Medium-Term Management Plan Starting in April 2017: Four Priority Initiatives
First written in FY2017. 3 of 10 entries say "Reframed", first in FY2020. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「The company considers the realization of the priority initiatives set out in its medium-term management plan, REBUILD & CREATE VALUE 2028, launched in April 2026, to be a key management priority and is pursuing a management strategy for its future. ① Expand sales of structural MDF ② Strengthen collaboration with overseas MDF plants ③ Mass-produce and sell PANECO® board M」
The company updated its medium-term plan from H-CHALLENGE2025 to REBUILD & CREATE VALUE 2028, which began in April 2026. The priority initiatives were reorganized around structural MDF, overseas plants and PANECO® board M. - FY2025Third-year actual results under the medium-term plan fell significantly short of the final targetAnnual report
「The targets and actual results for the medium-term management plan H-CHALLENGE2025 are as follows. H-CHALLENGE2025 targets Fiscal 2024 actual; fiscal 2025 target Operating profit (¥ million): △68; 612 EBITDA (¥ million): 274; 1,090 ROIC (%): △0.2; 3.9」
Fiscal 2024 actual results under H-CHALLENGE2025 were an operating loss of ¥68 million, EBITDA of ¥274 million and ROIC of negative 0.2%, widening the gap from the fiscal 2025 targets. - FY2024Disclosure of the gap between first-year actual results and the final target under the medium-term planAnnual report
「The targets and actual results for the medium-term management plan H-CHALLENGE2025 are as follows. H-CHALLENGE2025 targets Fiscal 2023 actual; fiscal 2025 target Operating profit (¥ million): 126; 612 EBITDA (¥ million): 514; 1,090 ROIC (%): 1.4; 3.9」
The company disclosed fiscal 2023 actual results under H-CHALLENGE2025 of operating profit of ¥126 million, EBITDA of ¥514 million and ROIC of 1.4%, showing the gap from the fiscal 2025 targets. It stated that it would continue advancing the priority initiatives. - FY2023ReframedAnnual report
「The company considers the realization of the priority initiatives set out in its new medium-term management plan, H-CHALLENGE2025, launched in April 2023, to be a key management priority and is pursuing a management strategy for its future. ① Promote MDF sales as an alternative to lauan plywood ② Address climate change through MDF manufacturing ③ Promote sales and development of housing-related items ④ Deepen existing markets ⑤ Enter new markets and develop new products ⑥ Mitigate fluctuations in raw material prices and reduce CO2 emissions from manufacturing」
The company updated its medium-term plan from H-Pride2022 to H-CHALLENGE2025, which began in April 2023. The priority initiatives were expanded to cover sales applications, markets, new products, climate change, and raw material and CO2 measures. - FY2023AchievedAnnual report
「Fiscal 2022 was the final year of the medium-term management plan H-Pride2022. In the first half, strong demand for building materials and progress on price revisions supported performance, and ... full-year operating profit, ROIC and EBITDA all achieved their targets. Operating profit (¥ million): fiscal 2022 target 400, actual 489; EBITDA (¥ million): target 800, actual 822; ROIC (%): target 3.0, actual 3.3.」
In the final year of H-Pride2022, the company achieved its targets for all three metrics: operating profit, EBITDA and ROIC. - FY2022AdvancedAnnual report
「Medium-term management plan (H-Pride2022): targets and progress Fiscal 2020: actual Fiscal 2021: target and actual Fiscal 2022: target Operating profit (¥ million): 129, 120, 436, 400 EBITDA (¥ million): 584, 430, 795, 800 ROIC (%): 1.7, 0.5, 3.1, 3.0」
In the second year of H-Pride2022, operating profit of ¥436 million exceeded the target of ¥400 million, and ROIC of 3.1% exceeded the target of 3.0%. EBITDA was ¥795 million, close to the target of ¥800 million. - FY2021AdvancedAnnual report
「Medium-term management plan (H-Pride2022): targets and progress Operating profit (¥ million): fiscal 2020 actual 129, fiscal 2021 target 120, fiscal 2022 target 400 EBITDA (¥ million): fiscal 2020 actual 584, fiscal 2021 target 430, fiscal 2022 target 800 ROIC (%): fiscal 2020 actual 1.7, fiscal 2021 target 0.5, fiscal 2022 target 3.0」
The company disclosed first-year actual results and numerical targets for fiscal 2021 and fiscal 2022 under H-Pride2022. It also explained first-year progress, including increased sales for structural applications, the impact of foreign-material removal equipment, and the acquisition of C&H as a wholly owned subsidiary. - FY2020ReframedAnnual report
「The company considers the realization of the four priority initiatives set out in its medium-term management plan, H-Pride2022, launched in June 2020, to be a key management priority and is pursuing a management strategy for its future.」
The company updated its plan from the medium-term management plan launched in 2017 to H-Pride2022, which began in June 2020. Due to the impact of COVID-19, it disclosed only qualitative information because it was difficult to reasonably calculate numerical targets for the final year, fiscal 2022. - FY2019SoftenedAnnual report
「In fiscal 2018, the company achieved its sales target due to solid housing starts and progress on a priority initiative under its medium-term management plan, namely, strengthening the earnings base for water-resistant products and promoting sales of structural MDF for use as residential wall material. However, it was unable to absorb soaring raw material and energy prices through cost reductions, passing costs on through selling prices and other measures, and therefore failed to meet its targets for operating profit and operating margin. The company will continue to advance its priority initiatives in fiscal 2019, the final year of the plan, but achieving the targets is expected to be extremely challenging.」
In fiscal 2018, the company achieved its sales plan but fell short of its operating profit and operating margin targets. Against final-year targets of sales of ¥11,000 million, operating profit of ¥800 million and an operating margin of 7.0%, forecasts were ¥11,500 million, ¥220 million and 1.9%, respectively, indicating weaker prospects for achieving the profit targets. - FY2017First statedAnnual report
「We will make achieving the four priority initiatives set out in the medium-term management plan launched in April 2017 a key management priority and will advance management strategies for the company's future. ① Strengthen the earnings base for water-resistant products: raise the water-resistant product sales and production ratio by 20% to achieve 90%. ② Strengthen energy conservation in production and sales processes and promote environmental contributions: promote the material use of wood flour. ③ Develop products that contribute to energy conservation in housing: develop new environmentally beneficial products. ④ Promote sales of structural MDF for use as residential wall panels: develop sales strategies that respond to changes in the sales environment.」
The company disclosed for the first time the start date of its medium-term management plan and four priority initiatives: water-resistant products, energy-saving and environmentally beneficial products, and sales of structural MDF.