Four “Challenges” in the Medium-Term Management Plan
First written in FY2017-Q1. 18 of 38 entries say "Restated". Latest entry: FY2027-H1.
No other company in this theme has enough history to compare yet.
- FY2027-H1AdvancedAnnual report
「Against this backdrop, we launched a new medium-term management plan in fiscal 2026. We have positioned its first year, the current fiscal year, as a year of “Challenge” and are pursuing initiatives in four areas: “evolving each business format,” “product-focused reform,” “building a strong business foundation,” and “promoting sustainable management.”」
Under the new medium-term management plan launched in fiscal 2026, we have positioned the first year as a year of “Challenge,” set out four priority policies, and moved into the execution phase. - FY2026ReframedAnnual report
「Beginning in fiscal 2026, we launched a five-year medium-term management plan covering through fiscal 2030. In formulating the plan, we reaffirmed our desired position and newly established our purpose as a guide for the challenges and transformation required to achieve it.」
The company has transitioned from the 2021-2025 medium-term plan to the new 2026-2030 medium-term management plan and reorganized its strategy around five years of challenges and transformation. - FY2025AdvancedAnnual report
「We formulated the five-year medium-term management plan (2021-2025) and are implementing its measures. The medium-term management plan defines our desired position for fiscal 2025 as “a company supporting the health and wellness of Hokkaido by helping people enjoy convenient, fulfilling and healthy daily lives centered on food.” Through these measures, we are working to strengthen market competitiveness, reform the earnings structure, and reinforce our business foundation.」
Looking ahead to the final year of the five-year medium-term plan, the company has presented throughout the year its desired position for fiscal 2025 and the plan’s direction of achievement: strengthening market competitiveness, reforming the earnings structure, and reinforcing the business foundation. - FY2025-H1RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2024, the fourth year of the five-year medium-term management plan, as the year for accelerating growth and are advancing initiatives focused primarily on strengthening proprietary products and transitioning to and establishing new operations.」
The fourth year of the five-year medium-term management plan is designated as the year for accelerating growth, and the policy of making strengthening proprietary products and transitioning to and establishing new operations the top priority measures has been reconfirmed. - FY2025-Q1AdvancedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2024, the fourth year of the five-year medium-term management plan, as the year for accelerating growth and are advancing initiatives focused primarily on strengthening proprietary products and transitioning to and establishing new operations.」
Fiscal 2024, the fourth year of the five-year medium-term plan, has been positioned as the year for accelerating growth, with strengthening proprietary products and transitioning to and establishing new operations clearly identified as the top priority measures. - FY2024AdvancedAnnual report
「Toward achieving our desired position in 2025, we established four policies under the five-year medium-term management plan (2021-2025) and are working to resolve management issues.」
The third year of the medium-term plan was positioned as the year for establishing the business model, with the year’s results and the following year’s measures presented for the four policies of products and stores, converting customers into regular customers, ties with local communities, and earnings-structure reform. - FY2024-Q3RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2023, the third year of the five-year medium-term management plan, as the year for establishing our business model and are working on initiatives including increasing the value added of products and stores, converting customers into regular customers, reforming the earnings structure, and strengthening ties with local communities.」
We have reconfirmed the policy of positioning the third year of the five-year medium-term management plan as the year for establishing the business model and pursuing four priority measures. - FY2024-Q2RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2023, the third year of the five-year medium-term management plan, as the year for establishing our business model and are working on initiatives including increasing the value added of products and stores, reforming the earnings structure, and strengthening ties with local communities.」
We have reconfirmed the policy of positioning the third year of the five-year medium-term management plan as the year for establishing the business model. - FY2024-Q1AdvancedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2023, the third year of the five-year medium-term management plan, as the year for establishing our business model and are working on initiatives including increasing the value added of products and stores, reforming the earnings structure, and strengthening ties with local communities.」
Fiscal 2023, the third year of the five-year medium-term management plan, has been positioned as the year for establishing the business model, and priority measures are being implemented. - FY2023Strengthening initiatives to improve earnings power in the following fiscal year in response to inflationAnnual report
「We are implementing measures in line with the four policies of the five-year medium-term management plan (2021-2025). In light of the current situation, in which changes in the operating environment exceeding initial assumptions, including inflation, have occurred, we will strengthen initiatives aimed at improving earnings power in the following fiscal year.」
While maintaining the four policies of the five-year medium-term plan, the company stated its policy of strengthening efforts to improve earnings power in the following fiscal year in light of environmental changes exceeding assumptions, including inflation. - FY2023-Q3RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2022, the second year of the five-year medium-term management plan, as the year for business experimentation and verification and are working on initiatives including increasing the value added of products and stores, converting customers into regular customers, reforming the earnings structure, and strengthening ties with local communities.」
The second year of the five-year medium-term management plan has been positioned as the year of business experimentation and verification, and the four priority measures continue to be pursued. - FY2023-Q2Four priority measures clearly identifiedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2022, the second year of the five-year medium-term management plan, as the year for business experimentation and verification and are working on initiatives including increasing the value added of products and stores, converting customers into regular customers, reforming the earnings structure, and strengthening ties with local communities.」
The second year of the five-year medium-term management plan has been positioned as the year of “business experimentation and verification,” with “converting customers into regular customers” added to the previous priority areas, bringing the total to four. - FY2023-Q1RestatedAnnual report
「Against this backdrop, to achieve our management vision of “a company supporting the health and wellness of Hokkaido,” we have positioned fiscal 2022, the second year of the five-year medium-term management plan, as the year for business experimentation and verification and are working on initiatives including increasing the value added of products and stores, strengthening ties with local communities, and reforming the earnings structure.」
Fiscal 2022, the second year of the five-year medium-term management plan, has been positioned as the year of “business experimentation and verification,” with products and stores, ties with local communities, and earnings-structure reform reconfirmed as priority themes. - FY2022AdvancedAnnual report
「We are implementing measures in line with the four policies of the five-year medium-term management plan (2021-2025). Priority initiatives for fiscal 2022: as the second year of the five-year medium-term management plan, we have positioned fiscal 2022 as the year for “business experimentation and verification” and, toward achieving our “desired position” in fiscal 2025, aim to maximize the effects of initiatives invested in during fiscal 2021, including the AEON Ishikari PC, the iAEON app and self-checkouts, while focusing particularly on strengthening our food and apparel businesses.」
For the 2021-2025 five-year medium-term plan, fiscal 2022 was positioned as the second year and the year of “business experimentation and verification,” with maximizing the effects of fiscal 2021 investments and strengthening food and apparel identified as specific priority measures. - FY2022-Q3RestatedAnnual report
「We also formulated a five-year medium-term management plan beginning in fiscal 2021 to achieve our management vision of “a company supporting the health and wellness of Hokkaido.” We are working in fiscal 2021, the year for establishing the foundation of the medium-term management plan, on initiatives including strengthening product capabilities through product development, reliably revitalizing existing stores, and advancing company-wide SDGs initiatives.」
We have reconfirmed the policy of pursuing product development, existing-store revitalization, SDGs initiatives and other measures in the first year of the five-year medium-term management plan beginning in fiscal 2021, which is designated as a year for establishing the foundation. - FY2022-Q2RestatedAnnual report
「We also formulated a five-year medium-term management plan beginning in fiscal 2021 to achieve our management vision of “a company supporting the health and wellness of Hokkaido.” We are working in fiscal 2021, the year for establishing the foundation of the medium-term management plan, on initiatives including strengthening product capabilities through product development, reliably revitalizing existing stores, and advancing company-wide SDGs initiatives.」
We have reconfirmed the policy of pursuing product development, existing-store revitalization, SDGs initiatives and other measures in fiscal 2021, the year for establishing the foundation of the five-year medium-term management plan beginning in fiscal 2021. - FY2022-Q1RestatedAnnual report
「We also formulated a five-year medium-term management plan beginning in fiscal 2021 to achieve our management vision of “a company supporting the health and wellness of Hokkaido.” We are working in fiscal 2021, the year for establishing the foundation of the medium-term management plan, on initiatives including strengthening product capabilities through product development, reliably revitalizing existing stores, and advancing company-wide SDGs initiatives.」
With regard to the five-year medium-term management plan beginning in fiscal 2021, we have reconfirmed the policy of pursuing product development, existing-store revitalization, SDGs initiatives and other measures as part of a year focused on establishing the foundation. - FY2021AdvancedAnnual report
「We have positioned fiscal 2021, the first year of the new five-year medium-term plan, as the year in which we launch business reforms aimed at achieving our desired position in fiscal 2025, the plan’s final year. Under the following six execution policies—accelerating digitalization, strengthening product capabilities through product development, reliably revitalizing existing stores, verifying and preparing for new store formats, reforming store operations and back-office functions, and advancing company-wide SDGs initiatives—we will continue fulfilling our responsibility as a regional lifeline while steadily implementing each measure and working toward the realization of the new five-year medium-term plan.」
Fiscal 2021 was designated as the first year and fiscal 2025 as the final year of the new five-year medium-term plan, with the launch of business reforms based on six execution policies clearly stated. - FY2021-Q3AdvancedAnnual report
「During the cumulative third quarter, we worked on production-region and product development by the Food Product Development Department and promoted the internet sales business.」
For the priority measures following the management integration, the company identified production-region and product development by the Food Product Development Department and promotion of the internet sales business as the execution initiatives for the cumulative third quarter. - FY2021-Q2AdvancedAnnual report
「During the cumulative second quarter, we pursued new store openings and store revitalization, developed the digital environment, and worked on the development of production regions and products by the newly established Food Product Development Department to promote the development of food into an SPA business.」
For the priority measures following the management integration, the company outlined the first-half execution initiatives: new store openings, store revitalization, development of the digital environment, developing food into an SPA business, and production-region and product development by the Food Product Development Department. - FY2021-Q1AdvancedAnnual report
「During the cumulative first quarter, we pursued new store openings and store revitalization to generate synergies from the integration, as well as product development by the newly established Food Product Development Department to promote the development of food into an SPA business.」
For the priority measures following the management integration, the company outlined specific execution initiatives, including new store openings, store revitalization, developing food into an SPA business, and product development by the Food Product Development Department. - FY2020ReframedAnnual report
「To advance our medium- to long-term management strategy, we will implement the following four priority measures, particularly through the medium-term management plan.」
The framework has been reorganized from one centered on the previous four No. 1 positions in Hokkaido to four priority measures in the medium-term management plan following the management integration: regionally optimized area strategies, developing food into an SPA and specialist-store business, physical stores plus online, and a management foundation enabling sustainable growth. - FY2020-Q2RestatedAnnual report
「In this environment, during the final year of the three-year medium-term management plan, we pursued business activities aimed at becoming “Hokkaido’s No. 1 trusted company.”」
As the final year of the three-year medium-term management plan, achieving “Hokkaido’s No. 1 trusted company” continues to be a company-wide target. - FY2020-Q1RestatedAnnual report
「In this environment, during the final year of the three-year medium-term management plan, we pursued business activities aimed at becoming “Hokkaido’s No. 1 trusted company.”」
As the final year of the three-year medium-term management plan, we have reconfirmed our policy of aiming to become “Hokkaido’s No. 1 trusted company.” - FY2019RestatedAnnual report
「Under the three-year medium-term management plan, we set the achievement of four No. 1 positions in Hokkaido—customer loyalty, profitability and stability, regional revitalization, and ease of working—as targets. By pursuing these measures and building strong relationships of trust with all stakeholders, we aim to become an indispensable store and company in the region.」
The four No. 1 positions in Hokkaido under the three-year medium-term management plan continue to be company-wide targets. - FY2019-Q1ReframedAnnual report
「In this environment, during the second year of the three-year medium-term management plan, we pursued business activities aimed at becoming “Hokkaido’s No. 1 trusted company.”」
The top-level target of the three-year medium-term management plan is expressed as “Hokkaido’s No. 1 trusted company,” replacing the previous framework centered on four No. 1 positions in Hokkaido. - FY2018RestatedAnnual report
「In this environment, while maintaining our community-based stores as our core business, we will promote an omnichannel strategy, including online supermarkets, and enhance our sales floors, products and services to provide local customers with convenient and enjoyable shopping. Under the three-year medium-term management plan, we set the achievement of four No. 1 positions in Hokkaido—customer loyalty, profitability and stability, regional revitalization, and ease of working—as targets. By pursuing these measures and building strong relationships of trust with all stakeholders, we aim to become an indispensable store and company in the region.」
The four No. 1 positions in Hokkaido under the three-year medium-term management plan—customer loyalty, profitability and stability, regional revitalization, and ease of working—continue to be targets. - FY2018-Q3RestatedAnnual report
「Against this economic backdrop, we formulated a medium-term management plan beginning in fiscal 2017 and pursued business activities aimed at achieving the following four No. 1 positions.」
Under the medium-term management plan beginning in fiscal 2017, achieving four No. 1 positions continues to be a company-wide priority theme. - FY2018-Q2RestatedAnnual report
「Against this economic backdrop, we formulated a medium-term management plan beginning in fiscal 2017 and pursued business activities aimed at achieving the following four No. 1 positions.」
Under the medium-term management plan beginning in fiscal 2017, achieving four No. 1 positions continues to be a company-wide priority theme. - FY2018-Q1RestatedAnnual report
「Against this economic backdrop, we formulated a medium-term management plan beginning in fiscal 2017 and pursued business activities aimed at achieving the following four No. 1 positions.」
Under the medium-term management plan beginning in fiscal 2017, we continue activities aimed at achieving four No. 1 positions in Hokkaido. - FY2017ReframedAnnual report
「To advance our medium- to long-term management strategy, we will implement specific measures focused particularly on achieving the following four No. 1 positions.」
In addition to the four “Challenges” in the previous three-year medium-term management plan, the next medium- to long-term strategy has been organized around achieving four No. 1 positions in Hokkaido. - FY2017-Q3RestatedAnnual report
「Against this economic backdrop, in the final year of the medium-term management plan, we pursued four “Challenges”: becoming the overwhelmingly leading store and company in the region, entering new growth areas, building a trusted corporate management framework, and creating an innovative corporate culture.」
The four Challenges continue to be positioned as company-wide priority themes for the final year of the medium-term management plan. - FY2017-Q2RestatedAnnual report
「Against this economic backdrop, in the final year of the medium-term management plan, we pursued four “Challenges”: becoming the overwhelmingly leading store and company in the region, entering new growth areas, building a trusted corporate management framework, and creating an innovative corporate culture.」
The four Challenges continue to be positioned as company-wide priority themes for the final year of the medium-term management plan. - FY2017-Q1First statedAnnual report
「Against this economic backdrop, in the final year of the medium-term management plan, we pursued four “Challenges”: becoming the overwhelmingly leading store and company in the region, entering new growth areas, building a trusted corporate management framework, and creating an innovative corporate culture.」
The four Challenges are positioned as company-wide priority themes for the final year of the medium-term management plan.