Sustainable growth and improved profitability under the Sixth Medium-Term Management Plan, “IMPACT 2017”
First written in FY2017-Q1. 5 of 8 entries say "Restated". Latest entry: FY2019.
No other company in this theme has enough history to compare yet.
- FY2019DroppedAnnual reportThere was no mention of the Sixth Medium-Term Management Plan, “IMPACT 2017”; the Group had transitioned to implementing the Seventh Medium-Term Management Plan, “IMPACT 2020.”
- FY2018ReframedAnnual report
「During the consolidated fiscal year from 1 February 2017 to 31 January 2018, Japan’s economy remained on a moderate recovery track, supported by improving corporate earnings and employment conditions.」
The Sixth Medium-Term Management Plan, “IMPACT 2017,” completed its final year, and the Group transitioned to the new Seventh Medium-Term Management Plan, “IMPACT 2020.” The achievement of the Sixth Plan’s targets was not expressly stated. - FY2018-Q3RestatedAnnual report
「In the 70th anniversary year of the Company’s founding and the final year of the Sixth Medium-Term Management Plan, a three-year plan titled “IMPACT 2017” (fiscal year ended January 2016 (FY2015) to fiscal year ending January 2018 (FY2017)), the Group continued to promote specific initiatives under 7 priority measures, using “business reform,” “challenge” and “mindset reform” as key themes, with the aim of further increasing corporate value.」
In the final year of the Sixth Medium-Term Management Plan, the Group continued its efforts to increase corporate value, pursue business reform, challenge and mindset reform, and implement the 7 priority measures. - FY2018-Q2RestatedAnnual report
「Against this backdrop, in the 70th anniversary year of the Company’s founding and the final year of the Sixth Medium-Term Management Plan, a three-year plan titled “IMPACT 2017” (fiscal year ended January 2016 (FY2015) to fiscal year ending January 2018 (FY2017)), the Group continued to promote specific initiatives under 7 priority measures, using “business reform,” “challenge” and “mindset reform” as key themes, with the aim of further increasing corporate value.」
In the final year of the Sixth Medium-Term Management Plan, the Group continued its efforts to increase corporate value, pursue business reform, challenge and mindset reform, and implement the 7 priority measures. - FY2018-Q1RestatedAnnual report
「Against this backdrop, in the 70th anniversary year of the Company’s founding and the final year of the Sixth Medium-Term Management Plan, a three-year plan titled “IMPACT 2017” (fiscal year ended January 2016 (FY2015) to fiscal year ending January 2018 (FY2017)), the Group continued to promote specific initiatives under 7 priority measures, using “business reform,” “challenge” and “mindset reform” as key themes, with the aim of further increasing corporate value.」
In the final year of the Sixth Medium-Term Management Plan, the Group continued the existing 7 priority measures while changing the stated objective from “sustainable growth and improved profitability” to “increasing corporate value.” - FY2017-Q3RestatedAnnual report
「Against this backdrop, in the second year of the Sixth Medium-Term Management Plan, a three-year plan titled “IMPACT 2017” (fiscal year ended January 2016 (FY2015) to fiscal year ending January 2018 (FY2017)), the Group promoted specific initiatives under 7 priority measures, using “business reform,” “challenge” and “mindset reform” as key themes, with the aim of achieving further sustainable growth and improved profitability.」
In the second year of the Sixth Medium-Term Management Plan, the Group continued to pursue sustainable growth, improved profitability and the 7 priority measures. - FY2017-Q2RestatedAnnual report
「Against this backdrop, in the second year of the Sixth Medium-Term Management Plan, a three-year plan titled “IMPACT 2017” (fiscal year ended January 2016 (FY2015) to fiscal year ending January 2018 (FY2017)), the Group promoted specific initiatives under 7 priority measures, using “business reform,” “challenge” and “mindset reform” as key themes, with the aim of achieving further sustainable growth and improved profitability.」
In the second year of the Sixth Medium-Term Management Plan, the Group continued to pursue sustainable growth, improved profitability and the 7 priority measures. - FY2017-Q1First statedAnnual report
「In the second year of the Sixth Medium-Term Management Plan, a three-year plan titled “IMPACT 2017” (fiscal year ended January 2016 (FY2015) to fiscal year ending January 2018 (FY2017)), the Group promoted specific initiatives under 7 priority measures, using “business reform,” “challenge” and “mindset reform” as key themes, with the aim of achieving further sustainable growth and improved profitability.」
In the second year of the three-year plan covering FY2015 to FY2017, the Group pursued sustainable growth and improved profitability through 7 priority measures focused on business reform, challenge and mindset reform.