of this theme in 2022.
0 other companies' latest entry also says "Reframed".
- FY2022ReframedAnnual report
「Following the completion in May 2022 of the medium-term management plan “Revitalize 2020/2022” (the fiscal years ending May 2019 through May 2022), the Group had planned to implement a new 4-year medium-term management plan based on the results achieved and the challenges remaining. However, it had not developed sufficient earning power to respond to major changes in the business environment, including the decline in railway passenger numbers caused by the COVID-19 pandemic and the review of testing equipment for vehicle electrification, resulting in a substantial shortfall against the plan's targets.」
Following the completion of Revitalize 2020/2022 and the conclusion that the Group had not developed sufficient earning power to establish a leaner business operating structure and had fallen substantially short of its targets, it has moved to a new medium-term management plan. - FY2021AdvancedAnnual report
「During the first 2 years, the company focused on the urgent task of improving profitability and achieved its initial profit targets, improved ROE and other intended results.」
The company explicitly states that, during the first 2 years of Revitalize 2020, improved profitability produced results in terms of its profit targets and ROE. Meanwhile, the growth plan for the latter period has been revised in response to the pandemic. - FY2021-Q3AdvancedAnnual report
「The first 2 years (the fiscal years ending May 2019 through May 2020) were positioned as a period for strengthening the foundation. By focusing on the urgent task of improving profitability, the company achieved its initial profit targets, improved ROE and delivered other intended results.」
The company assesses that, during the first 2 years of Revitalize 2020, its focus on improving profitability produced results including the initially targeted profit goals and improved ROE. - FY2021-Q2ReframedAnnual report
「The plan will be renamed “Revitalize 2022 (Revitalize2022).” The latter 2 years, originally designated as a period of growth building on the profitability improvements achieved in the first 2 years (the fiscal years ending May 2021 through May 2022), have been redefined, in light of major changes in the management environment, as a period for building earning power and returning to a growth trajectory. The company will establish the foundation needed to achieve within 2 years, during the next medium-term management plan beginning in the fiscal year ending May 2023, its original targets of revenue above ¥47.0 billion, operating profit of ¥2.0 billion and ROE of 5%.」
“Revitalize 2020” has been renamed “Revitalize 2022,” and the latter 2 years have been redefined from a growth period to a period for building earning power and returning to a growth trajectory. - FY2021-Q1RestatedAnnual report
「Against this backdrop, the Group has been implementing the medium-term management plan “Revitalize 2020 (Revitalize2020)” since July 2018, with the fiscal year ending May 2022 as its final year. Although the Group is currently considering revising its target management figures in response to significant changes in the business environment, it continues to work steadily as one toward the plan's core objective of “strengthening organizational capabilities and rapidly providing high-quality products to customers to establish a leaner business operating structure capable of generating stable profits.”」
The final year of Revitalize 2020 is the fiscal year ending May 2022. While considering revisions to its management targets, the company states that it is steadily working to establish a leaner business operating structure by strengthening organizational capabilities and rapidly providing high-quality products. - FY2020AdvancedAnnual report
「Operating profit increased 91.5% year on year to ¥1,068 million, ordinary profit increased 143.5% to ¥1,207 million, and profit attributable to owners of the parent increased 56.7% to ¥1,081 million, following efforts to reduce certain cross-held shares.」
In the second year of Revitalize 2020, operating profit was ¥1,068 million, ordinary profit was ¥1,207 million and net profit was ¥1,081 million, indicating progress in performance toward a structure capable of generating stable profits. - FY2020-Q3RestatedAnnual report
「Against this backdrop, based on the medium-term management plan “Revitalize 2020 (Revitalize2020),” launched in July 2018, the Group is working as one to strengthen its organizational capabilities and rapidly provide high-quality products to customers, thereby establishing a “leaner” business operating structure capable of generating stable profits.」
The company is reiterating its policy of establishing a leaner business operating structure by strengthening organizational capabilities and rapidly providing high-quality products based on Revitalize 2020, launched in July 2018. - FY2020-Q1RestatedAnnual report
「Against this backdrop, based on the medium-term management plan “Revitalize 2020 (Revitalize2020),” launched in July 2018, the Group is working as one to strengthen its organizational capabilities and rapidly provide high-quality products to customers, thereby establishing a “leaner” business operating structure capable of generating stable profits.」
The company is reiterating its policy of establishing a leaner business operating structure by strengthening organizational capabilities and rapidly providing high-quality products based on Revitalize 2020, launched in July 2018. - FY2019AdvancedAnnual report
「In the fiscal year under review, the first year of the medium-term management plan, the company began full-scale operations at the Shiga Ryuoh Plant, built to mark the company's centenary, and worked to strengthen its business operating structure. As a result, the effects emerged sooner than expected, improving the earnings structure of the Industrial business and enabling the company to steadily strengthen its foundation.」
In the first year of Revitalize 2020, the company advanced full-scale operations at the Shiga Ryuoh Plant and strengthened its business operating structure, recording concrete progress through improvement in the earnings structure of the Industrial business. - FY2019-Q3RestatedAnnual report
「Against this backdrop, based on the medium-term management plan “Revitalize 2020 (Revitalize2020),” launched in July 2018, the Group is working as one to strengthen its organizational capabilities and rapidly provide high-quality products to customers, thereby establishing a “leaner” business operating structure capable of generating stable profits.」
The company is reiterating its policy of establishing a leaner business operating structure by strengthening organizational capabilities and rapidly providing high-quality products based on Revitalize 2020, launched in July 2018. - FY2019-Q2RestatedAnnual report
「Against this backdrop, based on the medium-term management plan “Revitalize 2020 (Revitalize2020),” launched in July 2018, the Group is working as one to strengthen its organizational capabilities and rapidly provide high-quality products to customers, thereby establishing a “leaner” business operating structure capable of generating stable profits.」
The company is reiterating its policy of strengthening organizational capabilities and rapidly providing high-quality products based on Revitalize 2020, launched in July 2018. - FY2019-Q1AdvancedAnnual report
「Under these circumstances, based on the medium-term management plan “Re-Vitalize 2020 (Revitalize2020),” launched in July 2018, the Group is working as one to strengthen its organizational capabilities and establish a “muscular” business operating structure capable of generating stable profits by delivering high-quality products to customers quickly.」
The company launched Revitalize 2020 in July 2018 and is working to establish a leaner business operating structure by strengthening organizational capabilities and rapidly providing high-quality products. - FY2018First statedAnnual report
「The company has formulated the 4-year medium-term management plan, “Revitalize 2020,” targeting 2020 as the near-term goal. Under the plan's basic policies, the company will advance initiatives to enhance its “earning power” and establish a “leaner” business operating structure capable of generating stable profits.」
Starting from the results and challenges of NEXT100, the company formulated a new 4-year medium-term management plan targeting 2020, with the goal of establishing a business operating structure capable of generating stable profits.