Three priority strategies under the 2015–2017 Medium-Term Management Plan
First written in FY2016. 11 of 22 entries say "Reframed", first in FY2017-Q2. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「The first year of the medium-term management plan marked steady progress in building a foundation for renewed growth. Going forward, while maintaining the plan’s basic strategy, we will further accelerate business transformation, including the creation of new businesses and the shift to service- and solution-based businesses, while working to further strengthen the earnings base supporting growth.」
Fiscal 2025 was described as the first year of the medium-term management plan, with progress in becoming asset-light, improving earnings, strengthening the financial foundation and reinforcing the new-business structure as implementation advanced. - FY2026-H1RestatedAnnual report
「On 12 May 2025, we announced the Medium-Term Management Plan and began focusing on three initiatives: accelerating the global expansion and business transformation of the brand business, building a growth foundation to support sustainable business expansion, and strengthening management capabilities to drive growth.」
The three priority initiatives under the fiscal 2025–2027 renewed-growth plan continued to be pursued during the interim period. - FY2025ReframedAnnual report
「Going forward, we will pursue the following three priority initiatives, strengthen competitiveness, improve our financial foundation and turn back toward a growth trajectory: 1. Accelerate the global expansion and business transformation of the brand business; 2. Build a growth foundation supporting sustainable business expansion; and 3. Strengthen the management capabilities that drive growth.」
The policy was updated from one centered on structural reform in fiscal 2024 to three priority initiatives for renewed growth from fiscal 2025 through fiscal 2027. - FY2024ReframedAnnual report
「Going forward, in line with the medium-term management policy, our group will position fiscal 2024 as a year of “structural reform” and fiscal 2025 through fiscal 2027 as three years of “renewed growth,” and pursue transformation aimed at future growth.」
The previous medium-term plan and ESG priority themes have been reframed around a new time horizon of structural reform in fiscal 2024 and renewed growth from fiscal 2025 through fiscal 2027. - FY2024-Q1ReframedAnnual report
「In the previous consolidated fiscal year, our group’s reportable segments comprised five categories—Smart Life, 8K Ecosystem, ICT, Display Devices and Electronic Devices. From the consolidated fiscal year under review, these will be changed to five categories: Smart Life & Energy, Smart Office, Universal Network, Display Devices and Electronic Devices.」
While retaining five categories, the brand business was reorganized into three new business groups, with the focus on priority businesses, synergies among businesses, renewed growth and the early commercialization of new businesses. - FY2023ReframedAnnual report
「Against this backdrop, this year our group will work company-wide toward achieving full-year profitability through “creating sources and reducing outflows,” namely, expanding the business through new products, new markets and new businesses (“creating sources”) and building a leaner management structure (“reducing outflows”).」
In addition to the previous ESG- and brand-business-focused framework, “creating sources and reducing outflows” has been positioned as a company-wide operating principle for achieving full-year profitability. - FY2023-Q3RestatedAnnual report
「Against this backdrop, our group continued to pursue three initiatives: strengthening overseas businesses, expanding new fields—including new products and services, new markets and new businesses—and strengthening our ability to respond to various risks, including surging energy and raw-material prices.」
Continues to pursue the three initiatives of strengthening overseas businesses, expanding new fields and strengthening the ability to respond to various risks. - FY2023-Q2RestatedAnnual report
「Against this backdrop, our group continued to pursue three initiatives: strengthening overseas businesses, expanding new fields—including new products and services, new markets and new businesses—and strengthening our ability to respond to various risks, including supply-chain disruptions.」
Continues to pursue the three initiatives presented in the previous quarter: overseas businesses, new fields and risk-response capabilities. - FY2023-Q1ReframedAnnual report
「Against this backdrop, our group pursued three initiatives: strengthening overseas businesses, expanding new fields—including new products and services, new markets and new businesses—and strengthening our ability to respond to various risks, including supply-chain disruptions.」
The focus moved from the previous ESG-centered priority themes to three initiatives for the quarter: overseas businesses, new fields and risk-response capabilities. - FY2022ReframedAnnual report
「Going forward, while building on these initiatives, we will focus on management with an emphasis on ESG, specifically further strengthening our health-related businesses, contributing to carbon neutrality, management that makes the most of people (HITO), and becoming a truly global company.」
The strategic framework shifted from the previous three areas of the brand business, business vision and financial foundation to four themes centered on ESG. - FY2021ReframedAnnual report
「For three years from fiscal 2017, our group pursued three transformations—business, markets and operations—achieving an early recovery in business performance while working to build a solid foundation for the future.」
The wording of the three transformations was organized as “business,” “markets” and “operations,” with the results of the three-year period positioned as the foundation for initiatives from fiscal 2021 onward. - FY2020RestatedAnnual report
「Our group is advancing the following three transformations to realize its business vision: (1) transforming the business model, (2) expanding the business globally, and (3) strengthening the management foundation.」
Continues to position the existing framework for growth and business expansion as the basic strategy for business operations in the form of three transformations. - FY2020-Q3RestatedAnnual report
「Under the business vision of “Changing the world with 8K + 5G and AIoT,” we pursued “global business expansion,” “creation of new businesses,” “M&A/collaboration” and “strengthening competitiveness.”」
Continued to position the four execution themes as the main business initiatives during the nine-month period of the current fiscal year. - FY2020-Q2RestatedAnnual report
「Under the business vision of “Changing the world with 8K + 5G and AIoT,” we pursued “global business expansion,” “creation of new businesses,” “M&A/collaboration” and “strengthening competitiveness.”」
Continues to position the four execution themes as the main business initiatives. - FY2020-Q1ReframedAnnual report
「Under the business vision of “Changing the world with 8K + 5G and AIoT,” we pursued “global business expansion,” “creation of new businesses,” “M&A/collaboration” and “strengthening competitiveness.”」
The framework shifted from the business expansion and three transformations under the 2017–2019 medium-term plan to one that foregrounds four execution themes. - FY2018-Q3RestatedAnnual report
「Against this backdrop, our group adopted “Changing the world with 8K and AIoT” as its business vision and worked to expand the business, using “people-centric IoT” and the “8K ecosystem” as key concepts, toward achieving the “2017–2019 Medium-Term Management Plan” announced on 26 May 2017.」
Continues to pursue the framework of the 2017–2019 medium-term management plan and business expansion centered on 8K and AIoT. - FY2018-Q2RestatedAnnual report
「We worked to expand the business, using IoT and 8K as key concepts, toward achieving the “2017–2019 Medium-Term Management Plan” announced on 26 May 2017.」
Reiterates the policy of expanding the business around IoT and 8K toward achieving the 2017–2019 medium-term management plan. - FY2018-Q1ReframedAnnual report
「On 26 May 2017, we announced the “2017–2019 Medium-Term Management Plan” and worked to expand the business under the business policy of “Changing the world with 8K and AIoT,” using “people-centric IoT” and the “8K ecosystem” as key concepts.」
The previous structural reforms and three transformations were replaced by the new 2017–2019 medium-term management plan and a business expansion policy centered on 8K and AIoT. - FY2017ReframedAnnual report
「As our group-wide strategy under the medium-term management plan, we will realize “people-centric IoT” and the “8K ecosystem” and expand the business through three transformations: “business model transformation,” “global business expansion” and “strengthening the management foundation.”」
The framework shifted from the previous three priority strategies and structural reforms to a new medium-term management plan centered on transformations of the business model, global expansion and the management foundation. - FY2017-Q2ReframedAnnual report
「We had focused on implementing the three structural reforms for an early return to profitability announced when the previous consolidated fiscal year results were released—1) optimizing management resources, 2) establishing a responsible business execution structure, and 3) introducing a personnel system that rewards performance—but following the launch of the new management structure, from the second half of fiscal 2016 onward we shifted our focus toward expanding sales, including by realizing synergies with the group of Hon Hai Precision Industry Co., Ltd.」
The plan evolved from the three priority strategies under the 2015–2017 medium-term plan, through three structural reforms aimed at an early return to profitability, to a shift toward growth investment from the second half of the fiscal year onward. - FY2017-Q1RestatedAnnual report
「Under the “2015–2017 Medium-Term Management Plan,” we steadily implemented the following three priority strategies and worked to achieve “building a stable earnings base through the implementation of fundamental structural reform.”」
Continues to prioritize the three measures of rebuilding the business portfolio, reducing fixed costs, and restructuring and strengthening the organization and governance. - FY2016First statedAnnual report
「We pursued the three priority strategies under the “2015–2017 Medium-Term Management Plan”: 1) rebuilding the business portfolio, 2) implementing substantial fixed-cost reductions, and 3) restructuring and strengthening the organization and governance.」
Specifies the period covered by the medium-term plan and its three specific measures.