Enhancing Corporate Value Through the BREAKTHROUGH 2020 Medium- to Long-Term Management Plan
First written in FY2017-Q1. 14 of 23 entries say "Restated". Latest entry: 2026-08-07.
The whole theme swung hardest in 2021: 17 of 77 companies on the "Worse" side.
- FY2026Update of Long-Term Plan Metrics, Results and ForecastsAnnual report
「<Management Metrics / Based on the Long-Term Management Plan 2030 (announced in January 2020)>」
Fiscal 2025 results of ROA of 4.0%, business profit of ¥329.8 billion, ROE of 8.5% and EPS of ¥181.80 were disclosed, and the long-term plan targets of ROA of 5.0%, business profit of ¥350.0-400.0 billion, ROE of 10.0% and EPS of ¥200, together with the fiscal 2026 earnings forecast, were updated. - 2026-05-13AdvancedFinancial results presentation
「ROE was 8.5%, a substantial improvement from 7.6% at the end of the previous fiscal year.」
Actual ROE increased from 7.6% at the end of the previous fiscal year to 8.5%, and ROE of approximately 9% is expected for fiscal 2026. No change to the long-term management plan target itself was stated. - FY2026-H1RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the policy under the Long-Term Management Plan 2030 of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2025Update of Long-Term Plan Metrics, Results and ForecastsAnnual report
「<Management Metrics / Based on the Long-Term Management Plan 2030 (announced in January 2020)>」
Fiscal 2024 results of ROA of 4.0%, business profit of ¥309.6 billion, ROE of 7.6% and EPS of ¥151.04 were disclosed, and the long-term plan targets of ROA of 5.0%, business profit of ¥350.0-400.0 billion, ROE of 10.0% and EPS of ¥200, together with the fiscal 2025 earnings forecast, were updated. - FY2024-Q3RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2024-Q2RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2024-Q1RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2023Update of Long-Term Plan Metrics, Results and ForecastsAnnual report
「Under the Long-Term Management Plan 2030, launched in fiscal 2020, we aim to achieve growth of approximately ¥50.0 billion in each of the domestic asset, overseas asset and non-asset businesses.」
For the Long-Term Management Plan 2030, fiscal 2022 results of ROA of 4.4%, business profit of ¥296.9 billion, ROE of 7.9% and EPS of ¥125.54 were disclosed alongside the long-term targets of ROA of 5.0%, business profit of ¥350.0 billion to ¥400.0 billion, ROE of 10.0% and EPS of ¥200, as well as the fiscal 2023 earnings forecast. The disclosure of actual and forecast figures against the quantitative targets was updated. - FY2023-Q3RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2023-Q2RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2023-Q1RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2022-Q2RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2022-Q1RestatedAnnual report
「The Long-Term Management Plan 2030, which commenced in April 2020, also focuses on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and financing, in line with real estate market conditions.」
The company reaffirmed the Long-Term Management Plan 2030 policies of improving ROA and ROE, managing leverage based on the credit-rating level, and enhancing corporate value through a combination of growth investment, asset sales, shareholder returns and financing. - FY2021AdvancedAnnual report
「Under the Long-Term Management Plan 2030, launched in fiscal 2020, we aim to achieve growth of approximately ¥50.0 billion in each of the domestic asset, overseas asset and non-asset businesses.」
The Long-Term Management Plan 2030 sets a numerical target of approximately ¥50.0 billion in growth in each of the domestic asset, overseas asset and non-asset businesses. The plan also discloses targets of ROA of 5.0%, ROE of 10.0% and EPS of ¥200, together with fiscal 2020 results. - FY2021-Q1ReframedAnnual report
「Under the Long-Term Management Plan 2030, which began in April 2020, we continue to focus on improving ROE through higher ROA. Our basic policy is to control leverage appropriately within a range that allows us to maintain our current credit rating, and to enhance corporate value through the optimal combination of growth investment, asset sales, shareholder returns and funding in line with real estate market conditions.」
The planning framework shifted from the previous medium-term management plan to the Long-Term Management Plan 2030, launched in April 2020. The plan newly specifies improving ROE through higher ROA, managing leverage in light of credit ratings, and combining growth investment, asset sales, shareholder returns and funding. - FY2019ReframedAnnual report
「We are steadily pursuing our businesses based on the three-year medium-term management plan beginning in fiscal 2017.」
Management planning is described primarily in terms of the three-year medium-term management plan beginning in fiscal 2017, rather than under the previous name BREAKTHROUGH 2020; the plan theme has been reorganized around the new medium-term plan. - FY2019-Q2RestatedAnnual report
「Under the medium-term management plan beginning in fiscal 2017, looking 10 years ahead and guided by the Group-wide principle of transforming into a highly competitive corporate group at a speed that anticipates changes in the times, we position the plan period as a three-year period for translating into profit the results of strengthening our earnings base through the previous plan period. Alongside securing reliable earnings as major projects, including office buildings mainly in the Marunouchi area, begin operations, we will expand and advance our overseas businesses and revitalize the value chain in our asset-turnover investments.」
The medium-term management plan beginning in fiscal 2017 continues to target the realization in profit of the results of strengthening the earnings base, the start-up of major projects, the expansion and advancement of overseas businesses, and the revitalization of the value chain in asset-turnover investments. - FY2017AchievedAnnual report
「In quantitative terms, the targets for the final year of the medium-term management plan, fiscal 2016, were operating income of at least ¥165.0 billion, EBITDA (Note 1) of at least ¥250.0 billion, EBITDA/total assets of at least 5.0%, and net interest-bearing debt (Note 2)/EBITDA of no more than the 8x range. Actual results for fiscal 2016 were operating income of ¥192.4 billion, EBITDA of ¥279.7 billion, EBITDA/total assets of 5.2% and net interest-bearing debt/EBITDA of 7.7x, achieving all of the targets.」
The company states that it achieved all quantitative targets for fiscal 2016 under BREAKTHROUGH 2020, including operating income, EBITDA, EBITDA/total assets and net interest-bearing debt/EBITDA. - FY2017-Q3RestatedAnnual report
「Under the medium- to long-term management plan BREAKTHROUGH 2020, which began in fiscal 2011 and covers fiscal 2011 through fiscal 2020, we have steadily pursued our businesses by establishing a 10-year long-term basic strategy and a 3-year medium-term strategy from a longer-term perspective, in light of changes in the business environment surrounding the Group, including the maturation of the domestic market and globalization. The medium-term management plan beginning in fiscal 2014 positions the plan period as a three-year period for realizing higher corporate value. We have set company-wide numerical targets for growth, efficiency and soundness, while further strengthening development capabilities in each business area, promoting collaboration within the Group and strengthening the value chain, and developing the organizational structure needed to execute the medium-term management plan.」
The duration of the medium- to long-term management plan, the medium-term plan aimed at enhancing corporate value, company-wide numerical targets, and initiatives to strengthen development capabilities, Group collaboration and the value chain are reiterated, with no changes. - FY2017-Q2RestatedAnnual report
「On 1 June 2011, we also formulated and announced the medium- to long-term management plan BREAKTHROUGH 2020, covering fiscal 2011 through fiscal 2020, with fiscal 2011 as its first year.」
The medium- to long-term management plan, its 10-year long-term basic strategy and 3-year medium-term strategy, company-wide numerical targets for growth, efficiency and soundness, and the policy of enhancing corporate value are reiterated, with no material changes. - FY2017-Q1First statedAnnual report
「On 1 June 2011, we formulated and announced the medium- to long-term management plan BREAKTHROUGH 2020, covering fiscal 2011 through fiscal 2020, with fiscal 2011 as its first year.」
The plan sets a 10-year long-term basic strategy and a 3-year medium-term strategy, positioning the medium-term plan as a three-year period for realizing higher corporate value. It establishes company-wide numerical targets for growth, efficiency and soundness, as well as initiatives to strengthen development capabilities, collaboration within the Group and the value chain.