Long-Term Vision “TOLI VISION 2030” and New Medium-Term Management Plan “SHINKA Plus ONE”
First written in FY2021. 6 of 13 entries say "Restated". Latest entry: FY2025.
0 other companies' latest entry also says "Achieved".
- FY2025AchievedAnnual report
「As a result, in the current fiscal year, the final year of the plan, the Group achieved all five medium-term management targets: consolidated net sales of ¥10.0 billion or more, consolidated operating profit of ¥400 million or more, consolidated ROE of 7.0% or more, a recycling rate of 85% or more, and a 40% or greater reduction in industrial waste emissions versus fiscal 2019.」
The Group states that, in the final year of SHINKA Plus ONE, it achieved all five targets covering consolidated net sales, operating profit, ROE, the recycling rate and industrial waste emissions reduction. - FY2025-H1RaisedAnnual report
「Under these business conditions, the Group is implementing its four-year medium-term management plan, “SHINKA Plus ONE,” ending in the fiscal year ending March 2025, to achieve its long-term vision, TOLI VISION 2030. During the fiscal year, the Group will work to complete each key strategy with the aim of achieving all five medium-term management targets: consolidated net sales of ¥10.0 billion or more, consolidated operating profit of ¥400 million or more, consolidated ROE of 7.0% or more, a recycling rate of 85% or more, and a 40% or greater reduction in industrial waste emissions versus fiscal 2019.」
SHINKA Plus ONE’s final year was specified as the fiscal year ending March 2025, and the Group has entered the final execution stage, aiming to achieve all targets, including those raised from the previously announced final-year targets, such as consolidated operating profit of ¥400 million or more and ROE of 7.0% or more. - FY2024-Q2RestatedAnnual report
「Under the SHINKA Plus ONE Medium-Term Management Plan covering fiscal years 2021–2024, our group is pursuing the 5 priority strategies—A. strengthening core businesses, B. expanding growth businesses, C. creating a fifth business, D. strengthening group-wide functions and E. building a management foundation supporting growth—to realize the long-term vision TOLI VISION 2030.」
Toward TOLI VISION 2030, the Group continues to advance the five key strategies under SHINKA Plus ONE for fiscal 2021 through fiscal 2024. No new numerical targets or achievement milestones have been presented. - FY2024-Q1RestatedAnnual report
「Under the SHINKA Plus ONE Medium-Term Management Plan covering fiscal years 2021–2024, our group is pursuing the 5 priority strategies—A. strengthening core businesses, B. expanding growth businesses, C. creating a fifth business, D. strengthening group-wide functions and E. building a management foundation supporting growth—to realize the long-term vision TOLI VISION 2030.」
The target period for SHINKA Plus ONE was set as fiscal 2021 through fiscal 2024, reaffirming the advancement of the five key strategies toward TOLI VISION 2030. - FY2023RaisedAnnual report
「In light of the fact that the key capital investment plans forming the core of “SHINKA Plus ONE” are progressing approximately one year behind schedule, the Group reviewed the timetable for each strategy under the three-year medium-term plan and revised the duration of “SHINKA Plus ONE” from 3 years to 4 years. At the same time, the Group revised its final-year management targets upward and will steadily implement its key strategies for further growth.」
Following delays in the key capital investment plans, the plan period was revised from 3 years to 4 years, while the targets for the fiscal year ending March 2025 were raised to net sales of ¥10.0 billion or more, operating profit of ¥350 million or more and ROE of 5.5% or more. Targets through the fiscal year ending March 2031 include operating profit of ¥600 million or more and ROE of 10.0% or more. - FY2023-Q3RestatedAnnual report
「Against this backdrop, the Group is pursuing five priority strategies under the medium-term management plan “SHINKA Plus ONE,” formulated to achieve the long-term vision <TOLI VISION 2030>: A. strengthening the resilience of the core business, B. growth and expansion of businesses with growth potential, C. creation of the fifth business, D. strengthening functions spanning the Group, and E. building a management platform that supports growth.」
Toward TOLI VISION 2030, the Group continues to advance the five key strategies under SHINKA Plus ONE. No new numerical targets or achievement milestones have been presented. - FY2023-Q2RestatedAnnual report
「Against this backdrop, the Group is pursuing five priority strategies under the medium-term management plan “SHINKA Plus ONE,” formulated to achieve the long-term vision <TOLI VISION 2030>: A. strengthening the resilience of the core business, B. growth and expansion of businesses with growth potential, C. creation of the fifth business, D. strengthening functions spanning the Group, and E. building a management platform that supports growth.」
Toward TOLI VISION 2030, the Group continues to advance the five key strategies under SHINKA Plus ONE. No new numerical targets or achievement milestones have been presented. - FY2023-Q1RestatedAnnual report
「Against this backdrop, the Group is pursuing five priority strategies under the medium-term management plan “SHINKA Plus ONE,” formulated to achieve the long-term vision <TOLI VISION 2030>: A. strengthening the resilience of the core business, B. growth and expansion of businesses with growth potential, C. creation of the fifth business, D. strengthening functions spanning the Group, and E. building a management platform that supports growth.」
Toward TOLI VISION 2030, the Group continues to advance the five key strategies under SHINKA Plus ONE. No new numerical targets or achievement milestones have been presented. - FY2022RaisedAnnual report
「Net sales ¥9.5 billion or more ¥10.0 billion or more Operating profit ¥300 million or more ¥600 million or more ROE (return on equity) 5.0% or more 10.0% or more CO₂ emissions (Scopes 1 and 2) *1 — 30% reduction (versus fiscal 2020) Recycling rate *2 85% or more 90% or more Industrial waste emissions *3 40% or more reduction (versus fiscal 2019) 60% or more reduction (versus fiscal 2019)」
In addition to the medium-term targets through the fiscal year ending March 2024, the Group has set targets through the fiscal year ending March 2030 of ¥10.0 billion in net sales, ¥600 million in operating profit, ROE of 10%, and reductions in CO₂ emissions, waste and other targets, thereby extending the targets’ time horizon and scope. - FY2022-Q3AdvancedAnnual report
「Against this backdrop, the Group has been implementing its new medium-term management plan, “SHINKA Plus ONE,” since April 2021. To achieve its long-term vision, TOLI VISION 2030, the Group is advancing five key strategies: A. strengthening its core businesses; B. expanding and accelerating growth in businesses with further growth potential; C. creating a fifth business; D. strengthening functions across the Group; and E. building a management platform to support growth. During the fiscal year, the Group focused particularly on the full-scale operation of in-house production of dope-dyed nylon yarn and the use of its tile carpet recycling plant, which fall under strategies A and D, respectively.」
The Group has continued the five key strategies under SHINKA Plus ONE and progressed to specific initiatives, including the full-scale operation of in-house production of dope-dyed nylon yarn and the use of its tile carpet recycling plant. - FY2022-Q2RestatedAnnual report
「Against this backdrop, the Group has been rolling out the new medium-term management plan “SHINKA Plus ONE” since April of this year. To achieve the long-term vision <TOLI VISION 2030>, it is pursuing 5 priority strategies: A. strengthening the resilience of the core business, B. growth and expansion of businesses with growth potential, C. creation of the fifth business, D. strengthening functions spanning the Group, and E. building a management platform that supports growth.」
The company continues to advance the five key strategies under “SHINKA Plus ONE,” launched in April 2021, toward TOLI VISION 2030. No new numerical targets or milestones have been presented. - FY2022-Q1AdvancedAnnual report
「Against this backdrop, the Group has been rolling out the new medium-term management plan “SHINKA Plus ONE” since April of this year. To achieve the long-term vision <TOLI VISION 2030>, it is pursuing 5 priority strategies: A. strengthening the resilience of the core business, B. growth and expansion of businesses with growth potential, C. creation of the fifth business, D. strengthening functions spanning the Group, and E. building a management platform that supports growth.」
The company began rolling out the new medium-term management plan “SHINKA Plus ONE” in April 2021 and has entered the implementation phase for the 5 priority strategies toward TOLI VISION 2030. - FY2021First statedAnnual report
「The company has entered a new stage beyond the milestone of its centennial anniversary and set its next target as its 110th year in business (fiscal 2029). To achieve its long-term vision <TOLI VISION 2030>, it formulated the new medium-term management plan “SHINKA Plus ONE,” with the 3 years from fiscal 2021 designated as Phase I. Under the medium-term management plan “SHINKA Plus ONE,” the company has set medium-term consolidated management targets of ¥95.0 billion in net sales, ¥3.0 billion in operating income, and ROE (return on equity) of at least 5.0%. “SHINKA Plus ONE” establishes 5 priority strategies and 11 action themes, and the company will advance measures to achieve them.」
As a new plan following SHINKA-100, the company formulated TOLI VISION 2030, designating the 3 years from fiscal 2021 as Phase I and fiscal 2029, its 110th year in business, as the target year. It specifies net sales of ¥95.0 billion, operating income of ¥3.0 billion, ROE of at least 5.0%, 5 priority strategies, and 11 action themes.