Achieving the 2025 Vision
First written in FY2016. 17 of 23 entries say "Restated". Latest entry: FY2026.
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- FY2026ReframedAnnual report
「In March 2026, the Group launched the long-term management plan, the 2035 Vision (fiscal 2026–fiscal 2035), and Dash 35, the first medium-term management plan within that period.」
After the end of the 2025 Vision planning period, the framework for the long-term and medium-term plans changed to the 2035 Vision and Dash 35. - FY2026-H1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by our Group during the interim consolidated accounting period.」
It has been reconfirmed that there were no material changes as of the interim period to management policies, management strategies or other matters, including the 2025 Vision. - FY2025RestatedAnnual report
「Under the long-term management plan, the 2025 Vision (fiscal 2016–fiscal 2025), the Group has defined its business domains as “factory automation and optimization” centered on Mechatronics and “applications of Mechatronics,”」
The positioning centered on the 2025 Vision, factory automation and optimization, and applications of Mechatronics continues. - FY2024RestatedAnnual report
「We launched Realize 25 (fiscal 2023–fiscal 2025), the final medium-term management plan during the period of the 2025 Vision, in fiscal 2023. Under Realize 25, we will strengthen business activities centered on the i3-Mechatronics solution concept, based on the Yaskawa Group management philosophy, with the aim of achieving the 2025 Vision while contributing to solutions for customers' management challenges and the realization of a sustainable society.」
Realize 25 continues as the final medium-term plan under the 2025 Vision, with the aim of achieving its objectives centered on i3-Mechatronics. - FY2023ReframedAnnual report
「We launched Realize 25 (fiscal 2023–fiscal 2025), the medium-term management plan that represents the final phase of the 2025 Vision.」
The final phase toward realizing the 2025 Vision changed from Challenge 25 Plus to Realize 25. - FY2021RestatedAnnual report
「Under the long-term management plan, the 2025 Vision (fiscal 2016–fiscal 2025), the Group has defined its business domains as “factory automation and optimization” centered on Mechatronics and “applications of Mechatronics.” With operating profit designated as the most important management indicator, the Group aims to strengthen its management foundation by focusing on improving its “quality.”」
The 2025 Vision continues to position factory automation and optimization and applications of Mechatronics as its business domains, with an emphasis on operating profit and the quality of management. - FY2020RestatedAnnual report
「In June 2019, the Group revised the long-term management plan, the 2025 Vision (*1), which began in fiscal 2016. In this revision, we redefined the business domains as “factory automation and optimization” centered on Mechatronics and “applications of Mechatronics,” and designated operating profit as the most important management indicator, clarifying our intention to accelerate improvements in the “quality” of management.」
The 2025 Vision, revised in June 2019, continues as the long-term plan, including the redefinition of operating profit targets and business domains. - FY2020-Q3RestatedAnnual report
「In addition to revising the long-term management plan, the 2025 Vision (fiscal 2016–fiscal 2025), announced in April 2015, we launched the new medium-term management plan, Challenge 25 (fiscal 2019–fiscal 2021), in fiscal 2019 as the second stage toward realizing it.」
The 2025 Vision continues to be positioned as the long-term plan through fiscal 2025, with Challenge 25 as its second stage. - FY2020-Q2RestatedAnnual report
「In addition to revising the long-term management plan, the 2025 Vision (fiscal 2016–fiscal 2025), announced in April 2015, we launched the new medium-term management plan, Challenge 25 (fiscal 2019–fiscal 2021), in fiscal 2019 as the second stage toward realizing it.」
After revising the 2025 Vision, its positioning of Challenge 25 as the second stage has been reconfirmed. - FY2020-Q1ReframedAnnual report
「Based on the progress of the previous medium-term management plan, Dash 25 (fiscal 2016–fiscal 2018), we revised the long-term management plan, the 2025 Vision (fiscal 2016–fiscal 2025). In this revision, we reconfirmed the Group's aspirations and redefined its business domains as “factory automation and optimization” centered on Mechatronics and “applications of Mechatronics.” We also clarified that, with operating profit as the most important management indicator, we would accelerate improvements in the “quality” of management.」
Based on the progress of Dash 25, the 2025 Vision was revised, the business domains were redefined, and the focus shifted from sales-centered targets to operating profit and capital efficiency. - FY2019RestatedAnnual report
「As the second step toward realizing the long-term management plan, the 2025 Vision (fiscal 2016–fiscal 2025), we launched the new medium-term management plan, Challenge 25 (fiscal 2019–fiscal 2021), incorporating the concept of taking on challenges in new business models.」
The 2025 Vision continues to be positioned as the long-term plan through fiscal 2025, with Challenge 25 as its second step. - FY2019-Q2RestatedAnnual report
「In 2015, the year we celebrated our 100th anniversary, we announced the long-term management plan, the 2025 Vision, and are seeking to expand our business into new fields and markets, including Clean Power and Humantronics(*1), centered on Mechatronics, in order to further evolve and develop our core technologies.」
The 2025 Vision continues to serve as the foundation for long-term business expansion, with plans to expand from Mechatronics into Clean Power and Humantronics. - FY2019-Q1RestatedAnnual report
「In 2015, the year we celebrated our 100th anniversary, we announced the long-term management plan, the 2025 Vision, and are seeking to expand our business into new fields and markets, including Clean Power and Humantronics(*1), centered on Mechatronics, in order to further evolve and develop our core technologies.」
The 2025 Vision continues to serve as the foundation for long-term business expansion, with renewed confirmation of plans to expand into Mechatronics, Clean Power and Humantronics. - FY2018RestatedAnnual report
「To realize the “Industrial Automation Revolution” set out in the long-term management plan, the 2025 Vision, the Group announced the new solution concept “i3-Mechatronics (i-cube Mechatronics)” in October 2017.」
The “Industrial Automation Revolution” was explicitly identified as the goal for realizing the 2025 Vision, with i3-Mechatronics positioned as the specific concept for achieving it. - FY2018-Q3RestatedAnnual report
「In 2015, the year we celebrated our 100th anniversary, we announced the long-term management plan, the 2025 Vision. As the first step toward realizing it, under the medium-term management plan Dash 25 (fiscal 2016–fiscal 2018), we are implementing new initiatives to pursue world-leading positions in our core business areas and taking on challenges in new fields and new business models, including the automation of food production.」
The 2025 Vision continues to be positioned as the long-term objective, with Dash 25 as the first step toward its realization. - FY2018-Q2RestatedAnnual report
「In 2015, the year we celebrated our 100th anniversary, we announced the long-term management plan, the 2025 Vision, and are seeking to expand our business into new fields and markets, including the Clean Power and Humantronics(*1) businesses, centered on the Mechatronics business, in order to further evolve and develop our core technologies.」
The 2025 Vision continues to serve as the foundation for long-term business expansion, with plans to expand from Mechatronics into Clean Power and Humantronics. - FY2017RestatedAnnual report
「As part of our efforts to realize the 2025 Vision, we are working to roll out products incorporating the results of Realize 100 and to develop new products and technologies centered on Yaskawa's version of Industry 4.0 and the use of IoT.」
The 2025 Vision continues to be positioned as the long-term goal, to be realized through the rollout of the results of past plans, Industry 4.0 and IoT. - FY2017-Q4RestatedAnnual report
「Following the formulation of Dash 25, the new medium-term management plan that represents the first step toward realizing the new long-term management plan, the 2025 Vision,」
The explanation positioning the 2025 Vision and Dash 25 as the long-term and medium-term plans, respectively, has continued. - FY2017-Q3RestatedAnnual report
「Following the formulation of Dash 25, the new medium-term management plan that represents the first step toward realizing the new long-term management plan, the 2025 Vision, we reviewed future production plans and the operating status of domestic production facilities,」
The explanation positioning the 2025 Vision and Dash 25 as the long-term and medium-term plans, respectively, has continued. - FY2017-Q2RestatedAnnual report
「Following the formulation of Dash 25, the new medium-term management plan that represents the first step toward realizing the new long-term management plan, the 2025 Vision, we reviewed future production plans and the operating status of domestic production facilities,」
The 2025 Vision continues to be positioned as the long-term plan, with Dash 25 as its first step. - FY2016First statedAnnual report
「As the first step toward realizing the new long-term management plan, the 2025 Vision (fiscal 2016–fiscal 2025), we launched the new medium-term management plan, Dash 25 (fiscal 2016–fiscal 2018), incorporating the concept of a strong start.」
The long-term management plan through fiscal 2025 was launched.