Sustainable Growth through the “Group Management Vision V: Limitless Progress”
First written in FY2016. 25 of 36 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026RestatedAnnual report
「Under the Group Management Vision “Yusho 2034,” safety remains the top priority for management across the Group, and employees remain the “protagonists” in creating new value.」
Under “Yusho 2034,” it continues to prioritize safety, value creation with employees as the protagonists, and two-pillar management based on mobility and lifestyle solutions. - FY2026-H1ReframedAnnual report
「To move beyond what has previously been taken for granted and take the Group’s sustainable growth to the next stage, the Group established a new Group Management Vision, “Yusho 2034,” in July 2025.」
It moved from the previous “Transformation 2027” to the new Group Management Vision “Yusho 2034.” It positions fiscal 2031 as a turning point for management and advocates two-pillar management based on mobility and lifestyle solutions, and the creation of synergies built on Suica. - FY2025ReframedAnnual report
「The Group is currently developing a new Group Management Vision and plans to announce it on 1 July 2025.」
While continuing “Transformation 2027,” it is developing a new Group Management Vision and has stated that it plans to announce it on 1 July 2025. - FY2025-H1RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure, promote strategies that form the foundation for growth and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its basic policy of advancing safety, improved profitability, stronger management fundamentals, growth-platform strategies and ESG management under “Accelerating Transformation.” - FY2024AdvancedAnnual report
「The Group views the major transformation of society as an opportunity to further accelerate the structural reforms it has pursued across its businesses. By formulating and boldly implementing a new growth strategy, it will accelerate “Transformation 2027.”」
While continuing “Transformation 2027,” it explicitly set out accelerated structural reform, a new growth strategy, two-pillar management based on mobility and lifestyle solutions, and business portfolio transformation. - FY2024-Q3RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure, promote strategies that form the foundation for growth and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its basic policy of advancing safety, improved profitability, stronger management fundamentals, growth-platform strategies and ESG management under “Accelerating Transformation.” - FY2024-Q2RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure, promote strategies that form the foundation for growth and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It reiterated its basic policy of advancing safety, improved profitability, stronger management fundamentals, growth-platform strategies and ESG management under “Accelerating Transformation.” - FY2024-Q1Addition of a key priorityAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure, promote strategies that form the foundation for growth and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
“Promoting strategies that form the foundation for growth” was explicitly designated as a key priority under “Accelerating Transformation.” - FY2023AdvancedAnnual report
「Going forward, while steadily advancing various initiatives, the Group will shift decisively toward a more proactive stance, particularly in fiscal 2023, and accelerate progress toward achieving “Transformation 2027” by pursuing the creation of new value.」
In addition to continuing “Accelerating Transformation,” it positioned fiscal 2023 as a period of transition to a “proactive stance” aimed at creating new value. - FY2023-Q3RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its basic policy of advancing safety, improved profitability, stronger management fundamentals and ESG management under “Accelerating Transformation,” with the aim of achieving “Transformation 2027.” - FY2023-Q2RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its basic policy of advancing safety, improved profitability, stronger management fundamentals and ESG management under “Accelerating Transformation,” with the aim of achieving “Transformation 2027.” - FY2023-Q1RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its basic policy of advancing safety, improved profitability, stronger management fundamentals and ESG management under “Accelerating Transformation,” with the aim of achieving “Transformation 2027.” - FY2022RestatedAnnual report
「By maximizing the Group’s capabilities and creating new value through the integration of its 3 services, transportation, lifestyle and IT and Suica services, the Group will bring the ratio of operating revenues from the Transportation segment to those from all other segments to “6:4” in fiscal 2025. It will continue to prioritize the allocation of management resources to growth fields, with the aim of achieving “5:5” at an early date.」
It continues to integrate transportation, lifestyle, IT and Suica services and prioritize the allocation of resources to growth fields under “Transformation 2027” and “Accelerating Transformation.” - FY2022-Q3RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its policy of advancing safety, improved profitability, stronger management fundamentals and ESG management under “Accelerating Transformation,” with the aim of achieving “Transformation 2027.” - FY2022-Q2RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its policy of advancing safety, improved profitability, stronger management fundamentals and ESG management under “Accelerating Transformation,” with the aim of achieving “Transformation 2027.” - FY2022-Q1RestatedAnnual report
「Under “Accelerating Transformation,” the policy for the post-pandemic society announced in September 2020, the Group continued to position safety as management’s top priority, worked to improve profitability, fundamentally strengthen its management structure and practice ESG management, and accelerated progress toward achieving the Group Management Vision “Transformation 2027.”」
It continues its policy of advancing safety, improved profitability, stronger management fundamentals and ESG management under “Accelerating Transformation,” with the aim of achieving “Transformation 2027.” - FY2021-Q1RestatedAnnual report
「In these circumstances, the Group used all its resources to thoroughly implement measures to prevent infections among customers and employees, and to ensure safe, reliable transportation and service quality. In addition, while taking into account structural changes in the post-pandemic society, it actively pursued initiatives to achieve the Group Management Vision “Transformation 2027.”」
It continues to pursue initiatives to achieve “Transformation 2027” while taking into account structural changes in post-pandemic society. - FY2020RestatedAnnual report
「Under the Group Management Vision “Transformation 2027,” formulated in July 2018, the Group will shift its value creation story from providing services based on railway infrastructure to providing new value to society based on people, meaning everyone.」
Under “Transformation 2027,” it continues to position people-centered value creation and the integration of transportation, lifestyle, IT and Suica services as the basic pillars of management. - FY2020-Q1RestatedAnnual report
「Under the Group Management Vision “Transformation 2027,” announced in July 2018, the Group fully launched various initiatives centered on transportation services, lifestyle services, and IT and Suica services.」
It continues to pursue a policy of fully advancing initiatives in transportation, lifestyle, IT and Suica services under “Transformation 2027.” - FY2019RestatedAnnual report
「Under “Transformation 2027,” the Group will shift its value creation story from providing services based on railway infrastructure to creating value and services based on people, meaning everyone.」
Under “Transformation 2027,” it reaffirmed its policy of shifting from railway-centered service provision to the creation of value and services centered on people. - FY2019-Q3RestatedAnnual report
「During the nine-month period ended the third quarter of the current fiscal year, the Group revised its Group Philosophy and formulated a new Group Management Vision, “Transformation 2027.”」
It continues to uphold the revised Group Philosophy and “Transformation 2027” as the new foundations of management. - FY2019-Q2ReframedAnnual report
「Amid expected rapid changes in the operating environment, including further population decline and the practical implementation of automated driving, the Group formulated a new Group Management Vision, “Transformation 2027,” and revised its Group Philosophy in July 2018 in order to boldly pursue a new growth strategy as one group and achieve sustainable growth.」
It moved from the previous management vision to a policy centered on the new Group Management Vision, “Transformation 2027,” formulated in July 2018, and the revised Group Philosophy. - FY2019-Q1ReframedAnnual report
「In July 2018, the Group revised its Group Philosophy and formulated a new Group Management Vision, “Transformation 2027.”」
The transition from the previous “Group Management Vision V” became concrete, culminating in the revision of the Group Philosophy and the formulation of the new Management Vision, “Transformation 2027.” - FY2018ReframedAnnual report
「In light of these changes in the operating environment, the Group is considering a new Group Management Vision and plans to announce it in July 2018, including medium-term numerical targets.」
It moved from descriptions based on the previous “Group Management Vision V” to the stage of considering a new Group Management Vision for announcement in July 2018. - FY2018-Q2RestatedAnnual report
「Under these circumstances, the Company, its consolidated subsidiaries and its equity-method affiliates steadily implemented various initiatives, centered on the railway business, lifestyle services business and IT and Suica businesses.」
It has confirmed the continuation of initiatives centered on railways, lifestyle services, IT and Suica under the existing management vision. - FY2018-Q1RestatedAnnual report
「The Company, its consolidated subsidiaries and its equity-method affiliates steadily implemented various initiatives, centered on the railway business, lifestyle services business and IT and Suica businesses, under “Group Management Vision V: Boundless Progress.”」
It continues to operate the railway, lifestyle services, IT and Suica businesses under “Group Management Vision V.” - FY2017RestatedAnnual report
「In October 2012, the Group formulated “Group Management Vision V: Boundless Progress” and established its management direction: “Rooted in the community. Reaching out to the world.”」
It continues to operate under the existing vision, whose pillars are “an unchanging mission” and “the pursuit of unlimited possibilities.” - FY2017-Q3RestatedAnnual report
「The Company, its consolidated subsidiaries and its equity-method affiliates steadily implemented various initiatives, centered on the railway business, lifestyle services business and Suica business, under “Group Management Vision V: Boundless Progress.”」
It continues to implement initiatives centered on railways, lifestyle services and Suica under “Group Management Vision V.” - FY2017-Q2RestatedAnnual report
「In addition, to accelerate efforts to achieve “Group Management Vision V,” the Group reviews progress each year and updates its initiatives regarding the “Key Initiatives for the Future,” which it is promoting with particular emphasis. In October 2016, it designated the following 3 items as “cross-functional key priorities.”」
While maintaining “Group Management Vision V,” it designated safe and reliable transportation, improved profitability and TICKET TO TOMORROW as cross-functional key priorities. - FY2017-Q1RestatedAnnual report
「The Company, its consolidated subsidiaries and its equity-method affiliates steadily implemented various initiatives, centered on the railway business, lifestyle services business and Suica business, under “Group Management Vision V: Boundless Progress.”」
It has confirmed the continuation of initiatives centered on railways, lifestyle services and Suica under the existing management vision. - FY2016First statedAnnual report
「To respond appropriately to these changes, in October 2012 the Group formulated “Group Management Vision V: Boundless Progress” and established its management direction: “Rooted in the community. Reaching out to the world.”」
It has positioned “an unchanging mission” and “the pursuit of unlimited possibilities” as the pillars of management.