Portfolio Management under the New Medium-Term Strategy for FY2019
First written in FY2019. 7 of 15 entries say "Advanced", first in FY2020-Q1. Latest entry: FY2026.
Panasonic Holdings moved to the "Worse" side of this theme in 2022, 2 years before the typical company in this theme (2024).
22 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「Toward 2032, the company will address the social issues of "effective use of energy" and "eliminating labor shortages at worksites" and contribute through businesses supporting AI infrastructure, including data centers, and the operations of various companies and public institutions.」
Following the portfolio reform launched in FY2019 and the medium- to long-term strategy launched in FY2022, the framework changed to a growth strategy through 2032 centered on AI infrastructure and social operations. - FY2025ReframedAnnual report
「In FY2025, the company will focus on reforming group management, resolving structural and fundamental issues and solidifying its management foundation.」
After the medium-term strategy launched in FY2019 and the medium- to long-term strategy launched in FY2022, priorities in FY2025 shifted to reforming the fixed-cost structure through group management reform, identifying low-profitability businesses and focusing on solution areas. - FY2023ReframedAnnual report
「After 2 years of strengthening competitiveness beginning in FY2021, the company will make a phase change toward growth in FY2023, starting from the social issues that the group is addressing.」
The positioning of the medium- to long-term strategy changed from the competitiveness-strengthening period in FY2021–FY2022 to a growth phase from FY2023 onward centered on social issues. - FY2022ReframedAnnual report
「Against this backdrop, the company continued measures to strengthen its management foundation in the final year of the medium-term strategy launched in FY2019, while managing fixed costs in line with business conditions and pursuing new business opportunities arising from social changes caused by COVID-19.」
The medium-term strategy launched in FY2019 completed its execution in the final year and reached the stage of transitioning to a new medium- to long-term strategy. - FY2022-Q2AdvancedAnnual report
「During the six-month period ended 30 September, the company completed in September 2021 the additional acquisition of an 80% interest in US-based Blue Yonder Holding, Inc., a world-class supply-chain software company. Together with the 20% interest acquired in July 2020, the company acquired all shares and made Blue Yonder a wholly owned subsidiary.」
Regarding portfolio reform under the medium-term strategy launched in FY2019, the company progressed from the 20% strategic investment in Blue Yonder to completing the additional acquisition of 80% and making it a wholly owned subsidiary. - FY2022-Q1RestatedAnnual report
「Against this backdrop, the group will continue portfolio management and measures to strengthen its management foundation in the final year of the medium-term strategy launched in FY2019, while managing fixed costs in line with business conditions and pursuing new business opportunities arising from social changes caused by COVID-19.」
Reaffirmed the policy of continuing fixed-cost management, initiatives addressing business opportunities arising from social changes, business portfolio management and measures to strengthen the management foundation in the final year of the medium-term strategy launched in FY2019. - FY2021AdvancedAnnual report
「At a meeting of its board of directors on 23 April 2021, the company decided to acquire an additional 80% interest in Blue Yonder Holding, Inc. and make it a wholly owned subsidiary, and reached a definitive agreement with Blue Yonder and its beneficial shareholders. As a result, the company will acquire all shares, including the 20% interest acquired in July 2020.」
Portfolio management under the medium-term strategy progressed from the 20% strategic investment in Blue Yonder to a definitive agreement to acquire an additional 80% and make it a wholly owned subsidiary. - FY2021-Q3AdvancedAnnual report
「During the nine-month period ended 31 December, as an investment for growth, the company made a strategic equity investment in July 2020 equivalent to a 20% voting interest in Blue Yonder, Inc., a specialist supply-chain software company, through its Frontline Process business. By gaining expertise in the advanced solutions and business model that the company provides globally, the company aims to strengthen its solution capabilities and accelerate its business model transformation.」
Regarding portfolio management under the medium-term strategy from FY2019, the company made a strategic investment equivalent to a 20% voting interest in Blue Yonder and progressed to the phase of strengthening its solution capabilities and transforming its business model. - FY2021-Q2AdvancedAnnual report
「Under these circumstances, the company is advancing portfolio management based on its medium-term strategy and strengthening its management foundation. It is implementing business portfolio reform centered on investment in growth areas, strengthening competitiveness through co-creation and improving profitability, while also strengthening its management foundation through fixed-cost reductions and measures addressing structurally loss-making businesses.」
The reform under the new medium-term strategy took concrete shape as a phase in which investment in growth areas, co-creation, improved profitability, fixed-cost reductions and measures addressing structurally loss-making businesses are being pursued in parallel. - FY2021-Q1AdvancedAnnual report
「The company is implementing business portfolio reform centered on investment in growth areas, strengthening competitiveness through co-creation and improving profitability, while also strengthening its management foundation through fixed-cost reductions and measures addressing structurally loss-making businesses.」
Portfolio management under the new medium-term strategy was presented as a combination of specific measures: investment in growth areas, co-creation, improved profitability, fixed-cost reductions and measures addressing structurally loss-making businesses. - FY2020AdvancedAnnual report
「Against this backdrop, the company designated the fiscal year as the first year of its new medium-term strategy, classified its businesses into 3 categories, "core businesses," "co-creation businesses" and "rechallenge businesses," and implemented portfolio management and measures to strengthen its management foundation. Specifically, the company has concentrated resources on its core B2B businesses, which have market growth potential and allow it to leverage its strengths, and has advanced initiatives aimed at future profit growth.」
The FY2019 new medium-term strategy progressed from an initial policy statement to the implementation phase of portfolio management based on 3 categories and measures to strengthen the management foundation. - FY2020-Q3RestatedAnnual report
「Against this backdrop, the group designated FY2019 as the first year of its new medium-term strategy, implemented business portfolio reform and aims to achieve future profit growth and improved profitability.」
Reaffirmed the policy of designating FY2019 as the first year of the new medium-term strategy and pursuing profit growth and improved profitability through business portfolio reform. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the group designated FY2019 as the first year of its new medium-term strategy, implemented business portfolio reform and aims to achieve future profit growth and improved profitability.」
Reaffirmed the policy of designating FY2019 as the first year of the new medium-term strategy and pursuing profit growth and improved profitability through business portfolio reform. - FY2020-Q1AdvancedAnnual report
「With fiscal 2019 as the first year of its new medium-term strategy, the Group is implementing business portfolio reforms and seeking future profit growth and improved profitability.」
The FY2019 new medium-term strategy moved into the phase of implementing business portfolio reform from its first year. - FY2019First statedAnnual report
「The company launched a new medium-term strategy in FY2019. Under the new strategy, it is implementing portfolio management with the aim of achieving profit growth and improving profitability.」
For the first time, explicitly stated that the new medium-term strategy from FY2019 would pursue profit growth and improved profitability through business portfolio management.