Challenge of Becoming an Integrated Meat-Processing Manufacturer
First written in FY2018. 11 of 19 entries say "Restated". Latest entry: FY2025-H1.
The whole theme swung hardest in 2025: 4 of 6 companies on the "Worse" side.
2 other companies' latest entry also says "Restated".
- FY2025-H1RestatedAnnual report
「Against this backdrop, the Group entered the second year of its medium-term management plan under the theme “rebuilding the earnings structure and sustainable business operations” and worked on measures to achieve the plan.」
The previous medium-term management plan theme of “Rebuilding the earnings structure and sustainable business operations” continued into its second year. - FY2024ReframedAnnual report
「The 86th fiscal year is the second year of the current medium-term management plan, whose theme is “Rebuilding the earnings structure and sustainable business operations.” Under the theme of “Embedding the new management philosophy and brand vision,” group employees will work together to address the following challenges.」
The plan has been reorganized from the previous focus on “Pursuing the position of an integrated meat-processing manufacturer” around embedding the new management philosophy and brand vision, new businesses, domestic business reform, and sustainability and strengthening the management foundation. - FY2024-Q1RestatedAnnual report
「Against this backdrop, the Group launched a new medium-term management plan this fiscal year under the theme “rebuilding the earnings structure and sustainable business operations” and worked on measures to achieve the plan.」
The new medium-term management plan theme, reorganized from themes including “Pursuing the position of an integrated meat-processing manufacturer,” continued after the start of the current fiscal year. - FY2023ReframedAnnual report
「The 85th fiscal year is the first year of the new medium-term management plan, whose theme is “Rebuilding the earnings structure and sustainable business operations.” Group employees will work together under this theme to address the following challenges.」
The strategic theme has been reorganized from the previous themes of “Pursuing the position of an integrated meat-processing manufacturer” and “Improving our business fundamentals to strengthen earnings power” to “Rebuilding the earnings structure and sustainable business operations” under the new medium-term management plan. - FY2023-Q3RestatedAnnual report
「Under the theme of “Improving our business fundamentals to strengthen earnings power,” the company has also pursued initiatives to achieve further growth.」
The company reconfirmed that it is continuing the 84th fiscal year's central theme of “Improving our business fundamentals to strengthen earnings power” and pursuing initiatives under that theme. - FY2023-Q2RestatedAnnual report
「Under the theme of “Improving our business fundamentals to strengthen earnings power,” the company has also pursued initiatives to achieve further growth.」
The company reconfirmed that it is continuing the 84th fiscal year's central theme of “Improving our business fundamentals to strengthen earnings power” and pursuing initiatives under that theme. - FY2023-Q1RestatedAnnual report
「Under the theme of “Improving our business fundamentals to strengthen earnings power,” the company has also pursued initiatives to achieve further growth.」
The company reconfirmed that it is continuing the theme of “Improving our business fundamentals to strengthen earnings power,” set out in the FY2022 full-year report, and pursuing initiatives under that theme. - FY2022ReframedAnnual report
「Amid a highly uncertain business environment resulting from the global spread of COVID-19 and worsening global conditions, in the 84th fiscal year employees will work together under the theme of “Improving our business fundamentals to strengthen earnings power” to address the following challenges.」
The strategy has been reorganized from the previous themes of “Pursuing the position of an integrated meat-processing manufacturer” and “Strengthening earnings power resilient to market conditions” around “Improving our business fundamentals to strengthen earnings power” in the 84th fiscal year, covering sustainability, the business platform and sales capabilities, and DX, business-process and logistics reform. - FY2022-Q3RestatedAnnual report
「Against this backdrop, under the theme of “Strengthening earnings power resilient to market conditions,” the group entered into a business alliance agreement with 富士総合食品株式会社 in July as a new initiative, is jointly developing high-value-added products such as meal kits, for which demand has been growing amid the COVID-19 pandemic, and is expanding sales channels beyond at-home consumption to the foodservice and prepared-food markets.」
The previous drive to strengthen integrated meat processing and processed-food functions is continuing under the theme of “Strengthening earnings power resilient to market conditions.” The company reconfirmed its joint product-development efforts with 富士総合食品 and its policy of expanding sales channels. - FY2022-Q2RestatedAnnual report
「Against this backdrop, under the theme of “Strengthening earnings power resilient to market conditions,” the group has pursued initiatives to achieve further growth. As a new initiative, in July this year it entered into a business alliance agreement with 富士総合食品株式会社 and has been jointly developing high-value-added products, including meal kits, for which demand has been growing amid the COVID-19 pandemic, while expanding sales channels beyond at-home consumption to the foodservice and prepared-food markets.」
The previous drive to strengthen integrated meat processing and processed-food functions is continuing under the fiscal 2021 theme of “Strengthening earnings power resilient to market conditions.” The policy of jointly developing products with 富士総合食品 and expanding sales channels was reconfirmed. - FY2021ReframedAnnual report
「Of the core strategies of the medium-term management plan, in fiscal 2021 employees will work together to prioritize the following challenges under the theme of “Strengthening earnings power resilient to market conditions.”」
The strategy has been reorganized from the previous themes of “Pursuing the position of an integrated meat-processing manufacturer” and “Business Revitalization and Growth” around “Strengthening earnings power resilient to market conditions” in fiscal 2021, covering 6 areas: existing businesses, processed foods, overseas operations, DX, corporate functions and sustainability. - FY2021-Q3RestatedAnnual report
「As a foundation for further growth, we will further strengthen existing businesses, including by restructuring our manufacturing and sales functions for processed foods. Specifically, we will strengthen our marketing and product development functions as well as our sales capabilities, provide products that better meet customer needs, and work to improve profitability. We will also actively pursue sales through e-commerce sites, whose user base has increased due to the impact of COVID-19.」
The company reconfirmed its policy of strengthening existing businesses by rebuilding processed-food manufacturing and sales functions, enhancing marketing, product development and sales capabilities, and expanding e-commerce sales. - FY2021-Q2RestatedAnnual report
「Amid a persistently challenging business environment, in the 82nd fiscal year, group employees will work together under the theme of “Business Revitalization and Growth” to address the following challenges. a. Further strengthening existing businesses: As a foundation for further growth, the company will further strengthen existing businesses, including by rebuilding its manufacturing and sales functions for processed foods.」
The direction of the medium-term plan, including the previous pursuit of the position of an integrated meat-processing manufacturer, is continuing under the 82nd fiscal year theme of “Business Revitalization and Growth” as a focus on strengthening existing businesses and rebuilding processed-food functions. - FY2021-Q1ReframedAnnual report
「As a foundation for further growth, the company will further strengthen existing businesses, including by rebuilding its manufacturing and sales functions for processed foods.」
The plan has been reorganized from the previous focus on pursuing the position of an integrated meat-processing manufacturer toward strengthening existing businesses by rebuilding the manufacturing and sales functions for processed foods under the 82nd fiscal year theme of business revitalization and growth. - FY2020-Q3RestatedAnnual report
「Against this backdrop, the group formulated a 3-year medium-term management plan beginning in the fiscal year ending March 2019 and is addressing the following 3 challenges. 1. Pursuing the position of an integrated meat-processing manufacturer (offensive initiatives) ・In addition to strengthening existing businesses, the company will invest in overseas business expansion and increased manufacturing and processing capacity.」
The company reconfirmed its pursuit of the position of an integrated meat-processing manufacturer, including overseas expansion and increased manufacturing and processing capacity, as the first challenge under the 3-year medium-term management plan beginning in the fiscal year ending March 2019. - FY2020-Q2RestatedAnnual report
「Against this backdrop, the group formulated a 3-year medium-term management plan beginning in the fiscal year ending March 2019 and is addressing the following 3 challenges. 1. Pursuing the position of an integrated meat-processing manufacturer (offensive initiatives) ・In addition to strengthening existing businesses, the company will invest in overseas business expansion and increased manufacturing and processing capacity.」
The company reconfirmed its pursuit of the position of an integrated meat-processing manufacturer, including overseas expansion and increased manufacturing and processing capacity, as the first challenge under the 3-year medium-term management plan. - FY2019AdvancedAnnual report
「Against this backdrop, the group began a new 3-year medium-term management plan this fiscal year and has started laying the groundwork for further growth. Specifically, to meet growing demand for processed foods, it brought a new hamburger plant into operation.」
The new medium-term plan, including the pursuit of the position of an integrated meat-processing manufacturer, entered its full-year execution phase, with the new hamburger plant becoming operational, the sales network strengthened, and deboning robots introduced. - FY2019-Q2AdvancedAnnual report
「The Group launched a new 3-year medium-term management plan this fiscal year and began laying the groundwork for further growth based on 3 basic strategies: “challenging the position of an integrated meat processor,” “strengthening the Group’s competitiveness through business process reform,” and “strengthening corporate functions.” Specifically, a new hamburger plant was completed in September and began full-scale operations in October.」
The new medium-term management plan, which includes pursuing the position of an integrated meat-processing manufacturer, entered the execution phase, with the completion and start of full-scale operations at a new hamburger plant representing concrete progress. - FY2018First statedAnnual report
「Based on the core strategies of the 3-year plan beginning in fiscal 2018, the company will implement the following strategies centered on 3 pillars: offensive initiatives, defensive initiatives, and strengthening the functions that support them. ① Pursuing the position of an integrated meat-processing manufacturer (offensive initiatives): In addition to strengthening existing businesses, the company will invest in overseas business expansion and increased manufacturing and processing capacity. ・Strengthen overseas operations and domestic production in cooperation with Mitsui & Co., Ltd., and strengthen procurement capabilities through information sharing within the group ・Improve the competitiveness and added value of meat manufacturing through capital investment ・Strengthen proposal and sales capabilities through Team Starzen and develop foodservice channels ・Increase manufacturing capacity and establish a sales structure for prepared foods and ready-to-eat products through capital investment」
As the offensive pillar of the new 3-year plan, the company has for the first time systematized an integrated strategy covering overseas expansion, domestic production and procurement capabilities, manufacturing facilities, higher value-added products, proposal and sales capabilities, and increased capacity for prepared and ready-to-eat foods.