Maximizing Corporate Value Through the Seibu Group Medium-Term Business Plan
First written in FY2017-Q1. 19 of 34 entries say "Restated". Latest entry: 2026-10-29.
22 other companies' latest entry also says "Advanced".
- FY2026ReframedAnnual report
「In response to megatrends and recent changes in the management environment, and to maximize social and corporate value by leveraging the Group’s strengths, we formulated the Seibu Group Long-Term Strategy 2035 on 9 May 2024, comprising a growth strategy centered on the real estate business. We have defined the outcome we aspire to achieve in 2035 as “Resilience & Sustainability” and aim to become a corporate group that “creates irreplaceable spaces and moments with safety and peace of mind.”」
The framework was reorganized from an explanation centered on the previous medium-term management plan to one centered on a long-term strategy with 2035 as its time horizon, a growth strategy centered on the real estate business, and the outcome “Resilience & Sustainability.” - FY2024-Q3RestatedAnnual report
「Against this backdrop, during the cumulative third-quarter period, the Group pursued initiatives based on 3 pillars, management reform, digital management and sustainability, under the third-year Seibu Group Medium-Term Management Plan (FY2021–FY2023) and its theme, “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward.”」
The FY2021–FY2023 medium-term management plan continued into its third year, reaffirming the previous theme and 3 pillars. - FY2024-Q1RestatedAnnual report
「During the cumulative first-quarter period, the Group pursued initiatives based on 3 pillars, management reform, digital management and sustainability, under the third-year Seibu Group Medium-Term Management Plan (FY2021–FY2023) and its theme, “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward.”」
The FY2021–FY2023 medium-term management plan entered its third year, with the previous theme and 3 pillars retained. - FY2023-Q3RestatedAnnual report
「During the cumulative third-quarter period, we pursued initiatives based on 3 pillars, management reform, digital management and sustainability, under the second-year Seibu Group Medium-Term Management Plan (FY2021–FY2023) and its theme, “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward.”」
The FY2021–FY2023 medium-term management plan, its theme and 3 pillars continue to be presented. - FY2023-Q2RestatedAnnual report
「During the cumulative second-quarter period, we pursued initiatives based on 3 pillars, management reform, digital management and sustainability, under the second-year Seibu Group Medium-Term Management Plan (FY2021–FY2023) and its theme, “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward.”」
The FY2021–FY2023 medium-term management plan entered its second year, and its theme and 3 pillars continue to be presented. - FY2023-Q1RestatedAnnual report
「During the cumulative first-quarter period, the Group pursued initiatives based on 3 pillars, management reform, digital management and sustainability, under the second-year Seibu Group Medium-Term Management Plan (FY2021–FY2023) and its theme, “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward.”」
In the second year of the FY2021–FY2023 medium-term management plan, the theme and 3 pillars continue. - FY2022The target of restoring profit levels in FY2023 was explicitly stated.Annual report
「On 13 May 2021, the Group formulated the Seibu Group Medium-Term Management Plan (FY2021–FY2023), under the theme “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward,” centered on 3 pillars: management reform, digital management and sustainability.」
In the second year of the medium-term management plan, the accounting estimates also stated a target of restoring profit levels to pre-pandemic levels in FY2023 through management reform and other measures. - FY2022-Q3RestatedAnnual report
「Against this backdrop, during the cumulative third-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2021–FY2023), ending in FY2023, under the theme “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward,” and pursued initiatives based on 3 pillars: management reform, digital management and sustainability.」
The FY2021–FY2023 medium-term management plan and its 3 pillars, management reform, digital management and sustainability, continue to be presented. - FY2022-Q2RestatedAnnual report
「Against this backdrop, during the cumulative second-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2021–FY2023), ending in FY2023, under the theme “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward,” and pursued initiatives based on 3 pillars: management reform, digital management and sustainability.」
The FY2021–FY2023 medium-term management plan and its 3 pillars, management reform, digital management and sustainability, continue to be presented. - FY2022-Q1AdvancedAnnual report
「Against this backdrop, during the cumulative first-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2021–FY2023), ending in FY2023, under the theme “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward,” and pursued initiatives based on 3 pillars: management reform, digital management and sustainability.」
For the FY2021–FY2023 medium-term management plan, progress in specific initiatives aligned with the 3 pillars is described. - FY2021ReframedAnnual report
「With “Looking ahead to the society we aspire to create after COVID-19, overcoming the COVID-19 shock and laying the path to a leap forward” as its theme, we formulated the Seibu Group Medium-Term Management Plan (FY2021–FY2023), centered on 3 pillars: management reform, digital management and sustainability.」
In place of the previous plan withdrawn in May 2020, we formulated the new FY2021–FY2023 medium-term management plan. Its theme and pillars were reorganized around management reform, digital management and sustainability. - FY2021-Q1DroppedAnnual report
「In response to these changes in the business environment, on 26 May 2020 we decided not to formulate a new three-year medium-term management plan beginning in FY2020 and to withdraw the current medium-term management plan beginning in FY2019.」
We decided not to formulate a new medium-term management plan and withdrew the current medium-term management plan beginning in FY2019. - FY2020-Q3RestatedAnnual report
「During the cumulative third-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2019–FY2021) to achieve sustainable and powerful growth toward our long-term target level, and pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, with “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
The FY2019–FY2021 medium-term management plan, basic policies and key priorities are reaffirmed unchanged from the previous quarter. - FY2020-Q2RestatedAnnual report
「During the cumulative second-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2019–FY2021) to achieve sustainable and powerful growth toward our long-term target level, and pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, with “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
The FY2019–FY2021 medium-term management plan, basic policies and key priorities are reaffirmed unchanged from the previous quarter. - FY2020-Q1ReframedAnnual report
「To achieve sustainable and powerful growth toward our long-term target level, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2019–FY2021). Continuing from the previous plan (FY2018–FY2020), we pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
The plan changed from FY2018–FY2020 to FY2019–FY2021, while the basic policies and key priorities were retained. - FY2019-Q3RestatedAnnual report
「During the cumulative third-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2018–FY2020) to achieve sustainable and powerful growth toward our long-term target level. Continuing from the previous plan (FY2017–FY2019), we pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
The FY2018–FY2020 medium-term management plan, basic policies and key priorities are reaffirmed unchanged from the previous quarter. - FY2019-Q2RestatedAnnual report
「During the cumulative second-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2018–FY2020) to achieve sustainable and powerful growth toward our long-term target level. Continuing from the previous plan (FY2017–FY2019), we pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
The FY2018–FY2020 medium-term management plan, basic policies and key priorities are reaffirmed unchanged from the previous quarter. - FY2019-Q1RestatedAnnual report
「Against this backdrop, during the cumulative first-quarter period, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2018–FY2020) to achieve sustainable and powerful growth toward our long-term target level. Continuing from the previous plan (FY2017–FY2019), we pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
The FY2018–FY2020 medium-term management plan was reaffirmed as the continuation of the previous plan, with the basic policies and key priorities retained. - FY2018ReframedAnnual report
「As a roadmap toward our long-term target level, we reviewed individual initiatives and numerical targets based on the previous plan (FY2017–FY2019), and formulated the three-year Seibu Group Medium-Term Management Plan (FY2018–FY2020).」
Based on the previous FY2017–FY2019 plan, we reviewed individual initiatives and numerical targets and updated the plan to FY2018–FY2020. - FY2018-Q3RestatedAnnual report
「Against this backdrop, during the cumulative third-quarter period, we formulated “Challenge Target,” our long-term target level, and the three-year Seibu Group Medium-Term Management Plan (FY2017–FY2019) as a roadmap toward it, with the aim of maximizing corporate and shareholder value. We pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
The maximization of corporate and shareholder value, the medium-term management plan, basic policies and key priorities are reproduced unchanged from the previous quarter. - FY2018-Q2RestatedAnnual report
「Against this backdrop, during the cumulative second-quarter period, we formulated “Challenge Target,” our long-term target level, and the three-year Seibu Group Medium-Term Management Plan (FY2017–FY2019) as a roadmap toward it, with the aim of maximizing corporate and shareholder value. We pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our 2 key priorities.」
Challenge Target, the medium-term management plan, basic policies and key priorities are reproduced unchanged from the previous quarter. - FY2018-Q1RestatedAnnual report
「With the aim of maximizing corporate and shareholder value, we formulated “Challenge Target,” our long-term target level, and the three-year Seibu Group Medium-Term Management Plan (FY2017–FY2019) as a roadmap toward it. We established “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our key priorities.」
The FY2017–FY2019 medium-term management plan, basic policies and key priorities are reproduced as reported in the previous fiscal year. - FY2017ReframedAnnual report
「We have established “Challenge Target” as our long-term target level, comprising operating revenue of ¥1 trillion, operating income of ¥150 billion, EBITDA of ¥300 billion, and a net interest-bearing debt/EBITDA ratio of no more than 7 times. As a roadmap for achieving this target, we formulated the three-year Seibu Group Medium-Term Management Plan (FY2017–FY2019). Under this medium-term management plan, we adopted “Sustainability & Dynamism: toward sustainable and powerful growth” as our theme, “Taking on innovation from a new perspective and with a sense of urgency” and “Establishing a growth foundation from a long-term perspective” as our basic policies, and “Creating new business areas” and “Strengthening existing business areas” as our key priorities.」
The plan changed from the previous FY2016–FY2018 medium-term business plan to the FY2017–FY2019 medium-term management plan, with the theme, basic policies and key priorities reorganized. - FY2017-Q3RestatedAnnual report
「To maximize corporate value, we formulated the Seibu Group Medium-Term Business Plan (FY2016–FY2018), adopted “Toward the strongest Seibu Group by leveraging our strengths” as its theme, and pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Shifting toward further growth” as our basic policies, with “Establishing a long-term business foundation” and “Strengthening existing businesses” as our key priorities.」
The medium-term business plan, basic policies and key priorities are reproduced unchanged from the previous quarter. - FY2017-Q2RestatedAnnual report
「To maximize corporate value, we formulated the Seibu Group Medium-Term Business Plan (FY2016–FY2018), adopted “Toward the strongest Seibu Group by leveraging our strengths” as its theme, and pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Shifting toward further growth” as our basic policies, with “Establishing a long-term business foundation” and “Strengthening existing businesses” as our key priorities.」
The medium-term business plan, basic policies and key priorities are reproduced unchanged from the previous quarter. - FY2017-Q1First statedAnnual report
「To maximize corporate value, we formulated the Seibu Group Medium-Term Business Plan (FY2016–FY2018), adopted “Toward the strongest Seibu Group by leveraging our strengths” as its theme, and pursued “Taking on innovation from a new perspective and with a sense of urgency” and “Shifting toward further growth” as our basic policies, with “Establishing a long-term business foundation” and “Strengthening existing businesses” as our key priorities.」
The FY2016–FY2018 medium-term business plan, basic policies and key priorities are presented together.