Rebuilding the Business Foundation and Improving Profitability Through the Medium-Term Management Plan
First written in FY2016. 31 of 41 entries say "Restated". Latest entry: 2026-10-13.
1 other company's latest entry also says "Raised".
- 2026-10-13Raisedkabutan.jp
「近鉄百 firm, raises full-year earnings and year-end lump-sum dividend forecasts」
The full-year earnings forecast was reported to have been raised, revising upward the outlook for performance against the earnings target. - FY2027-H1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2025–FY2028),” whose long-term vision is to become a “platformer for enriching people’s lives,” our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including the evolution into a “value store business.”」
Continuing to pursue the FY2025–FY2028 medium-term management plan, the evolution into a “value store business,” the 4 basic policies and improved profitability across each business. - 2026-07-10RestatedEarnings
「Based on the Medium-Term Management Plan for fiscal 2025 through fiscal 2028, whose long-term vision is to become a platform provider that enriches people’s lives, our Group has vigorously pursued initiatives under four basic policies, including the evolution into a “百“価”店事業” business, while making every effort to improve profitability in each business.」
The Group continues to pursue the Medium-Term Management Plan for fiscal 2025 through fiscal 2028, the evolution into a “百“価”店事業” business and initiatives based on four basic policies. - FY2026AdvancedAnnual report
「The consolidated operating profit target of ¥6.5 billion for FY2028, the final year of the “Medium-Term Management Plan,” was achieved ahead of schedule, with ¥6.7 billion recorded in the current consolidated fiscal year.」
Against the FY2028 operating profit target of ¥6.5 billion for the final year of the FY2025–FY2028 medium-term management plan, ¥6.7 billion was recorded in the fiscal year ending February 2026, achieving the operating profit target ahead of schedule. Meanwhile, the targets of ROE of at least 9.0% and an operating margin of at least 5.0% for the plan period remain in place. - FY2026-H1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2025–FY2028)” announced on 11 April of this year, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including the evolution into a “value store business,” with the aim of becoming the “platformer for enriching people’s lives” set out as its long-term vision.」
Continuing to pursue the FY2025–FY2028 medium-term management plan, the evolution into a “value store business,” the 4 basic policies and improved profitability across each business. - FY2025ReframedAnnual report
「Based on the new Medium-Term Management Plan (FY2025–FY2028) formulated in April of this year, our group will carry out various initiatives to become a “value store,” a “new value-creation operating company,” by strengthening existing businesses centered on the Abeno Harukas Kintetsu Main Store and sales to external customers, while strengthening the foundation needed to respond to changes in the business environment.」
The company moved from the FY2021–FY2024 plan to the FY2025–FY2028 plan, which centers on the transition from a “department store” to a “value store,” strengthening existing businesses centered on the flagship store and sales to external customers, and strengthening the business foundation. The final-year target is operating profit of ¥6.5 billion and ROE of at least 9.0%. - FY2025-H1RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024),” for which the current consolidated fiscal year is the final year.」
In the final year of the medium-term management plan, continuing to pursue the long-term vision, the 4 basic policies and improved profitability across each business. - FY2025-Q1AdvancedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024),” for which the current consolidated fiscal year is the final year.」
The Medium-Term Management Plan (FY2021–FY2024) has entered its final year, and initiatives based on the long-term vision and 4 basic policies continue to be strongly pursued. - FY2024-Q3RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024).”」
Continuing to pursue initiatives based on the 4 basic policies and improved profitability across each business toward realizing the Medium-Term Management Plan (FY2021–FY2024) and the long-term vision. - FY2024-Q2RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024).”」
Continuing to pursue initiatives based on the Medium-Term Management Plan (FY2021–FY2024) and its 4 basic policies, as well as improved profitability across each business. - FY2024-Q1RestatedAnnual report
「Against this backdrop, our group made every effort to improve profitability across its businesses while strongly advancing initiatives based on the 4 basic policies, including maximizing the appeal of the Abeno–Tennoji area, with the aim of becoming the “platformer for enriching people’s lives” set out as the long-term vision in the “Medium-Term Management Plan (FY2021–FY2024).”」
Continuing to pursue initiatives based on the Medium-Term Management Plan (FY2021–FY2024) and its 4 basic policies, as well as improved profitability across each business. - FY2023AdvancedAnnual report
「Against this backdrop, based on the medium-term management plan entering its third year, our group will continue to devote itself to “creating affluent lifestyles and valuable life culture.”」
The Medium-Term Management Plan (FY2021–FY2024) has progressed into its third year, and initiatives based on the 4 basic policies continue to be pursued. The targets for FY2024 also remain operating profit of ¥6.5 billion, net income of ¥4 billion, ROE of at least 10.0% and ROA of at least 5.0%. - FY2023-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store,’” formulated in April 2021, we are working to further accelerate the structural reforms implemented to date and build new business models.」
Continuing to pursue accelerated structural reforms and the construction of new business models under the Medium-Term Management Plan (FY2021–FY2024). - FY2023-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store,’” formulated in April of last year, we are working to further accelerate the structural reforms implemented to date and build new business models.」
Continuing to pursue accelerated structural reforms and the construction of new business models under the Medium-Term Management Plan (FY2021–FY2024). - FY2023-Q1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store,’” formulated in April of last year, we are working to further accelerate the structural reforms implemented to date and build new business models.」
Continuing to pursue accelerated structural reforms and the construction of new business models under the Medium-Term Management Plan (FY2021–FY2024). - FY2022RestatedAnnual report
「In accordance with the basic policy described above, the consolidated management targets for FY2024, the final year of the “Medium-Term Management Plan,” are as follows.」
In the second year of the Medium-Term Management Plan (FY2021–FY2024), continuing to pursue structural reforms, business portfolio transformation and the 4 basic policies. Final-year targets are operating profit of ¥6.5 billion, net income attributable to owners of the parent of ¥4 billion, ROE of at least 10.0% and ROA of at least 5.0%. - FY2022-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives,” formulated in April of last year, we are working to further accelerate the structural reforms implemented to date and build new business models, but performance was difficult because the temporary closure of stores and shortened operating hours following the declaration of a state of emergency had a significant impact.」
Continuing to accelerate structural reforms and build new business models under the FY2021–FY2024 medium-term management plan. Meanwhile, performance was difficult because of the impact of store closures and shortened operating hours. - FY2022-Q1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2021–FY2024),” whose concept is “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store,’” formulated in April of this year, we are working to further accelerate the structural reforms implemented to date and build new business models, but performance was difficult during the cumulative first quarter of the fiscal year because of the impact of the pandemic.」
Continuing to pursue the FY2021–FY2024 medium-term management plan, accelerate structural reforms and build new business models. The plan concept is explicitly stated as “Transforming into a co-creation-oriented multi-developer that enriches people’s lives: from a ‘department store’ to a ‘value store.’” - FY2021ReframedAnnual report
「To enable our group to continue growing sustainably, based on the “Medium-Term Management Plan (FY2021–FY2024)” formulated in April of this year, we will further accelerate the structural reforms implemented to date and devote ourselves to building new business models.」
The company moved from the FY2018–FY2020 plan to the FY2021–FY2024 plan, which centers on accelerating structural reforms and building new business models. Targets for FY2024 are consolidated operating profit of ¥6.5 billion, net income of ¥4 billion, ROE of at least 10.0% and ROA of at least 5.0%. - FY2021-Q3RestatedAnnual report
「Against this backdrop, our group is pursuing initiatives based on the concept of transforming into a “co-creation-oriented multi-developer” under the “Medium-Term Management Plan (FY2018–FY2020),” but the cumulative third quarter of the fiscal year saw substantial declines in revenue and profit, partly because stores were temporarily closed and operating hours shortened under the state of emergency.」
Continuing to pursue the FY2018–FY2020 medium-term management plan and initiatives based on its concept. Meanwhile, revenue and profit declined substantially because of temporary store closures and shortened operating hours. - FY2021-Q2RestatedAnnual report
「Against this backdrop, our group is pursuing initiatives based on the concept of transforming into a “co-creation-oriented multi-developer” under the “Medium-Term Management Plan (FY2018–FY2020),” but the cumulative second quarter of the fiscal year saw substantial declines in revenue and profit, partly because stores were temporarily closed and operating hours shortened under the state of emergency.」
Initiatives under the medium-term management plan continued, but temporary store closures and shortened operating hours under the state of emergency resulted in substantial declines in revenue and profit. - FY2021-Q1RestatedAnnual report
「Against this backdrop, our group is pursuing initiatives based on the concept of transforming into a “co-creation-oriented multi-developer” under the “Medium-Term Management Plan (FY2018–FY2020),” but the cumulative first quarter of the fiscal year saw substantial declines in revenue and profit amid difficult economic conditions caused by the COVID-19 pandemic.」
Reports that initiatives based on the medium-term management plan and its basic concept are continuing, while revenue and profit declined substantially amid the impact of the COVID-19 pandemic. - FY2020AdvancedAnnual report
「Against this backdrop, our group will do its utmost to provide an environment in which customers can shop safely and with peace of mind and create a workplace where employees can work safely, while flexibly adapting and executing initiatives based on the basic policies of the “Medium-Term Management Plan (FY2018–FY2020),” which is entering its final year, to changes in customer trends.」
The FY2018–FY2020 medium-term management plan has entered its final year, and the group has moved to the stage of executing the plan’s initiatives flexibly in response to changes in customer trends. The final-year management targets remain revenue of ¥280 billion, operating profit of ¥6.5 billion, net income attributable to owners of the parent of ¥4.3 billion, ROE of at least 10.0% and ROA of at least 5.0%. - FY2020-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020),” our group steadily implemented initiatives centered on the management concept of “Transforming into a co-creation-oriented multi-developer,” making every effort across its businesses to improve profitability.」
Continuing to implement initiatives under the FY2018–FY2020 medium-term management plan and the management concept of “Transforming into a co-creation-oriented multi-developer.” - FY2020-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020),” our group steadily implemented initiatives centered on the management concept of “Transforming into a co-creation-oriented multi-developer,” making every effort across its businesses to improve profitability.」
Continuing to report the implementation of initiatives and profitability improvement under the FY2018–FY2020 medium-term management plan and the management concept of “Transforming into a co-creation-oriented multi-developer.” - FY2020-Q1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan FY2018–FY2020,” our group steadily implemented initiatives centered on the management concept of “Transforming into a co-creation-oriented multi-developer,” making every effort across its businesses to improve profitability.」
Continuing to implement initiatives under the FY2018–FY2020 medium-term management plan and the management concept of transforming into a co-creation-oriented multi-developer. - FY2019RestatedAnnual report
「We regard the period covered by the plan as a time to strengthen the profitability of the department store business and reinforce business models that will serve as new pillars of earnings for further growth, and will carry out initiatives under the plan.」
Continuing to pursue stronger profitability in the department store business and reinforcement of business models that will serve as new pillars of earnings under the FY2018–FY2020 medium-term management plan. - FY2019-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020)” formulated in April of last year, our group made every effort to improve profitability, advancing various initiatives to create a “community co-creation department store” that grows together with the community to realize a new department store business model, as well as to build business models in new business fields.」
Continuing to pursue a new department store business model, business models in new business fields and improved profitability under the FY2018–FY2020 medium-term management plan. - FY2019-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2018–FY2020)” formulated in April of this year, our group made every effort across its businesses to improve profitability, including by advancing various initiatives to build a new department store business model, establish a business model for future growth and maximize the appeal of the Abeno–Tennoji area.」
Continuing to pursue a new department store business model, a business model for future growth and maximization of the Abeno–Tennoji area’s appeal under the FY2018–FY2020 medium-term management plan. - FY2019-Q1RestatedAnnual report
「Based on the “Medium-Term Management Plan (FY2018–FY2020)” formulated in April of this year, we made every effort across our businesses to improve profitability, including by advancing various initiatives to build a new department store business model, establish a business model for future growth and maximize the appeal of the Abeno–Tennoji area.」
Continuing to pursue a new department store business model, a business model for future growth, maximization of the Abeno–Tennoji area’s appeal and improved profitability under the FY2018–FY2020 medium-term management plan. - FY2018ReframedAnnual report
「In April of this year, we formulated the “Medium-Term Management Plan (FY2018–FY2020),” whose key elements are set out below. We regard the next 3 years as a period for strengthening the department store business’s profitability and reinforcing the business models that will serve as new pillars of earnings for further growth, and will carry out initiatives under the plan.」
The company moved from the FY2015–FY2017 medium-term management plan to the new FY2018–FY2020 plan. The plan centers on strengthening the profitability of the department store business and reinforcing business models that will serve as new pillars of earnings, with targets for the final year of revenue of ¥280 billion, operating profit of ¥6.5 billion, net income attributable to owners of the parent of ¥4.3 billion, ROE of at least 10.0% and ROA of at least 5.0%. - FY2018-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2015–FY2017),” our group made every effort across its businesses to improve profitability, including by advancing various initiatives to strengthen customer attraction at the Abeno Harukas Kintetsu Main Store, rebuild regional core stores and develop future sources of earnings.」
Continuing to report the 3 priority initiatives and improved profitability under the medium-term management plan. - FY2018-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2015–FY2017),” our group made every effort across its businesses to improve profitability, including by advancing various initiatives to strengthen customer attraction at the Abeno Harukas Kintetsu Main Store, rebuild regional core stores and develop future sources of earnings.」
Continuing to report the 3 priority initiatives and profitability improvement efforts in the final year of the medium-term management plan. - FY2018-Q1AdvancedAnnual report
「Against this backdrop, entering the final year of the “Medium-Term Management Plan (FY2015–FY2017),” our group made every effort across its businesses to improve profitability, including by advancing various initiatives to strengthen customer attraction at the Abeno Harukas Kintetsu Main Store, rebuild regional core stores and develop future sources of earnings.」
The medium-term management plan has progressed from its second year to its final year, with the 3 existing priority initiatives continuing to be implemented. - FY2017RestatedAnnual report
「Against this backdrop, entering the second year of the “Medium-Term Management Plan (FY2015–FY2017),” our group made every effort across its businesses to improve profitability, treating the strengthening of customer attraction at the Abeno Harukas Kintetsu Main Store, the rebuilding of regional core stores and the development of future sources of earnings as its highest-priority issues.」
In the second year of the medium-term management plan, continuing to pursue the existing 3 priority issues and improved profitability. - FY2017-Q3RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2015–FY2017),” our group made every effort across its businesses to improve profitability, including by advancing various initiatives to strengthen customer attraction at the Abeno Harukas Kintetsu Main Store, rebuild regional core stores and develop future sources of earnings.」
Continuing to pursue stronger customer attraction, the rebuilding of regional core stores, the development of future sources of earnings and improved profitability under the medium-term management plan. - FY2017-Q2RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2015–FY2017),” our group made every effort across its businesses to improve profitability, including by advancing various initiatives to strengthen customer attraction at the Abeno Harukas Kintetsu Main Store, rebuild regional core stores and develop future sources of earnings.」
Continuing to pursue stronger customer attraction, the rebuilding of regional core stores, the development of future sources of earnings and improved profitability under the medium-term management plan. - FY2017-Q1RestatedAnnual report
「Against this backdrop, based on the “Medium-Term Management Plan (FY2015–FY2017),” our group made every effort across its businesses to improve profitability, including by advancing various initiatives to strengthen customer attraction at the Abeno Harukas Kintetsu Main Store and rebuild regional core stores.」
Continuing initiatives under the medium-term management plan to strengthen customer attraction, rebuild regional core stores and improve profitability. - FY2016First statedAnnual report
「Based on the plan, we are promoting company-wide initiatives to strengthen sales capabilities, aiming to improve profitability at each store, led by our flagship Abeno Harukas Kintetsu Main Store, at an early stage and establish a robust group business base capable of withstanding various changes in the external environment.」
The FY2015–FY2017 medium-term management plan sets out the strengthening of sales capabilities, improved profitability at each store and the establishment of a robust group business base.