Enhancing corporate value as a 100-year brand and achieving long-term, stable growth
First written in FY2017-Q1. 20 of 26 entries say "Restated". Latest entry: FY2026.
2 other companies' latest entry also says "Restated".
- FY2026RestatedAnnual report
「KAWAI products and services are part of people’s daily lives around the world and are associated with a wide range of emotions. The Company’s desire to “be there for people at all times and resonate throughout their lives” is expressed in its mission, “Resonate throughout life.”」
Centered on the Mission of KAWAI Philosophy established in 2025, the Company has again provided a specific explanation of its purpose and direction. - 2026-05-14AdvancedManagement plan
「「営業利益増大」「IR活動強化」「成長期待が持てる中長期的計画の明示とマイルストーンの達成」によりPBR（市場からの評価）向上を目指す」
中長期的な企業価値向上について、営業利益の増大、IR活動の強化、中長期計画の明示とマイルストーン達成を通じてPBR向上を目指す対応が具体化された。 - FY2025ReframedAnnual report
「In March 2025, the Group newly established the corporate philosophy framework “KAWAI Philosophy.” “KAWAI Philosophy” systematically expresses KAWAI’s values, purpose, and direction, and consists of 4 elements: “Mission” (the mission to fulfill daily), “Vision” (the future it aims for), “Values” (the value it provides to society), and “Credo” (the principles of conduct each employee should value).」
The previous long-term policies of “building a 100-year brand” and “sustainable growth” have been restructured into the new corporate philosophy framework “KAWAI Philosophy,” comprising Mission, Vision, Values, and Credo. - FY2024-Q3RestatedAnnual report
「Against this management backdrop, the Group is focusing on the 3 strategies set out in its 7th medium-term management plan, “Resonate 2024”: “evolving customer touchpoints,” “strengthening areas of expanding demand,” and “responding to rising costs,” while working to achieve sustainable growth and enhance corporate value over the medium to long term.」
The Company reaffirmed its policy of pursuing sustainable growth and enhancing corporate value over the medium to long term by focusing on the 3 strategies of the 7th medium-term management plan. - FY2024-Q2RestatedAnnual report
「Against this management backdrop, the Group is focusing on the 3 strategies set out in its 7th medium-term management plan, “Resonate 2024”: “evolving customer touchpoints,” “strengthening areas of expanding demand,” and “responding to rising costs,” while working to achieve sustainable growth and enhance corporate value over the medium to long term.」
The Company reaffirmed its policy of pursuing sustainable growth and enhancing corporate value over the medium to long term by focusing on the 3 strategies of the 7th medium-term management plan. - FY2024-Q1RestatedAnnual report
「Against this management backdrop, the Group is focusing on the 3 strategies set out in its 7th medium-term management plan, “Resonate 2024”: “evolving customer touchpoints,” “strengthening areas of expanding demand,” and “responding to rising costs,” while working to achieve sustainable growth and enhance corporate value over the medium to long term.」
The Company reaffirmed its policy of pursuing sustainable growth and enhancing corporate value over the medium to long term by implementing the 3 strategies of the 7th medium-term management plan. - FY2023-Q2RestatedAnnual report
「Against this management backdrop, the Group formulated its 7th medium-term management plan, “Resonate 2024” (from the fiscal year ended March 2023 to the fiscal year ended March 2025), and is working toward its 100th anniversary in 2027 and continued development beyond.」
Under the 7th medium-term management plan, the Company reaffirmed its long-term policy of pursuing its 100th anniversary in 2027 and continued development beyond. - FY2023-Q1ReframedAnnual report
「Against this management backdrop, the Group formulated its 7th medium-term management plan, “Resonate 2024” (from the fiscal year ended March 2023 to the fiscal year ended March 2025), and is working daily to further establish the KAWAI brand in society and achieve sustainable, steady growth toward its 100th anniversary in 2027 and continued development beyond.」
The long-term policy was restructured in the transition from the 6th medium-term management plan to the 7th medium-term management plan, “Resonate 2024,” focusing on the KAWAI brand’s broader social recognition toward its 100th anniversary in 2027 and beyond, and sustainable, steady growth. - FY2022-Q3RestatedAnnual report
「Against this management backdrop, in the final year of the 6th medium-term management plan, “Resonate 2021” (from the fiscal year ended March 2020 to the fiscal year ended March 2022), the Group worked to improve the profitability of its core music education business and expand its existing businesses.」
In the final year of the 6th medium-term management plan, the Company reaffirmed its policy of improving the profitability of the music education business and expanding its existing businesses. - FY2022-Q2RestatedAnnual report
「Against this management backdrop, in the final year of the 6th medium-term management plan, “Resonate 2021” (from the fiscal year ended March 2020 to the fiscal year ended March 2022), the Group worked to improve the profitability of its core music education business and expand its existing businesses. Even amid the COVID-19 pandemic, it also worked to promote music culture further through piano and nurture the next generation of pianists, aiming for a rich and fulfilling society enriched through music.」
As the final year of the 6th medium-term management plan, the Company reaffirmed its policy of improving the profitability of the music education business and expanding its existing businesses. - FY2022-Q1ReframedAnnual report
「Against this management backdrop, in the final year of the 6th medium-term management plan, “Resonate2021” (from the fiscal year ended March 2020 to the fiscal year ended March 2022), the Group is working daily to further establish the KAWAI brand in society toward its 100th anniversary in 2027 and continued development beyond, improve the profitability of its core music education business, and expand its existing businesses.」
The long-term policy has been made more specific and restructured, shifting from “building a 100-year brand” to the KAWAI brand’s broader social recognition toward its 100th anniversary in 2027 and beyond, improving the profitability of the music education business, and expanding existing businesses. - FY2020RestatedAnnual report
「The Group formulated its 6th medium-term management plan, “Resonate 2021,” and is working to become a leading brand in its original piano-making business toward building a 100-year brand, further deepen the strengths of each business, and enhance corporate value, brand strength, and sustainable growth by pursuing and improving customer satisfaction and advancing music culture.」
Under the 6th medium-term management plan, the Company continues to pursue its 100-year brand, enhanced brand strength, customer satisfaction, music culture, and sustainable growth as its basic policies. - FY2020-Q3RestatedAnnual report
「Against this management backdrop, the Group formulated its 6th medium-term management plan, “Resonate 2021,” and is working to become a leading brand in its original piano-making business toward building a 100-year brand, further deepen the strengths of each business, and enhance corporate value, brand strength, and sustainable growth by pursuing and improving customer satisfaction and advancing music culture.」
Under the 6th medium-term management plan, the Company continues to pursue its 100-year brand, enhanced corporate value and brand strength, and sustainable growth as its basic policies. - FY2020-Q2RestatedAnnual report
「Against this management backdrop, the Group formulated its 6th medium-term management plan, “Resonate 2021,” and is working to become a leading brand in its original piano-making business toward building a 100-year brand, further deepen the strengths of each business, and enhance corporate value, brand strength, and sustainable growth by pursuing and improving customer satisfaction and advancing music culture.」
Under the 6th medium-term management plan, the Company continues to pursue its 100-year brand, enhanced corporate value and brand strength, and sustainable growth as its basic policies. - FY2020-Q1RestatedAnnual report
「Against this management backdrop, the Group formulated its 6th medium-term management plan, “Resonate 2021,” and is working to become a leading brand in its original piano-making business toward building a 100-year brand, further deepen the strengths of each business, and enhance corporate value, brand strength, and sustainable growth by pursuing and improving customer satisfaction and advancing music culture.」
Under the 6th medium-term management plan, the Company continues to pursue building a 100-year brand, enhancing corporate value and brand strength, and achieving sustainable growth as its basic policies. - FY2019ReframedAnnual report
「The Company has established “Building a 100-year brand” as its long-term vision. Toward continued development over the next 100 years and beyond, it aims to become the world’s leading piano maker, its original business, further deepen the strengths of each business, and enhance corporate value, brand strength, and sustainable growth by pursuing and improving customer satisfaction and advancing music culture.」
The previous expression, “enhancing corporate value as a 100-year brand and achieving long-term, stable growth,” has been restructured around “building a 100-year brand” under the 6th medium-term management plan, together with becoming the world’s leading piano maker and enhancing brand strength. - FY2019-Q3RestatedAnnual report
「Against this management backdrop, in the final year of the medium-term management plan “Resonate2018,” the Group worked on the key strategies and foundation-building initiatives it had established, aiming to enhance corporate value as a 100-year brand and achieve long-term, stable growth.」
Even in the final year of Resonate2018, the Company continued to pursue enhanced corporate value as a 100-year brand and long-term, stable growth as its basic policies. - FY2019-Q2RestatedAnnual report
「Against this management backdrop, in the final year of the medium-term management plan “Resonate2018,” the Group worked on the key strategies and foundation-building initiatives it had established, aiming to enhance corporate value as a 100-year brand and achieve long-term, stable growth.」
Even in the final year of Resonate2018, the Company continued to pursue enhanced corporate value as a 100-year brand and long-term, stable growth as its basic policies. - FY2019-Q1RestatedAnnual report
「Against this management backdrop, in the final year of the medium-term management plan “Resonate2018,” the Group worked on the key strategies and foundation-building initiatives it had established, aiming to enhance corporate value as a 100-year brand and achieve long-term, stable growth.」
Even in the final year of Resonate2018, the Company continued to pursue enhanced corporate value as a 100-year brand and long-term, stable growth as its basic policies. - FY2018RestatedAnnual report
「Having reached its 90th anniversary, the Group has worked on the key strategies and foundation-building initiatives set out in the medium-term management plan “Resonate2018,” whose basic policy was to enhance corporate value as a 100-year brand and pursue long-term, stable growth.」
Even at the milestone of its 90th anniversary, the Company continues to pursue its 100-year brand, enhanced corporate value, and long-term, stable growth as its basic policies. - FY2018-Q3RestatedAnnual report
「Having reached its 90th anniversary, the Group has worked on the key strategies and foundation-building initiatives set out in the medium-term management plan “Resonate2018,” whose basic policy was to enhance corporate value as a 100-year brand and pursue long-term, stable growth.」
Even at the milestone of its 90th anniversary, the Company continues to pursue enhanced corporate value as a 100-year brand and long-term, stable growth as its basic policies. - FY2018-Q2RestatedAnnual report
「As the Group celebrates its 90th anniversary this year, it has worked on the key strategies and foundation-building initiatives set out in the medium-term management plan “Resonate2018,” whose basic policy was to enhance corporate value as a 100-year brand and pursue long-term, stable growth.」
Even at the milestone of its 90th anniversary, the Company continues to pursue enhanced corporate value as a 100-year brand and long-term, stable growth as its basic policies. - FY2018-Q1RestatedAnnual report
「As the Group celebrates its 90th anniversary this year, it has worked on the key strategies and foundation-building initiatives set out in the medium-term management plan “Resonate2018,” whose basic policy was to enhance corporate value as a 100-year brand and pursue long-term, stable growth.」
Even at the milestone of its 90th anniversary, the Company continues to pursue its 100-year brand, enhanced corporate value, and long-term, stable growth as its basic policies. - FY2017-Q3RestatedAnnual report
「As the Group celebrates its 90th anniversary this year, it has worked to execute the key strategies and build the foundations set out in the medium-term management plan “Resonate2018,” whose basic policy was to enhance corporate value as a 100-year brand and pursue long-term, stable growth.」
The Company continues to pursue enhanced corporate value as a 100-year brand and long-term, stable growth as its basic policies. - FY2017-Q2RestatedAnnual report
「Against this management backdrop, the Group worked to execute the key strategies and build the foundations set out in the medium-term management plan “Resonate2018,” whose basic policy was to enhance corporate value as a 100-year brand and pursue long-term, stable growth.」
The Company continues to pursue enhanced corporate value as a 100-year brand and long-term, stable growth as its basic policies. - FY2017-Q1First statedAnnual report
「The Company has worked to execute the key strategies and build the foundations set out in the medium-term management plan “Resonate2018,” whose basic policy was to enhance corporate value as a 100-year brand and pursue long-term, stable growth.」
The Company identifies its 100-year brand, enhanced corporate value, and long-term, stable growth as its basic management policies.