Medium-Term Management Plan “project27—Toward a Glorious 100th Anniversary—”
First written in FY2016. 14 of 22 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「In addition, we have designated the four years from the fiscal year ending March 2026 through the fiscal year ending March 2029 as “Stage III” and are pursuing the final steps toward realizing our desired state based on the following priority measures.」
Stage III of Medium- to Long-Term Vision 2028 moved into its second year, with expanding earnings from existing businesses, expanding the business through M&A, and creating and scaling new businesses identified as priority measures. - FY2026-H1AdvancedAnnual report
「The Group formulated its desired state for fiscal 2028 and the measures to achieve it as “Medium- to Long-Term Vision 2028—Giving Shape to What Lies Beyond Expectations—.” For the four years from the fiscal year ending March 2026 through the fiscal year ending March 2029, designated “Stage III,” we are pursuing the final steps toward realizing our desired state and working to transform the Company into one capable of creating greater added value. As a result of pursuing proactive sales activities in the first year of Stage III,」
Stage III of Medium- to Long-Term Vision 2028 began with the fiscal year ending March 2026, and this filing states that the Group is in its first year of implementation. - FY2025-H1AdvancedAnnual report
「Against this backdrop, the Group formulated its desired state for fiscal 2028 and the measures to achieve it as “Medium- to Long-Term Vision 2028—Giving Shape to What Lies Beyond Expectations—.” Beginning in fiscal 2022, we launched various initiatives and are working to transform the Company into one capable of creating greater added value. As a result of pursuing proactive sales activities in the third year of this medium- to long-term vision,」
Medium- to Long-Term Vision 2028 moved from its second year into its third year, and the Group stated that it pursued proactive sales activities. - FY2024-Q3RestatedAnnual report
「The Group formulated its desired state for fiscal 2028 and the measures to achieve it as “Medium- to Long-Term Vision 2028—Giving Shape to What Lies Beyond Expectations—.” Beginning in fiscal 2022, we launched various initiatives and are working to transform the Company into one capable of creating greater added value. As a result of pursuing proactive sales activities in the second year of this medium- to long-term vision,」
The Group reaffirmed its efforts to pursue proactive sales activities in the second year of Medium- to Long-Term Vision 2028. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the Group formulated its desired state for fiscal 2028 and the measures to achieve it as “Medium- to Long-Term Vision 2028—Giving Shape to What Lies Beyond Expectations—.” Beginning in fiscal 2022, we launched various initiatives and are working to transform the Company into one capable of creating greater added value. As a result of pursuing proactive sales activities in the second year of this medium- to long-term vision,」
The Group reaffirmed its efforts to pursue proactive sales activities in the second year of Medium- to Long-Term Vision 2028. - FY2024-Q1AdvancedAnnual report
「Against this backdrop, the Group formulated its desired state for fiscal 2028 and the measures to achieve it as “Medium- to Long-Term Vision 2028—Giving Shape to What Lies Beyond Expectations—.” Beginning in fiscal 2022, we launched various initiatives and are working to transform the Company into one capable of creating greater added value. As a result of pursuing proactive sales activities in the second year of this medium- to long-term vision,」
The Group entered the second year of Medium- to Long-Term Vision 2028 and stated that it pursued proactive sales activities. - FY2023-Q1ReframedAnnual report
「The Group formulated its desired state for fiscal 2028 and the measures to achieve it as “Medium- to Long-Term Vision 2028—Giving Shape to What Lies Beyond Expectations—.” Beginning in fiscal 2022, we launched various initiatives and are working to transform the Company into one capable of creating greater added value.」
The Group moved from disclosures concerning the previous medium-term management plan to the “Medium- to Long-Term Vision 2028,” which looks toward fiscal 2028 and begins initiatives in fiscal 2022. - FY2022-Q3RestatedAnnual report
「Despite these circumstances, the Group formulated the three-year medium-term management plan “project2021—Building Resilient Frontline Capabilities—” beginning in fiscal 2019 and is working to build a foundation for accurately identifying and swiftly responding to continually changing safety and security needs and translating this into significant growth.」
In the final year of project2021, the Group continued building a foundation for swift responses to safety and security needs and significant growth. - FY2022-Q2RestatedAnnual report
「The Group formulated the three-year medium-term management plan “project2021—Building Resilient Frontline Capabilities—” beginning in fiscal 2019 and is working to build a foundation for accurately identifying and swiftly responding to continually changing safety and security needs and translating this into significant growth.」
In the final year of project2021, the Group continued building a foundation for swift responses to safety and security needs and significant growth. - FY2022-Q1RestatedAnnual report
「Despite these circumstances, the Group formulated the three-year medium-term management plan “project2021—Building Resilient Frontline Capabilities—” beginning in fiscal 2019 and is working to build a foundation for accurately identifying and swiftly responding to continually changing safety and security needs and translating this into significant growth.」
The Group reaffirmed its continuation of project2021 and its efforts in the final year to respond swiftly to safety and security needs and build a foundation for significant growth. - FY2020-Q3RestatedAnnual report
「The Group formulated the three-year medium-term management plan “project2021—Building Resilient Frontline Capabilities—” beginning in fiscal 2019 and worked to pursue proactive sales activities in its first year.」
The Group reaffirmed its efforts to pursue proactive sales activities in the first year of project2021. - FY2019-Q3RestatedAnnual report
「Against this backdrop, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its final year.」
The Group reaffirmed its efforts to pursue proactive sales activities in project30’s final year. - FY2019-Q2RestatedAnnual report
「Against this backdrop, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its final year.」
The Group reaffirmed its efforts to pursue proactive sales activities in project30’s final year. - FY2019-Q1AdvancedAnnual report
「Against this backdrop, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its final year.」
Project30 moved from its second year into its final year, and the Group stated that it pursued proactive sales activities in the final year of the plan. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its second year.」
The Group reaffirmed its efforts to pursue proactive sales activities in project30’s second year. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its second year.」
The Group reaffirmed its efforts to pursue proactive sales activities in project30’s second year. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its second year.」
The Group reaffirmed that it pursued proactive sales activities in project30’s second year. - FY2017AdvancedAnnual report
「To address these circumstances, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016. In fiscal 2017, its second year, we aimed to achieve our targets based on the following priority policies.」
Project30 moved from its first year into its second year, with facility investment, each business, human-resource development and stronger governance identified as priority policies for fiscal 2017. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its first year.」
The Group reaffirmed project30 as a three-year medium-term management plan beginning in fiscal 2016 and stated that it pursued proactive sales activities in the first year. - FY2017-Q2RestatedAnnual report
「The Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and continued to pursue proactive sales activities in its first year.」
The Group reaffirmed project30 as a three-year medium-term management plan and continued its proactive sales activities in the first year. - FY2017-Q1RestatedAnnual report
「The Group formulated the three-year medium-term management plan “project30—Evolution Toward Next-Generation Disaster Prevention—” beginning in fiscal 2016 and worked to pursue proactive sales activities in its first year.」
The Group reaffirmed project30 as a three-year medium-term management plan beginning in fiscal 2016 and stated that it pursued proactive sales activities in the first year. - FY2016First statedAnnual report
「The Group formulated the three-year medium-term management plan “project27—Toward a Glorious 100th Anniversary—” beginning in fiscal 2013. With “product strength,” “human-resource strength” and “organizational strength” as its keywords, we pursued the following priority measures with the aim of becoming a “glorious company.”」
The FY2016 securities report describes project27 as being in its final year and indicates a transition to the next medium-term management plan.