Sustainable Growth and the Industrialization of the Hospitality Business Under “Fly to 2017”
First written in FY2016-Q2. 14 of 24 entries say "Restated". Latest entry: FY2026-H1.
No other company in this theme has enough history to compare yet.
- FY2026-H1RestatedAnnual report
「Under the basic policy of “From transformation to growth, and then to a leap forward” in the Medium-Term Management Plan 2025–2027 formulated on 14 February 2025, our group is pursuing group-wide strategies focused on the four priority issues of brand strategy, global strategy, sustainability strategy and human resources strategy, while addressing the challenges arising from the business environment described above.」
The Medium-Term Management Plan 2025–2027, its basic policy and four group-wide strategies continue to serve as the management framework. - FY2025AdvancedAnnual report
「We are progressing steadily toward achieving the final-year target of ¥67.50 set under the Medium-Term Management Plan 2025–2027. Per-share net income is stated after taking into account the two-for-one stock split of common shares implemented on 1 January 2026.」
Looking ahead to the second year of the Medium-Term Management Plan 2025–2027, the company reported fiscal 2025 EPS of ¥57.48 and described progress toward the final-year target of ¥67.50 as steady. - 2026-03-02RestatedGeneral Meetings of Shareholders
「In the coming fiscal year, the second year of the “Medium-Term Management Plan 2025–2027,” we will continue to pursue a company-wide strategy focused on the “brand strategy,” “global strategy,” “sustainability strategy” and “human resources strategy,” under the basic policy of “From transformation to growth, and then to further leaps forward.”」
The basic policy and 4 key priorities of the Medium-Term Management Plan 2025–2027 remain in place. - FY2025-H1ReframedAnnual report
「Under the basic policy of “From transformation to growth, and then to a leap forward” in the Medium-Term Management Plan 2025–2027 formulated on 14 February 2025, we are pursuing group-wide strategies focused on the four priority issues of brand strategy, global strategy, sustainability strategy and human resources strategy.」
The plan was updated from the medium-term management plan for 2022–2024 to the Medium-Term Management Plan 2025–2027, with the basic policy “From transformation to growth, and then to a leap forward.” The priority issues were organized into four strategies covering brand, global operations, sustainability and human resources. - FY2023AdvancedAnnual report
「The principal financial targets for the final year of the medium-term management plan for 2022–2024 are as follows: strengthening earnings power: sales of ¥136.0 billion, ordinary profit of ¥6.5 billion and EBITDA of ¥14.0 billion; creating shareholder value: EPS of approximately ¥80; maintaining a sound financial base: an equity ratio of approximately 40%; and improving capital efficiency: ROE of at least 8%.」
In fiscal 2023, revenue was ¥138.9 billion, ordinary profit ¥5.266 billion, EBITDA ¥12.635 billion, EPS ¥76.82, the equity ratio 38.0% and ROE 8.8%. Revenue and ROE exceeded their targets, while ordinary profit, EBITDA, EPS and the equity ratio remained below the final-year targets. - FY2022ReframedAnnual report
「The principal financial targets for the final year of the medium-term management plan for 2022–2024 are as follows: strengthening earnings power: sales of ¥136.0 billion, ordinary profit of ¥6.5 billion and EBITDA of ¥14.0 billion; creating shareholder value: EPS of approximately ¥80; maintaining a sound financial base: an equity ratio of approximately 40%; and improving capital efficiency: ROE of at least 8%.」
The plan shifted from “Beyond 2020” to the medium-term management plan for 2022–2024, which established final-year targets for sales, ordinary profit, EBITDA, EPS, the equity ratio and ROE. - FY2020Missed final-year numerical targetsAnnual report
「Under “Beyond 2020,” the medium-term management plan for which the current consolidated fiscal year was the final year, we set a fiscal 2020 sales target of ¥150,000 million. However, as sales declined substantially as described above, the target was missed by ¥65,696 million.」
“Beyond 2020” reached its final year, with sales falling ¥65,696 million short of the ¥150,000 million target. The targets for ordinary profit, ordinary profit margin, ROA and ROE were also missed because of the impact of COVID-19. - FY2019-Q3RestatedAnnual report
「Built on the Group’s basic management philosophy, this medium-term management plan expresses our commitment to pursuing sustainable growth while reaffirming the role society expects us to play amid major changes in the times, promoting further productivity improvements through higher added value, development of new markets and greater efficiency, and undertaking research and development, market development, work-style reform and collaboration with other companies to enhance corporate value over the next 10 years.」
The objectives of “Beyond 2020”—sustainable growth, higher productivity and enhanced corporate value over the next 10 years—continued to be emphasized. - FY2019-Q2RestatedAnnual report
「Built on the Group’s basic management philosophy, this medium-term management plan expresses our commitment to pursuing sustainable growth while reaffirming the role society expects us to play amid major changes in the times, promoting further productivity improvements through higher added value, development of new markets and greater efficiency, and undertaking research and development, market development, work-style reform and collaboration with other companies to enhance corporate value over the next 10 years.」
The objectives of “Beyond 2020”—sustainable growth, higher productivity and enhanced corporate value over the next 10 years—continued to be emphasized. - FY2019-Q1RestatedAnnual report
「Built on the Group’s basic management philosophy, this medium-term management plan expresses our commitment to pursuing sustainable growth while reaffirming the role society expects us to play amid major changes in the times, promoting further productivity improvements through higher added value, development of new markets and greater efficiency, and undertaking research and development, market development, work-style reform and collaboration with other companies to enhance corporate value over the next 10 years.」
The objectives of “Beyond 2020”—sustainable growth, higher productivity and enhanced corporate value over the next 10 years—continued to be emphasized. - FY2018-Q3RestatedAnnual report
「To realize “Royal Group Management Vision 2020,” our group formulated the medium-term management plan “Beyond 2020” in November 2017, with 2020 as its final year.」
“Beyond 2020” continued as the medium-term management plan through fiscal 2020. - FY2018-Q2RestatedAnnual report
「To realize “Royal Group Management Vision 2020,” our group formulated the medium-term management plan “Beyond 2020” in November 2017, with 2020 as its final year.」
“Beyond 2020” continued as the medium-term management plan through fiscal 2020. - FY2018-Q1RestatedAnnual report
「To realize “Royal Group Management Vision 2020,” our group formulated the medium-term management plan “Beyond 2020” in November 2017, with 2020 as its final year.」
The group continued “Beyond 2020” as its medium-term management plan and reconfirmed 2020 as its final year. - FY2017ReframedAnnual report
「In November 2017, our group formulated the three-year medium-term management plan “Beyond 2020,” covering the period from January 2018 through December 2020. For fiscal 2020, its final year, we set the following specific numerical targets: revenue of ¥150 billion, consolidated ordinary profit of ¥7.5 billion, a consolidated ordinary profit margin of 5.0%, ROA of 7.0% and ROE of 8.0%.」
The medium-term plan changed from “Fly to 2017,” which had reached its final year, to “Beyond 2020,” covering 2018 through 2020, with new numerical targets for revenue, profit, margins, ROA and ROE. - FY2017-Q3RestatedAnnual report
「In November 2014, we formulated “Fly to 2017,” a medium-term management plan with fiscal 2017 as its final year. Against a backdrop of significant changes in the business environment surrounding the group, the plan seeks sustainable growth and aims to industrialize the hospitality business while fully reflecting changes in the times, including the diversification of working styles.」
The group continued to pursue “Fly to 2017,” sustainable growth and the industrialization of the hospitality business through the third quarter of the final year. - FY2017-Q2RestatedAnnual report
「In November 2014, we formulated “Fly to 2017,” a medium-term management plan with fiscal 2017 as its final year. Against a backdrop of significant changes in the business environment surrounding the group, the plan seeks sustainable growth and aims to industrialize the hospitality business while fully reflecting changes in the times, including the diversification of working styles.」
The group continued to pursue “Fly to 2017,” sustainable growth and the industrialization of the hospitality business through the second quarter of the final year. - FY2017-Q1RestatedAnnual report
「To build “Japan’s highest-quality food and hospitality group,” the group formulated “Fly to 2017,” a medium-term management plan with fiscal 2017 as its final year, in November 2014. Against a backdrop of significant changes in the business environment surrounding the group, the plan seeks sustainable growth and aims to industrialize the hospitality business while fully reflecting changes in the times, including the diversification of working styles.」
The group continued to pursue “Fly to 2017,” sustainable growth and the industrialization of the hospitality business through the plan’s final year. - FY2016RestatedAnnual report
「In November 2014, we formulated “Fly to 2017,” a medium-term management plan with fiscal 2017 as its final year. Against a backdrop of significant changes in the business environment surrounding the group, the plan seeks sustainable growth and aims to industrialize the hospitality business while fully reflecting changes in the times, including the diversification of working styles.」
The group continued to pursue the medium-term plan through fiscal 2017, sustainable growth and the industrialization of the hospitality business. - FY2016-Q3RestatedAnnual report
「We formulated “Fly to 2017,” a medium-term management plan with fiscal 2017 as its final year. Against a backdrop of significant changes in the business environment surrounding the group, the plan seeks sustainable growth and aims to industrialize the hospitality business while fully reflecting changes in the times.」
There was no substantive change in the direction of the medium-term plan through fiscal 2017, sustainable growth and the industrialization of the hospitality business. - FY2016-Q2First statedAnnual report
「We formulated “Fly to 2017,” a medium-term management plan with fiscal 2017 as its final year. Against a backdrop of significant changes in the business environment surrounding the group, the plan seeks sustainable growth and aims to industrialize the hospitality business while fully reflecting changes in the times.」
The plan’s objectives were sustainable growth and the industrialization of the business through fiscal 2017.