Moving away from dependence on new-build housing
First written in FY2016. 27 of 31 entries say "Restated". Latest entry: 2026-11-09.
1 other company's latest entry also says "Restated".
- FY2026RestatedAnnual report
「In addition, by capturing renovation demand and strengthening sales in the non-residential sector, we will move away from dependence on new-build housing, transition our business structure, expand our business domains and strengthen our earnings power.」
We continue to pursue a policy of moving away from dependence on new-build housing by capturing renovation demand and strengthening non-residential sales. - 2026-05-13AdvancedRevisions to earnings forecasts
「In addition, by capturing renovation demand and strengthening sales in the non-residential sector, we will move away from dependence on new-build housing, transition our business structure, expand our business domains and strengthen our earnings power.」
リノベーション需要の獲得と非住宅分野での販売強化を、新築依存からの脱却および事業構造転換に結びつける記載を継続している。 - FY2026-H1RestatedAnnual report
「Although the business environment was challenging due to a decline in new housing starts, the effects of increasing our share among existing customers, developing new customers and expanding sales of high-value-added products resulted in net sales of ¥29,903 million, up 2.4% year on year, and segment profit of ¥1,832 million, up 20.7%.」
Even as new housing starts declined, we continue to pursue initiatives to maintain and strengthen the earnings base of the housing materials business by increasing our share among existing customers, developing new customers and expanding sales of high-value-added products. - FY2025RestatedAnnual report
「In addition, by capturing renovation and remodeling demand and strengthening sales in the non-residential sector, we will pursue a transition away from dependence on new-build housing, expand our business domains and strengthen our earnings power.」
In the first year of the new medium-term management plan, we continue to pursue a transition away from dependence on new-build housing by strengthening renovation and remodeling demand and non-residential sales. - FY2024RestatedAnnual report
「In addition, by capturing renovation demand and strengthening sales in the non-residential sector, we will pursue a transition away from dependence on new-build housing, expand our business domains and strengthen our earnings power.」
The new medium-term management plan also continues the transition in our business structure away from dependence on new-build housing by strengthening the renovation and non-residential sectors. - FY2024-Q3RestatedAnnual report
「Against this backdrop, our group proceeded with initiatives based on the basic policies of the medium-term management plan “EIDAI Advance Plan 2023,” which ends in the fiscal year ending March 2024, to achieve the plan’s objectives, and」
We continue the medium-term management plan ending in the fiscal year ending March 2024 and initiatives to transition our business structure based on its basic policies. - FY2024-Q2RestatedAnnual report
「Against this backdrop, our group proceeded with initiatives based on the basic policies of the medium-term management plan “EIDAI Advance Plan 2023,” which ends in the fiscal year ending March 2024, to achieve the plan’s objectives, and」
We continue initiatives based on the medium-term management plan ending in the fiscal year ending March 2024. - FY2024-Q1RestatedAnnual report
「Against this backdrop, our group proceeded with initiatives based on the basic policies of the medium-term management plan “EIDAI Advance Plan 2023,” which ends in the fiscal year ending March 2024, to achieve the plan’s objectives.」
We continue initiatives aimed at achieving the objectives of the medium-term management plan ending in the fiscal year ending March 2024. - FY2023-Q2RestatedAnnual report
「Against this backdrop, our group proceeded with initiatives based on the basic policies of the medium-term management plan “EIDAI Advance Plan 2023,” which ends in the fiscal year ending March 2024, to achieve the plan’s objectives. In particular, we focused on expanding sales in the housing and non-residential sectors by launching new products that incorporate customer needs.」
To achieve the objectives of the medium-term management plan ending in the fiscal year ending March 2024, we continue to launch new products reflecting customer needs and expand sales in the housing and non-residential sectors. - FY2023-Q1RestatedAnnual report
「Against this backdrop, our group proceeded with initiatives based on the basic policies of the medium-term management plan “EIDAI Advance Plan 2023,” which ends in the fiscal year ending March 2024, to achieve the plan’s objectives. In particular, we focused on expanding sales in the housing and non-residential sectors by launching new products that incorporate customer needs.」
Under the medium-term management plan ending in the fiscal year ending March 2024, we continue initiatives to transition our business structure by expanding sales in the housing and non-residential sectors. - FY2022RestatedAnnual report
「By capturing renovation demand and strengthening sales in the non-residential sector, we will accelerate the transition in our business structure, expand our business domains and strengthen our earnings power.」
We continue to pursue a transition to a business structure that does not depend on new housing starts by capturing renovation demand and strengthening non-residential sales. - FY2022-Q3RestatedAnnual report
「Against this backdrop, our group formulated a new medium-term management plan, “EIDAI Advance Plan 2023,” beginning in the fiscal year ending March 2022, based on the post-COVID and with-COVID business environment and market needs, with the aim of establishing a stable earnings base and further expanding our business over the medium to long term. Based on the plan’s basic policies, we are pursuing various initiatives, including further improvements in quality and service, higher market share in the housing sector, a transition to a business structure that does not depend on new housing starts, optimization of our production structure, reforms to logistics and information systems, and thorough cost reductions.」
Under the new medium-term management plan, we continue initiatives including the transition to a business structure that does not depend on new housing starts. - FY2022-Q2RestatedAnnual report
「Against this backdrop, our group formulated a new medium-term management plan, “EIDAI Advance Plan 2023,” beginning in the fiscal year ending March 2022, based on the post-COVID and with-COVID business environment and market needs, with the aim of establishing a stable earnings base and further expanding our business over the medium to long term. Based on the plan’s basic policies, we are pursuing various initiatives, including further improvements in quality and service, higher market share in the housing sector, a transition to a business structure that does not depend on new housing starts, optimization of our production structure, reforms to logistics and information systems, and thorough cost reductions.」
Under the new medium-term management plan beginning in the fiscal year ending March 2022, we continue initiatives including reducing dependence on housing starts, improving quality and service, reforming production, logistics and information systems, and reducing costs. - FY2022-Q1RestatedAnnual report
「Based on the basic policies of this plan, we are pursuing various initiatives, including further improvements in quality and service, higher market share in the housing sector, a transition to a business structure that does not depend on new housing starts, optimization of our production structure, and reforms to logistics and information systems.」
The new medium-term management plan also continues to identify the transition to a business structure that does not depend on new housing starts as one of its basic policies. - FY2021-Q3RestatedAnnual report
「While rigorously implementing measures to prevent the spread of infection in each division, our group worked to increase its share in the housing sector and transition to a business structure that does not depend on new housing starts.」
Even amid the spread of infectious diseases, we continue to pursue higher market share in the housing sector and a transition to a business structure that does not depend on new housing starts. - FY2021-Q2RestatedAnnual report
「While rigorously implementing measures to prevent the spread of infection in each division, our group worked to increase its share in the housing sector and transition to a business structure that does not depend on new housing starts. We also proceeded with the diversification of production sites based on our BCP and reforms to logistics and information systems.」
We continue to pursue higher market share in the housing sector, a transition to a business structure that does not depend on new housing starts, and the diversification of production sites and reforms to logistics and information systems. - FY2021-Q1RestatedAnnual report
「While our group was forced to conduct business under certain restrictions resulting from measures to prevent the spread of infection, such as refraining from business trips and going out and expanding work from home, we worked to increase our share in the housing sector and transition to a business structure that does not depend on new housing starts. In light of a series of natural disasters, we also proceeded with the diversification of production sites and reforms to logistics and information systems.」
Even under restrictions resulting from infectious diseases, we continue to pursue higher market share in the housing sector and a transition to a business structure that does not depend on new housing starts. - FY2020RaisedAnnual report
「Although a decline in new housing starts is expected, under this five-year plan we will accelerate the transition in our business structure through various initiatives, expand our business domains and strengthen our earnings power in order to further increase sales and build a stronger business foundation for the future.」
Regarding the transition away from dependence on new housing starts, we state that under the five-year plan we will “accelerate the transition” and seek to expand our business domains and strengthen our earnings power. - FY2020-Q3RestatedAnnual report
「Against this backdrop, our group formulated the five-year management plan “EIDAI Advance Plan 2023,” beginning in the fiscal year ending March 2020, and implemented initiatives in line with its basic policies, including expanding sales of the new “Skism” brand.」
We continue to implement initiatives under the five-year plan beginning in the fiscal year ending March 2020, in line with its basic policies, including expanding sales of Skism. - FY2020-Q2RestatedAnnual report
「Against this backdrop, our group formulated the five-year management plan “EIDAI Advance Plan 2023,” beginning in the fiscal year ending March 2020, and began implementing initiatives in line with its basic policies, including expanding sales of the new “Skism” brand.」
To transition to a business structure that does not depend on new housing starts, we began initiatives including expanding sales of the new brand under a five-year plan beginning in the fiscal year ending March 2020. - FY2019-Q3RestatedAnnual report
「Against this backdrop, our group pursued various initiatives, including strengthening earnings power in the housing sector, developing and expanding sales in the non-residential sector, and strengthening our overseas business.」
We continue initiatives aimed at transitioning to a business structure that does not depend on new housing starts, centered on the housing, non-residential and overseas businesses. - FY2019-Q2RestatedAnnual report
「Against this backdrop, our group is pursuing various initiatives, including strengthening earnings power in the housing sector, developing and expanding sales in the non-residential sector, and strengthening our overseas business.」
We continue to pursue a transition in our business structure through initiatives in the housing, non-residential and overseas markets. - FY2019-Q1RestatedAnnual report
「Against this backdrop, our group formulated a three-year management plan ending in the fiscal year ending March 2021, with the aim of transitioning to a business structure capable of achieving sustainable growth amid a rapidly changing business environment.」
We have reiterated our commitment to transitioning to a business structure capable of achieving sustainable growth and to our three-year management plan ending in the fiscal year ending March 2021. - FY2018RestatedAnnual report
「Against this business backdrop, our group will pursue various initiatives aimed at transitioning to a business structure that does not depend on new housing starts.」
We have reaffirmed our policy of transitioning to a business structure that is not dependent on new housing starts, assuming a decline in housing starts due to population decline and changes in household composition. - FY2018-Q3RestatedAnnual report
「Against this backdrop, in line with our medium- to long-term management strategy, our group further promoted new product development and cost reductions, expanded our share of existing markets, and worked to develop the non-residential market by strengthening sales activities for facilities such as nursery schools.」
We continue initiatives aimed at reducing dependence on the housing market through new product development and cost reductions, expansion of our share of existing markets, and development of the non-residential market. - FY2018-Q2RestatedAnnual report
「In anticipation of a decline in domestic new housing starts, we will continue to pursue various initiatives aimed at transitioning to a business structure that does not depend on new housing starts, including strengthening our response to the senior market, the used housing and renovation markets, and the non-residential market.」
We continue to pursue a transition away from dependence on new housing starts and have indicated that we will strengthen our response to the senior, used housing and renovation, and non-residential markets. - FY2018-Q1RestatedAnnual report
「In anticipation of a decline in domestic new housing starts, we will continue to pursue various initiatives aimed at transitioning to a business structure that does not depend on new housing starts, including strengthening our response to the senior market, the used housing and renovation markets, and the non-residential market.」
In anticipation of a decline in new housing starts, we have reaffirmed our policy of reducing dependence by strengthening our response to the senior, used housing and renovation, and non-residential markets. - FY2017RestatedAnnual report
「To respond to these changes in the business environment, our group will pursue various initiatives aimed at transitioning to a business structure that does not depend on the number of new housing starts.」
We continue to pursue a transition away from dependence on new-build housing and have organized 10 initiatives, including the existing housing stock, seniors, non-residential, and overseas operations, as our medium- to long-term strategy. - FY2016First statedAnnual report
「We will pursue the following initiatives to move away from a business structure dependent on new-build housing.」
With a decline in new housing starts in view, we have identified 9 areas for action: existing markets, the existing housing stock, seniors, non-residential, sales channels, overseas operations, new businesses, raw materials and human resources.