Growth Strategy Targeting Fiscal 2019 under Vision100
First written in FY2016. 16 of 20 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2025: 3 of 9 companies on the "Worse" side.
5 other companies' latest entry also says "Restated".
- FY2026RestatedAnnual report
「The Long-Term Vision “Vision2030,” announced in November 2021, and the Seventh Medium-Term Management Plan (fiscal 2025 through fiscal 2027), announced in April 2025, establish objective indicators and other measures for assessing progress toward management targets.」
Vision2030 and the Seventh Medium-Term Management Plan continue to serve as the framework for management objectives. - FY2025ReframedAnnual report
「The Long-Term Vision “Vision2030,” announced in November 2021, and the Seventh Medium-Term Management Plan (fiscal 2025 through fiscal 2027), announced in April 2025, establish objective indicators and other measures for assessing progress toward management targets.」
While continuing Vision2030, the Company newly linked it to the Seventh Medium-Term Management Plan for fiscal 2025–2027. - FY2024RestatedAnnual report
「In light of this business environment, the Long-Term Vision “Vision2030,” formulated in November 2021, established “strengthening earning power,” “fundamentally strengthening the real estate business,” “creating areas people choose to live along” and “expanding into new business domains,” among others, as priority strategies.」
Vision2030 and its priority strategies continue to be positioned at the core of management policy. - FY2023RestatedAnnual report
「The Long-Term Vision “Vision2030,” formulated in November 2021, sets out the following management policies for realizing its basic philosophy: “balanced deepening of the establishment of a stable foundation through creating areas people choose to live along and strengthening the medium- to long-term growth foundation through expanding business domains,” and “decisive structural reform and strengthening earning power based on the transition to the new normal.”」
Vision2030 continues to be positioned at the core of management policy, with creating areas people choose to live along, expanding business domains, structural reform and strengthening earning power reiterated as priority policies. - FY2022RestatedAnnual report
「In light of this business environment, Sotetsu Group formulated the Long-Term Vision “Vision2030,” targeting 2030, and the Sixth Medium-Term Management Plan (fiscal 2022 through fiscal 2024) in November 2021.」
The Long-Term Vision Vision2030 and the Sixth Medium-Term Management Plan, announced in the previous quarter, are further detailed in the annual report through their management policies and priority strategies. - FY2022-Q3ReframedAnnual report
「The Group announced on 25 November 2021 the Sixth Medium-Term Management Plan (fiscal 2022 through fiscal 2024) and the Long-Term Vision “Vision2030,” which had been under formulation in the annual securities report for the previous fiscal year, and newly established objective indicators and other measures for assessing progress toward management targets.」
The Group announced the Sixth Medium-Term Management Plan and Long-Term Vision “Vision2030,” which had been under formulation, and transitioned from the previous framework centered on Vision100 to a new plan and vision. - FY2020-Q3RestatedAnnual report
「The reciprocal through services between the Sotetsu lines and JR lines, which commenced on 30 November 2019, and the reciprocal through services between the Sotetsu lines and Tokyu lines scheduled for the second half of fiscal 2022 are expected to improve convenience for areas along the Sotetsu lines and greatly enhance their future prospects and potential. Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, and strive to increase the value of those areas and maintain and build the Sotetsu brand,」
The framework under Vision100 for linking the launch of reciprocal through services with the JR lines and the planned reciprocal through services with the Tokyu lines to the enhancement of value along the railway lines is reiterated. - FY2020-Q2RestatedAnnual report
「The reciprocal through services between the Sotetsu lines and JR lines scheduled for 30 November 2019 and between the Sotetsu lines and Tokyu lines scheduled for the second half of fiscal 2022 are expected to improve convenience for areas along the Sotetsu lines and greatly enhance their future prospects and potential. Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, and strive to increase the value of those areas and maintain and build the Sotetsu brand,」
The policy of advancing reciprocal through services, railway services, developing areas along the railway lines and building the brand on the basis of Vision100 is reiterated. - FY2020-Q1RestatedAnnual report
「The planned reciprocal through services between the Sotetsu lines and JR lines in November 2019 and between the Sotetsu lines and Tokyu lines in the second half of fiscal 2022 are expected to improve convenience for areas along the Sotetsu lines and greatly enhance their future prospects and potential. Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, and strive to increase the value of those areas and maintain and build the Sotetsu brand,」
The policy of advancing reciprocal through services, enhancing railway services, developing areas along the railway lines and building the brand on the basis of Vision100 is reiterated. - FY2019RestatedAnnual report
「Under its group management structure, with the Company as a pure holding company, Sotetsu Group is actively working toward realizing the Group vision “Vision100,” formulated as a long-term growth strategy roadmap targeting fiscal 2019, with the aim of achieving further growth.」
Vision100 continues to be positioned as the growth strategy roadmap targeting fiscal 2019 and is linked to the priority measures of the medium-term management plan. - FY2019-Q3RestatedAnnual report
「The Group is also actively advancing plans for reciprocal through services with the JR lines and Tokyu lines. Under the Group vision “Vision100,” it will actively work to further enhance services in the railway business and develop areas along its railway lines, and strive to increase the value of those areas and maintain and build the Sotetsu brand,」
The framework for advancing reciprocal through services, enhancing railway services, developing areas along the railway lines and building the brand under Vision100 is reiterated. - FY2019-Q2RestatedAnnual report
「In addition, the planned reciprocal through services between the Sotetsu lines and JR lines and between the Sotetsu lines and Tokyu lines are expected to improve convenience for areas along the Sotetsu lines and greatly enhance their future prospects and potential. Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, and strive to increase the value of those areas and maintain and build the Sotetsu brand,」
The framework for advancing reciprocal through services, enhancing railway services, developing areas along the railway lines and building the brand under Vision100 is reiterated. - FY2018-Q3RestatedAnnual report
「In addition, as Sotetsu Group seeks to establish a resilient consolidated management structure capable of responding swiftly to a rapidly changing business environment, it is pursuing the selection and concentration of businesses based on the Group vision “Vision100” (hereinafter, “Vision100”),」
The policy of establishing a resilient consolidated management structure and pursuing the selection and concentration of businesses on the basis of Vision100 is reiterated. - FY2018-Q2RestatedAnnual report
「Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, and strive to increase the value of those areas and maintain and build the Sotetsu brand,」
The framework for enhancing railway services, developing areas along the railway lines and building the brand on the basis of Vision100 is reiterated. - FY2018-Q1RestatedAnnual report
「Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, strive to increase the value of those areas and maintain and build the Sotetsu brand, and meet shareholders' expectations by maximizing the Company's corporate value and, consequently, the common interests of its shareholders. At the same time, to secure the trust of all stakeholders, including shareholders, the Group will work to further enhance and strengthen its corporate governance structure, including thorough compliance.」
The framework for advancing railway services, developing areas along the railway lines, building the brand and strengthening governance under Vision100 is reiterated. - FY2017ReframedAnnual report
「The three years through fiscal 2019, the final year of Vision100, were positioned as the final phase of Vision100. The Group formulated a new medium-term management plan aimed at “creating areas people choose to live along” and “establishing a strong business foundation,” and announced the Sotetsu Group Medium-Term Management Plan for fiscal 2017 through fiscal 2019 in May 2017.」
The final three years of Vision100 were positioned as its final phase, leading into the new medium-term management plan for fiscal 2017 through fiscal 2019. - FY2017-Q3RestatedAnnual report
「In addition, the planned reciprocal through services between the Sotetsu lines and JR lines and between the Sotetsu lines and Tokyu lines are expected to improve convenience for areas along the Sotetsu lines and greatly enhance their future prospects and potential. Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, and strive to increase the value of those areas and maintain and build the Sotetsu brand,」
The framework for advancing reciprocal through services, enhancing railway services, developing areas along the railway lines and building the brand on the basis of Vision100 is reiterated. - FY2017-Q2RestatedAnnual report
「In addition, the planned reciprocal through services between the Sotetsu lines and JR lines and between the Sotetsu lines and Tokyu lines are expected to improve convenience for areas along the Sotetsu lines and greatly enhance their future prospects and potential. Under the Group vision “Vision100,”」
The framework for advancing reciprocal through services and enhancing the value of areas along the railway lines under Vision100 is reiterated. - FY2017-Q1RestatedAnnual report
「Under the Group vision “Vision100,” the Group will actively work to further enhance services in the railway business and develop areas along its railway lines, strive to increase the value of those areas and maintain and build the Sotetsu brand, and meet shareholders' expectations by maximizing the Company's corporate value and, consequently, the common interests of its shareholders.」
Vision100 continues to serve as the basic framework for enhancing the value of areas along the railway lines and the brand. - FY2016First statedAnnual report
「Under its group management structure, with the Company as a pure holding company, Sotetsu Group formulated Vision100 in September 2010 as a long-term growth strategy roadmap targeting fiscal 2019, with the aim of achieving further growth, and has been actively working toward its realization.」
Vision100 is positioned as the core of the Group's long-term growth strategy.