Improving Profitability and Competitiveness in FY2021 and FY2022 and Building a New Growth Platform
First written in FY2021. 2 of 6 entries say "Reframed", first in FY2022. Latest entry: FY2026-H1.
Toa moved to the "Worse" side of this theme in 2022, the same year as the typical company in this theme.
The whole theme swung hardest in 2025: 7 of 31 companies on the "Worse" side.
15 other companies' latest entry also says "Restated".
- FY2026-H1RestatedAnnual report
「Under the Basic Medium-Term Management Plan ending in the fiscal year ending March 2026, we positioned Phase 1 (the fiscal years ending March 2022 through March 2023) as the phase for transforming the organization so that it could adapt to the accelerating pace of environmental change, enhancing earnings power and competitiveness, and establishing a foothold for a new growth base. We worked to strengthen our business foundation and explore and create new value in sound as a growth field. In the subsequent Phase 2 (the fiscal year ending March 2024 through the fiscal year ending March 2026), we are maximizing the results of initiatives undertaken in Phase 1, further expanding value-added, strengthening our earnings base, and accelerating growth by exploring and creating new growth fields.」
The distinction between Phases 1 and 2 of the Medium-Term Basic Management Plan, and the policy of accelerating growth in Phase 2, have been reconfirmed. - FY2025AdvancedAnnual report
「From the fiscal year ending March 2024 through the fiscal year ending March 2025, as part of our digital shift, we developed digital tools to strengthen connections with customers, invigorate internal communication and accelerate decision-making. We also invested in capturing demand through timely proposals using accumulated data and in creating new businesses.」
During Phase 2 of the Medium-Term Basic Management Plan, we invested in digital tools and data utilization to strengthen the earnings base and accelerate growth. - FY2024AdvancedAnnual report
「Toward realizing Management Vision 2030, under Phase 1 of the Medium-Term Basic Management Plan, covering the fiscal years ending March 2022 through March 2023, we pursued improvements in profitability and competitiveness, the development of growth foundations, and the exploration and creation of new growth fields. From the fiscal year ending March 2024, the start of Phase 2 of the Medium-Term Basic Management Plan, through the final year, the fiscal year ending March 2026, we will maximize the results of the initiatives undertaken in Phase 1, further expand added value, strengthen our earnings base, and accelerate growth through the exploration and creation of new growth fields.」
Following Phase 1, the fiscal years ending March 2024 through March 2026 are being advanced as Phase 2, focused on realizing results, strengthening the earnings base, and accelerating growth. - FY2023ReframedAnnual report
「Toward realizing Management Vision 2030, we positioned the fiscal years ending March 2022 through March 2023 as a phase for transforming the organization to adapt to the accelerating pace of change, improving profitability and competitiveness, laying the groundwork for new growth, and strengthening our business foundation while exploring and creating new value in sound as a growth field, and pursued these initiatives. From the fiscal year ending March 2024 through the fiscal year ending March 2026, we will maximize the results of these initiatives, further expand added value, strengthen our earnings base, and accelerate growth through the exploration and creation of new growth fields.」
The phase covering the fiscal years ending March 2022 through March 2023 has been reviewed as completed initiatives, while the period from the fiscal year ending March 2024 through the fiscal year ending March 2026 has been reorganized as a phase for realizing results, strengthening the earnings base, and accelerating growth. - FY2022ReframedAnnual report
「The first half of the Medium-Term Basic Management Plan, covering the fiscal years ending March 2022 through March 2023, has been positioned as a phase for transforming the organization to adapt to the accelerating pace of change, improving profitability and competitiveness, strengthening our business foundation, and laying the groundwork for new growth, while exploring and creating new value in sound as a growth field. We are promoting these initiatives.」
The former priorities for fiscal 2021 and fiscal 2022 were reorganized as a phase of organizational transformation and profitability enhancement covering the fiscal years ending March 2022 through March 2023, the first half of the medium-term plan. - FY2021First statedAnnual report
「In particular, in the most recent two years, fiscal 2021 and fiscal 2022, we will promote improvements in global profitability and competitiveness and build new growth foundations in order to establish at an early stage the structure needed to realize this management vision.」
Improving global profitability and competitiveness and building new growth foundations have been established as priorities for the most recent two years toward Management Vision 2030.