Realizing a Group That Continues to Grow Toward 2020
First written in FY2016. 17 of 26 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 11 companies on the "Worse" side.
2 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The Group will continue to grow steadily toward the world's highest levels and aims over the long term to rank among the world's top 100 companies by market capitalization.」
As a long-term target under GC2027, the Group set out a new level of achievement, ranking among the world's top 100 companies by market capitalization, following its target of exceeding ¥10 trillion. - 2026-05-20RestatedGeneral Meetings of Shareholders
「In fiscal 2025, the first year of the medium-term management strategy "GC2027," we pursued three growth drivers while engaging in repeated dialogue with our stakeholders: (1) refining and expanding existing businesses, (2) capital allocation and investment strategies for growth, and (3) pursuit of the Global crossvalue platform,」
The Company continues to identify the growth drivers under GC2027 and the enhancement of corporate value as core management priorities. - FY2026-H1RestatedAnnual report
「There have been no material changes during the six-month interim consolidated accounting period in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It has been reaffirmed that there have been no material changes to the management policies, business environment and issues to be addressed, etc. described in the previous fiscal year. - FY2025ReframedAnnual report
「The Group aims to achieve a market capitalization of more than ¥10 trillion by FY2030.」
Building on the establishment of the earnings base under GC2024, GC2027 placed the acceleration of profit growth and enhancement of corporate value at the forefront as the next stage of growth. - FY2025-H1RestatedAnnual report
「There have been no material changes during the six-month interim consolidated accounting period in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It has been reaffirmed that there have been no material changes to the management policies, business environment and issues to be addressed, etc. under GC2024 and other plans. - FY2024AdvancedAnnual report
「The quantitative targets and FY2024 outlook under the medium-term management strategy, GC2024, are as follows.」
The FY2024 outlook for GC2024 comprises consolidated net profit of ¥480 billion, cumulative basic operating cash flow of approximately ¥1.7 trillion over 3 years, ROE of approximately 15%, and a net debt-to-equity ratio of approximately 0.6–0.7x. This gave concrete form to the progress of the plan and the next stage of profit growth. - FY2024-Q2RestatedAnnual report
「There have been no material changes during the six-month period ended [current second quarter] in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It has been reaffirmed that there have been no material changes to the management policies, business environment and issues to be addressed, etc. under GC2024 and other plans. The shareholder return policy, however, was updated separately. - FY2023AdvancedAnnual report
「The quantitative targets under the medium-term management strategy, GC2024, are as follows, and the Group will pursue long-term and medium-term enhancement of corporate value.」
The quantitative targets for GC2024 were set at consolidated net profit of ¥400 billion for FY2024, cumulative basic operating cash flow of ¥1.3 trillion over 3 years, ROE of 15%, and a net debt-to-equity ratio of approximately 0.7–0.8x. Progress for the current fiscal year was also disclosed. - FY2023-Q2RestatedAnnual report
「There have been no material changes during the six-month period ended [current second quarter] in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It has been reaffirmed that there have been no material changes to the management policies, business environment and issues to be addressed, etc. - FY2023-Q1RestatedAnnual report
「There have been no material changes during the three-month period ended [current first quarter] in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It has been reaffirmed that there have been no material changes to the management policies, business environment and issues to be addressed, etc. for the previous fiscal year. - FY2022RestatedAnnual report
「We have continued the long-term direction toward 2030 established under the previous medium-term management strategy, GC2021, and formulated the medium-term management strategy, GC2024, which began in FY2022, to address social and customer issues and create new value.」
The long-term direction toward 2030 established under GC2021 was maintained, and GC2024 began in FY2022. - FY2022-Q3ReframedAnnual report
「Under the new medium-term management strategy, GC2024, we will continue the long-term direction toward 2030 established under the current medium-term management strategy, GC2021, while addressing social and customer issues and creating new value.」
The long-term direction of GC2021 was maintained, while the Group transitioned to the new medium-term management strategy, GC2024. - FY2022-Q2RestatedAnnual report
「There have been no material changes during the six-month period ended [current second quarter] in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It has been reaffirmed that there have been no material changes to the management policies, business environment and issues to be addressed, etc. However, the policies on dividends and share repurchases were changed separately. - FY2022-Q1RestatedAnnual report
「There have been no material changes during the three-month period ended [current first quarter] in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It has been reaffirmed that there have been no material changes to the management policies, business environment and issues to be addressed, etc. - FY2021RestatedAnnual report
「The Marubeni Group has defined its vision, Global crossvalue platform, and formulated its three-year medium-term management strategy, GC2021, which sets out the basic management strategy of pursuing long-term enhancement of corporate value toward 2030, beginning in FY2019.」
Global crossvalue platform, enhancement of corporate value toward 2030, and GC2021 were reaffirmed as the basic policies. The revised GC2021, prioritizing the rebuilding and strengthening of the financial foundation, also remains in effect. - FY2021-Q3RestatedAnnual report
「There have been no material changes during the nine-month period ended [current third quarter] in the "Management Policies, Business Environment and Issues to Be Addressed, etc." described in the annual securities report for the previous fiscal year.」
It states that there have been no material changes to the management policies, business environment and issues to be addressed, etc. - FY2020ReframedAnnual report
「In addition to the need for an urgent recovery of the financial foundation following the substantial deficit recorded for the consolidated fiscal year, the business environment deteriorated significantly due to the spread of COVID-19, as described above. Having recognized that the impact on the Group's business activities may persist, we announced the following Basic Policies for GC2021 and Shareholder Return Policy on 7 May 2020, in order to thoroughly strengthen and rebuild the management foundation, with the safety of Group employees, customers and partners around the world as our top priority.」
While maintaining the basic growth strategy of GC2021, the policy was revised to prioritize rebuilding and strengthening the financial foundation and rebuilding the management foundation in response to the substantial deficit and COVID-19. - FY2019Cited as achievedAnnual report
「The results against the quantitative targets, based on the revision of 9 May 2017, are as follows.」
GC2018 was completed, and results against the revised quantitative targets were summarized. Profit for the year attributable to owners of the parent was ¥230.9 billion, cumulative free cash flow after dividends over 3 years was ¥740.4 billion, the net debt-to-equity ratio was 0.90x, and ROE was 13.9%, while new investments and financing totaled ¥287.3 billion, below the target range of ¥400 billion to ¥500 billion. - FY2018RestatedAnnual report
「The Marubeni Group aims to become a truly global company that prevails in competition with the world's top players in each field and market and contributes to regional economies and society.」
As its vision for 2020, the Group has reaffirmed its policy of becoming a truly global company that prevails in competition with the world's top players. - FY2018-Q3RestatedAnnual report
「The Marubeni Group has formulated its three-year medium-term management plan, Global Challenge 2018, which sets out the Group's vision for 2020 and its new management guidelines, and began implementing it in April 2016. Strengthening the financial foundation is identified as the top priority under Global Challenge 2018. We will also further expand our existing businesses while strategically promoting new businesses that could become core businesses of the Group in the future, thereby realizing a Marubeni Group that continues to grow.」
Global Challenge 2018 toward 2020, the policy prioritizing the strengthening of the financial foundation, and the expansion of existing businesses and promotion of new businesses have been reiterated. - FY2018-Q2RestatedAnnual report
「The Marubeni Group has formulated its three-year medium-term management plan, Global Challenge 2018, which sets out the Group's vision for 2020 and its new management guidelines, and began implementing it in April 2016. Strengthening the financial foundation is identified as the top priority under Global Challenge 2018. We will also further expand our existing businesses while strategically promoting new businesses that could become core businesses of the Group in the future, thereby realizing a Marubeni Group that continues to grow.」
Global Challenge 2018 toward 2020, the policy prioritizing the strengthening of the financial foundation, and the expansion of existing businesses and promotion of new businesses have been reiterated. - FY2018-Q1RestatedAnnual report
「The Marubeni Group has formulated its three-year medium-term management plan, Global Challenge 2018, which sets out the Group's vision for 2020 and its new management guidelines, and began implementing it in April 2016. Strengthening the financial foundation is identified as the top priority under Global Challenge 2018. We will also further expand our existing businesses while strategically promoting new businesses that could become core businesses of the Group in the future, thereby realizing a Marubeni Group that continues to grow.」
Global Challenge 2018 toward 2020 and the growth policy prioritizing the strengthening of the financial foundation have been reiterated. - FY2017ReframedAnnual report
「The Marubeni Group has formulated its three-year medium-term management plan, Global Challenge 2018, which sets out the Group's vision for 2020 and its new management guidelines, and began implementing it in April 2016. Strengthening the financial foundation is identified as the top priority under Global Challenge 2018. We will also further expand our existing businesses while strategically promoting new businesses that could become core businesses of the Group in the future, thereby realizing a Marubeni Group that continues to grow.」
The growth policy toward 2020 was maintained, while the revision of GC2018 on 9 May 2017 reorganized the plan around further strengthening the financial foundation and advancing the business strategy. - FY2017-Q3RestatedAnnual report
「The Marubeni Group has formulated its three-year medium-term management plan, Global Challenge 2018, which sets out the Group's vision for 2020 and its new management guidelines, and began implementing it in April 2016. Under Global Challenge 2018, we will further expand our existing businesses while strategically promoting new businesses that could become core businesses of the Group in the future, thereby realizing a Marubeni Group that continues to grow.」
The medium-term management plan toward 2020 and the policy of pursuing a Group that continues to grow have been reiterated. - FY2017-Q1RestatedAnnual report
「The Marubeni Group has formulated its three-year medium-term management plan, Global Challenge 2018, which sets out the Group's vision for 2020 and its new management guidelines, and began implementing it in April this year. Under Global Challenge 2018, we will further expand our existing businesses while strategically promoting new businesses that could become core businesses of the Group in the future, thereby realizing a Marubeni Group that continues to grow.」
The new medium-term management plan began in the current quarter, and the growth policy toward 2020 has been reiterated. - FY2016First statedAnnual report
「The Marubeni Group has formulated its three-year medium-term management plan, Global Challenge 2018, which sets out the Group's vision for 2020 and its new management guidelines, and began implementing it in April this year. Under Global Challenge 2018, we will further expand our existing businesses while strategically promoting new businesses that could become core businesses of the Group in the future, thereby realizing a Marubeni Group that continues to grow.」
A new three-year medium-term management plan setting out the Group's vision for 2020, starting in FY2016.