Diversifying Flow Businesses and Expanding Stock-Fee Businesses
First written in FY2016. 9 of 13 entries say "Reframed", first in FY2019. Latest entry: FY2026.
Mirarth Holdings moved to the "Worse" side of this theme in 2024.
0 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In March 2026, the company announced an update to its medium-term management plan, maintaining its basic policy while responding to accelerating changes in the external environment and making steady growth investments. Under the “Redefinition of the Growth Strategy,” it positioned newly built detached-home subdivisions and renovated-resale businesses as growth drivers for the real estate business, while rebuilding the group’s business portfolio, stepping up investment in growth businesses and establishing a medium- to long-term growth base.」
In March 2026, the company updated the medium-term management plan through the fiscal year ending March 2028, announced in May 2025, and explicitly identified newly built detached-home subdivisions and renovated-resale businesses as growth drivers for the real estate business. - FY2025ReframedAnnual report
「In May 2025, the company announced a new medium-term management plan covering the fiscal year ending March 2028 and established “Be a Takara for Local Communities” as its long-term vision through 2030, setting important themes for its management platform and business strategy.」
Under the existing long-term vision through 2030, the company added a new medium-term management plan through the fiscal year ending March 2028. It reorganized the key themes as sustainability, capital efficiency and stakeholders for the management platform, and productivity, cash-generating businesses and portfolio optimization for the business strategy. - FY2024ReframedAnnual report
「In October 2023, the company formulated a “Long-Term Vision” through the fiscal year ending March 2030 to embody the group’s purpose: “Making the future of people and the planet happy through the power to design a sustainable environment.”」
The company reorganized its previous focus on growth in the real estate and energy businesses and the shift from flow to stock revenues into a long-term vision focused on creating value for local communities and the environment toward 2030. - FY2023RaisedAnnual report
「By the fiscal year ending March 2030, the company intends to grow its real estate and energy businesses so that they account for a 1:1 share of EBITDA.」
In addition to its existing policy of diversifying the business portfolio and expanding the energy business, the company presented a specific growth target of achieving a 1:1 EBITDA ratio between the real estate and energy businesses by the fiscal year ending March 2030. - FY2023-Q3ReframedAnnual report
「In addition to its real estate and asset management businesses, the group plans to expand its energy business as another pillar of growth. It also aims to contribute to a sustainable society through real estate and renewable energy.」
Separate from the seven pillars of the previous medium-term management plan, the company identified real estate, asset management and energy as three pillars of growth, and also stated its contribution to a sustainable society through renewable energy. - FY2022RestatedAnnual report
「In May 2021, the company announced a new medium-term management plan covering the fiscal year ending March 2025 and formulated the long-term vision “Establishing a National Brand—Becoming a company trusted by all stakeholders as a professional in space, urban and renewable energy development,” establishing the following seven pillars as key initiatives.」
The company continues to pursue the medium-term management plan through the fiscal year ending March 2025, announced in the previous fiscal year, together with its seven key initiatives. - FY2021ReframedAnnual report
「In May 2021, the company announced a new medium-term management plan covering the fiscal year ending March 2025 and formulated the long-term vision “Establishing a National Brand—Becoming a company trusted by all stakeholders as a professional in space, urban and renewable energy development.” It established the following seven pillars as key initiatives: ① Further expansion of core businesses ② Maximization of group synergies ③ Optimization of the business portfolio ④ Establishment of a stable financial base ⑤ Improving productivity and creating new services through digital transformation ⑥ Proactive ESG initiatives ⑦ Developing human resources and creating a rewarding work environment」
The company reorganized its previous plan through the fiscal year ending March 2021 into a new medium-term management plan through the fiscal year ending March 2025 and the long-term vision of “Establishing a National Brand,” expanding the key initiatives to seven pillars. - FY2020RestatedAnnual report
「In May 2018, the company announced a new medium-term management plan covering the fiscal year ending March 2021. Under the theme “Evolution through Sustainable Transformation—New Common Sense for Lifestyles,” it established the following three key initiatives: ① Establishment of a stable and sustainable growth base ② Diversification of the business portfolio ③ ESG initiatives」
The company continues to pursue the medium-term management plan through the fiscal year ending March 2021, announced in the previous fiscal year, together with its three key initiatives. - FY2019ReframedAnnual report
「In May 2018, the company formulated a new medium-term management plan covering the fiscal year ending March 2021. Under the theme “Deepening through Sustainable Transformation—New Common Sense for Lifestyles,” it established the following three key initiatives: ① Establishment of a stable and sustainable growth base ② Diversification of the business portfolio ③ ESG initiatives」
The company reorganized the diversification of its traditional flow and stock revenues into three initiatives under the new medium-term management plan: the growth base, business portfolio and ESG. - FY2016First statedAnnual report
「In May 2015, the company formulated a new medium-term management plan, “Takara Leben Next Stage 2019,” covering the fiscal year ending March 2019. Under the theme “The Dawn of a New Era,” it established the following two key initiatives: ① Diversification of flow businesses ② Expansion of stock-fee businesses」
The plan included a profit mix of 65% from flow businesses and 35% from stock-fee businesses.