Building a three-segment structure and growth platform through VIORB2030 Phase 1
First written in FY2023. 7 of 9 entries say "Advanced", first in FY2025-H1. Latest entry: 2026-08-07.
No other company in this theme has enough history to compare yet.
- 2026-08-07AdvancedEarnings presentation
「Continue pursuing complementary M&A targeting business partners with sales synergies, such as TVE and Nippon Fenoール, to strengthen the core of our earnings (targeting equity-method earnings plus sales synergy earnings).」
The company specified a policy of continuing complementary M&A targeting business partners with sales synergies, such as TVE and Nippon Fenoール, to strengthen the earnings base of existing businesses. - FY2026AdvancedAnnual report
「ⅰ Business expansion in growth areas Accelerate complementary M&A for existing businesses ⅱ Execute structural reforms in low-growth, low-profitability businesses Deploy the necessary management resources flexibly to improve profitability」
Specific measures under VIORB2030 Phase 1 included complementary M&A, structural reform of low-growth and low-profitability businesses, strengthening the resilience of group companies, and resource allocation. - FY2026-H1AdvancedAnnual report
「To achieve the goals of the VIORB2030 Phase 1 medium-term management plan currently underway, we are working to strengthen our energy business. As part of this effort, we entered into capital and business alliances with TVE Co., Ltd. and Fenwal Controls of Japan,Ltd., which have strengths in power plant-related equipment, making them equity-method affiliates of our company. By working proactively and closely with these companies, we are enhancing synergies with our group’s strength in sales and expanding the business, with results continuing to accumulate.」
As measures to strengthen the energy business under VIORB2030 Phase 1, it was stated that cooperation with TVE and Fenwal Controls of Japan,Ltd. had been reflected in segment results, with synergies with sales capabilities and progress in business expansion continuing to accumulate. - FY2025AdvancedAnnual report
「ⅰ Business expansion in growth areas Accelerate complementary M&A for existing businesses ⅱ Execute structural reforms in low-growth, low-profitability businesses Deploy the necessary management resources flexibly to improve profitability」
Complementary M&A in growth areas, structural reform of low-growth and low-profitability businesses, strengthening the resilience of group companies, and reviewing cash allocation were added as further strategies under VIORB2030 Phase 1. - FY2025-H1AdvancedAnnual report
「The order backlog for automation and labor-saving projects, identified as a priority area under the medium-term management plan "VIORB2030 Phase1," is steadily increasing.」
It was stated that the order backlog for automation- and labor-saving-related projects was steadily increasing as a priority area under VIORB2030 Phase 1. - FY2024RestatedAnnual report
「Based on the following fundamental strategies, the company will establish a sustainable earnings structure and strengthen the Group as a whole.」
VIORB2030 Phase 1 continues to focus on sales strategy, human resources strategy, and business portfolio restructuring. - FY2023First statedAnnual report
「The Group formulated and is implementing “VIORB2030 Phase 1,” a four-year Medium-Term Management Plan covering April 2023 to March 2027. It serves as the first half of the long-term management vision “VIORB 2030” and is positioned as a plan to lay the foundation for the Group’s dramatic growth.」
As a plan covering the first four years of VIORB 2030, the company introduced a new execution framework to establish a sustainable earnings structure and strengthen the Group as a whole.