Building a stable earnings base through fundamental structural reform
First written in FY2016. 17 of 32 entries say "Restated". Latest entry: FY2026.
1 other company's latest entry also says "Reframed".
- FY2026ReframedAnnual report
「Going forward, under the policy of “combining AI with every aspect of ‘living’ and ‘working’ to open up the future for people,” our group will create new value by applying AI to people’s “living” and “working,” centered on three businesses: “Smart Life” and “Smart Workplace,” which serve as points of contact with customers, and “Display Devices,” which creates cutting-edge devices.」
While maintaining the previous renewed-growth plan, the company explicitly identifies applying AI to “living” and “working,” centered on three businesses, as its new higher-level direction. - FY2026-H1RestatedAnnual report
「Against this backdrop, on 12 May 2025 we announced the “Medium-Term Management Plan.” We are focusing on three priorities: accelerating the global expansion and business transformation of the brand business, building a growth platform that supports sustainable business expansion, and strengthening management capabilities that drive growth, while improving competitiveness and strengthening the financial base.」
The three priority initiatives announced in FY2025 remain the core of management as the company works to establish a strong brand company and return to growth. - FY2025ReframedAnnual report
「In FY2024, our group made strengthening earnings power a company-wide priority under the goal of “achieving full-year profitability without fail.” As a result, the brand business achieved double-digit revenue and profit growth, while the device business significantly reduced its operating loss as structural reform progressed in the display business. Although total company revenue declined year on year, operating income, ordinary income and net income all improved substantially and returned to profitability.」
While maintaining the policy of establishing a “strong brand company, SHARP,” the focus has shifted, following structural reform and a return to full-year profitability in FY2024, toward renewed growth and building an earnings base from FY2025 onward. - FY2025-H1RestatedAnnual report
「Through these initiatives, we aim to establish a “strong brand company, SHARP,” at an early stage.」
Reaffirming the higher-level policy of quickly establishing a strong brand company through asset-light operations, establishing a growth model, strengthening head-office functions, and collaborating with the Hon Hai group. - FY2024ReframedAnnual report
「In line with the medium-term management policy announced on 14 May 2024, our group will accelerate the implementation of “building a business structure focused on the brand business” and work to establish a new growth model as a brand company to achieve a major leap forward in the future. Through these efforts, we aim to establish a “strong brand company, SHARP,” at an early stage.」
The highest-level policy is being reframed from building a structure centered on the brand business to focusing on the brand business and establishing a new growth model. - FY2024-Q1RestatedAnnual report
「We will continue working to achieve profitability for the full consolidated fiscal year and, toward sustainable growth in the future, build a business structure centered on the brand business, accelerate the development of new businesses, and develop innovative technologies and devices to realize “Be a Game Changer.”」
Reaffirming the higher-level management policies of building a business structure centered on the brand business, developing new businesses, and achieving sustainable growth through innovative technologies and devices. - FY2023ReframedAnnual report
「Our group is currently accelerating the creation of new businesses while pursuing three priorities under its policy of “management with an emphasis on ESG”: “further strengthening technological capabilities,” “cultivating a global mindset” and “management that leverages people.”」
While maintaining an ESG-centered management policy, the priority themes have been reorganized into three areas—technological capabilities, a global mindset and leveraging human resources—within a framework aimed at establishing a “strong brand company, SHARP,” at an early stage. - FY2022ReframedAnnual report
「To date, our group has focused on “building a business structure centered on the brand business,” “bringing the business vision to life,” and “strengthening the financial base and returning to the corporate bond market,” thereby building a foundation capable of generating stable profits. Going forward, while building on these initiatives, we will focus on four areas under “management with an emphasis on ESG”: “further strengthening health-related businesses,” “contributing to carbon neutrality,” “management that leverages people (HITO)” and “becoming a truly global company.” Through these efforts, we aim to enhance our group’s social value and brand strength and achieve sustainable growth.」
The management agenda is being reframed from the previous three priority initiatives to four priority themes centered on ESG. - FY2022-Q3RestatedAnnual report
「Against this backdrop, our group pursued three initiatives to establish a strong brand company, “SHARP,” at an early stage: “building a business structure centered on the brand business,” “realizing the business vision” and “returning to the corporate bond market.”」
Continues to pursue the three priority initiatives aimed at establishing a strong brand company, “SHARP,” at an early stage. - FY2022-Q2RestatedAnnual report
「Against this backdrop, our group pursued three initiatives to establish a strong brand company, “SHARP,” at an early stage: “building a business structure centered on the brand business,” “realizing the business vision” and “returning to the corporate bond market.”」
Reaffirms the early establishment of a strong brand company, “SHARP,” and the three priority initiatives. - FY2022-Q1RestatedAnnual report
「Against this backdrop, our group pursued three initiatives to establish a strong brand company, “SHARP,” at an early stage: “building a business structure centered on the brand business,” “realizing the business vision” and “returning to the corporate bond market.”」
Continues to pursue the early establishment of a strong brand company, “SHARP,” and the three initiatives involving a brand-centered business structure, the business vision and a return to the corporate bond market. - FY2021ReframedAnnual report
「From fiscal 2021, based on these achievements, we will prioritize three initiatives to establish a “strong brand company, SHARP” at an early stage: “building a business structure centered on the brand business,” “realizing the business vision” and “returning to the corporate bond market.”」
The previous policy of growth and strengthening earnings power centered on 8K and AIoT is being reframed around the early establishment of a “strong brand company, SHARP” and three priority initiatives from fiscal 2021. - FY2021-Q3RestatedAnnual report
「As the business environment changed significantly due to the spread of COVID-19 and trade friction between the United States and China, during the consolidated fiscal year we responded to these changes under a new business execution structure and focused on laying the groundwork for the next medium-term management plan. After assessing developments relating to COVID-19, we plan to announce the next medium-term management plan externally as a three-year plan covering fiscal 2021 through fiscal 2023.」
Reaffirms the continued response to changes in the business environment and efforts to lay the groundwork for the next medium-term management plan, which is expected to be announced as a three-year plan covering fiscal 2021 through fiscal 2023. - FY2021-Q2RestatedAnnual report
「Our group took appropriate measures in response to these changes in the business environment, worked to secure employee safety and business performance, and sought to improve its financial position and enhance shareholder value.」
Reaffirms the higher-level policies of responding to changes in the business environment caused by COVID-19 and other factors, improving the financial position, and enhancing shareholder value. - FY2021-Q1RestatedAnnual report
「Against this backdrop, our group responded to the major changes in the business environment caused by COVID-19 while continuing to strengthen its earnings power.」
Reaffirms the higher-level policy of responding to changes in the business environment caused by COVID-19 and strengthening earnings power. - FY2020AdvancedAnnual report
「Our group has adopted “Changing the world with 8K + 5G and AIoT” as its business vision and is moving toward the full-scale commercialization of the “8K + 5G Ecosystem” and “AIoT World” described below.」
The company explicitly identifies three transformations centered on 8K, 5G and AIoT, and describes progress including quarterly net profit remaining in the black for 13 consecutive quarters from the third quarter of fiscal 2016. The fourth quarter of fiscal 2019, however, was loss-making due to the impact of COVID-19. - FY2020-Q3RestatedAnnual report
「Against this backdrop, under the business vision of “Changing the world with 8K + 5G and AIoT,” our group pursued “global business expansion,” “creation of new businesses,” “M&A/collaboration” and “strengthening competitiveness,” while continuing to strengthen earnings power and improve its financial position.」
Reaffirms the business vision centered on 8K, 5G and AIoT, the four execution themes, and the policy of improving earnings power and the financial position. - FY2020-Q2RestatedAnnual report
「Against this backdrop, under the business vision of “Changing the world with 8K + 5G and AIoT,” our group pursued “global business expansion,” “creation of new businesses,” “M&A/collaboration” and “strengthening competitiveness,” while continuing to strengthen earnings power and improve its financial position.」
Reaffirms the business vision centered on 8K, 5G and AIoT, together with the policy of improving earnings power and the financial position through global expansion, new businesses, M&A and collaboration, and stronger competitiveness. - FY2020-Q1ReframedAnnual report
「Against this backdrop, under the business vision of “Changing the world with 8K + 5G and AIoT,” our group pursued “global business expansion,” “creation of new businesses,” “M&A/collaboration” and “strengthening competitiveness,” while continuing to strengthen earnings power and improve its financial position.」
The business vision was updated from “Changing the world with 8K and AIoT” to “Changing the world with 8K + 5G and AIoT,” with global expansion, new businesses, M&A and collaboration, and competitiveness identified as the main initiatives. - FY2019ReframedAnnual report
「To ensure sustainable growth over the next 100 years, we are transforming the company into one that realizes “people-centric IoT” and the “8K ecosystem” under the business vision of “Changing the world with 8K and AIoT.”」
While maintaining the existing direction of growth, 8K and AIoT, the company explicitly identifies sustainable growth over the next 100 years and transformation as higher-level objectives. - FY2019-Q2RestatedAnnual report
「We are working to realize the business vision of “Changing the world with 8K and AIoT,” using “people-centric IoT” and the “8K ecosystem” as key concepts.」
Continues to promote a growth strategy centered on the business vision of 8K and AIoT and business expansion. - 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.」
Reaffirms the policy of expanding the business toward achieving the 2017–2019 medium-term management plan, with 8K and AIoT as its business vision. - FY2018-Q2RestatedAnnual 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.」
Reaffirms the business expansion policy centered on the 2017–2019 medium-term management plan, 8K and AIoT. - 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 higher-level objective of returning to a growth trajectory is being reframed through the new medium-term management plan and the business policy of “Changing the world with 8K and AIoT.” - FY2017ReframedAnnual report
「Going forward, under the medium-term management plan, we will pursue “business model transformation,” “global business expansion” and “strengthening the management foundation” to return to a growth trajectory.」
The top-level management objective is being reframed from structural reform and an early return to profitability to returning to a growth trajectory through three transformations. - FY2017-Q2ReframedAnnual report
「From the second half of fiscal 2016 onward, we will seek to return to a growth trajectory by shifting our focus toward expanding sales, including by realizing synergies with the group of Hon Hai Precision Industry Co., Ltd. and making proactive investments in priority businesses, with the aim of returning net income attributable to owners of the parent to profitability in the second half of fiscal 2016 and for full-year fiscal 2017.」
The focus is shifting from building a stable earnings base through structural reform to returning to a growth trajectory driven by synergies with the Hon Hai group and priority investments. - FY2017-Q1RestatedAnnual report
「Based on this approach, 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.”」
Reaffirms the top-priority objective of structural reform under the medium-term management plan and building a stable earnings base. - FY2016First statedAnnual report
「We aim to build a stable earnings base by implementing fundamental structural reform.」
Positioned as the highest-priority objective of the business turnaround.