Building Japan’s Highest-Quality Food and Hospitality Group
First written in FY2016-Q2. 11 of 17 entries say "Restated". Latest entry: FY2025.
Royal Holdings moved to the "Worse" side of this theme in 2021.
The whole theme swung hardest in 2021: 3 of 8 companies on the "Worse" side.
2 other companies' latest entry also says "Reframed".
- FY2025ReframedAnnual report
「In February 2025, we formulated Management Vision 2035 under the theme “Bringing smiles to local communities and society through food and hospitality.” Under the accompanying Medium-Term Management Plan 2025–2027, whose basic policy is “From transformation to growth, and then to a leap forward,” we are pursuing four group-wide strategies—brand, global, sustainability and human resources—with a view to enhancing corporate value over the long term on a stable basis.」
The group updated its future vision from “providing food and hospitality unconstrained by time or place” to Management Vision 2035, focused on bringing smiles to local communities and society, and specified four group-wide strategies. - 2026-03-02ReframedGeneral Meetings of Shareholders
「Toward achieving the vision, “Bringing smiles to communities and society through food and hospitality,” set out in the “Management Vision 2035” formulated on 14 February 2025」
The company's future vision has been given concrete form through “Management Vision 2035” and “Bringing smiles to communities and society through food and hospitality.” - FY2022ReframedAnnual report
「Going forward, by implementing the newly formulated medium-term management plan based on the vision of “providing food and hospitality unconstrained by time or place,” we will clarify the core strategy for each business and work as one group to become a corporate group that earns the empathy and support of all stakeholders while pursuing long-term, stable growth in corporate value.」
The group’s future vision was reorganized from laying the groundwork for Management Vision 2030 to a medium-term management plan centered on “providing food and hospitality unconstrained by time or place.” - FY2020ReframedAnnual report
「Following the deterioration in the business environment from the second half of 2020 onward, the group began laying the groundwork for formulating Management Vision 2030 and the Sixth Medium-Term Management Plan.」
The focus of long-term planning shifted from “Royal Group Management Vision 2020” to laying the groundwork for Management Vision 2030 and the Sixth Medium-Term Management Plan. - FY2019-Q3RestatedAnnual report
「The group is working toward achieving “Royal Group Management Vision 2020”」
The long-term vision looking ahead to 2020 continued to serve as a management premise. - FY2019-Q2RestatedAnnual report
「To achieve “Royal Group Management Vision 2020,” the group formulated “Beyond 2020,” a medium-term management plan running through 2020, in November 2017.」
“Royal Group Management Vision 2020,” with fiscal 2020 as its final year, continued as the overarching policy for the medium-term management plan. - FY2019-Q1RestatedAnnual report
「To achieve “Royal Group Management Vision 2020,” the group formulated “Beyond 2020,” a medium-term management plan running through 2020, in November 2017.」
“Royal Group Management Vision 2020” continued as the overarching policy for the medium-term plan through 2020. - FY2018-Q3RestatedAnnual report
「The group is working toward achieving “Royal Group Management Vision 2020”」
The long-term vision through 2020 continued to serve as a management premise. - FY2018-Q2RestatedAnnual report
「The group is working toward achieving “Royal Group Management Vision 2020”」
“Royal Group Management Vision 2020,” looking ahead to 2020, continued to serve as the premise for the medium-term management plan. - FY2018-Q1RestatedAnnual report
「The group is working toward achieving “Royal Group Management Vision 2020”」
The long-term vision through 2020 continued to serve as a management premise. - FY2017ReframedAnnual report
「In September 2010, the group formulated its long-term vision, “Royal Group Management Vision 2020,” with fiscal 2020 as its final year, and is working to become “Japan’s highest-quality food and hospitality group” in fiscal 2020, the final year of the vision.」
The group’s previous vision for quality and hospitality was clearly positioned as a long-term vision running through fiscal 2020. - FY2017-Q3RestatedAnnual report
「The group is working toward building “Japan’s highest-quality food and hospitality group”」
The group continues to present its future vision for quality and hospitality. - FY2017-Q2RestatedAnnual report
「The group is working toward building “Japan’s highest-quality food and hospitality group”」
The group continues to present its future vision for quality and hospitality. - FY2017-Q1RestatedAnnual report
「The group is working toward building “Japan’s highest-quality food and hospitality group”」
The group continues to present its future vision for quality and hospitality. - FY2016RestatedAnnual report
「Toward building “Japan’s highest-quality food and hospitality group”」
The group continues to present its future vision for quality and hospitality. - FY2016-Q3RestatedAnnual report
「Toward building “Japan’s highest-quality food and hospitality group”」
The group continues to present its future vision for quality and hospitality. - FY2016-Q2First statedAnnual report
「Toward building “Japan’s highest-quality food and hospitality group”」
Presented as the group’s future vision for quality and service.