Three Key Strategies in the Medium-Term Management Plan
First written in FY2016. 9 of 17 entries say "Reframed", first in FY2017-Q1. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「The company announced Vision2030 and Medium-Term Management Plan 2026, with fiscal 2023 as the first year, in January 2023. In light of accelerating changes in the external environment, it reviewed Medium-Term Management Plan 2026 in May 2025. This year, it also announced an update to Vision2030 aimed at achieving a record-high ROE in fiscal 2030. Going forward, it plans to provide more detailed disclosure of the specific contents and effects of its business strategies under “Medium-Term Management Plan 2030.”」
While continuing Medium-Term Management Plan 2026, the company updated its management plan framework by revising Vision2030, with the aim of improving ROE in fiscal 2030 and providing detailed disclosure of Medium-Term Management Plan 2030. - 2026-05-14ReframedManagement Planning
「To realize the vision of a company returning to growth, we have reset the following policies around the theme of enhancing corporate value.」
The Company reset its management objectives from the three perspectives of business, finance and non-financial matters, reorganizing its existing long-term management policy around enhancing corporate value. - FY2026-H1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters of the consolidated Group during the current interim consolidated accounting period.」
The company stated that there were no material changes to its management policies or management strategies and continues to pursue its existing management framework, including Vision2030 and Medium-Term Management Plan 2026. - FY2025ReframedAnnual report
「In response to recent rapid changes in the business environment, the company reviewed its Medium-Term Management Plan. While retaining the initiatives under its 4 basic strategies, it aims to improve earnings power in the logistics business with a focus on its cost structure, invest in human resources for the engineering business, and optimize the balance of capital profitability.」
The company reviewed Medium-Term Management Plan 2026 and, while retaining its 4 basic strategies, reorganized its priorities around logistics cost-structure reform, investment in human resources for the engineering business, and optimization of capital profitability. - FY2025-H1RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters of the consolidated Group during the current interim consolidated accounting period.」
The company stated that there were no material changes to its management policies or management strategies and continues to pursue its existing management framework, including Vision2030 and Medium-Term Management Plan 2026. - FY2024-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters of the consolidated Group during the cumulative third quarter of the current fiscal year.」
The company stated that there were no material changes to its management policies or management strategies and continues to pursue its existing management plan. - FY2024-Q2RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters of the consolidated Group during the cumulative second quarter of the current fiscal year.」
The company stated that there were no material changes to its management policies or management strategies and continues to pursue its existing management plan. - FY2023RestatedAnnual report
「To fulfill its mission of continuing to support industries around the world despite the rapidly changing business environment, the Group formulated “Vision2030” and “Medium-Term Management Plan 2026,” with fiscal 2023 as the first year.」
The company continues to pursue Vision2030 and Medium-Term Management Plan 2026 as its medium- to long-term management framework and is giving concrete form to strategies involving its business portfolio, existing customer areas, and initiatives in growth markets. - FY2023-Q3ReframedAnnual report
「To fulfill its mission of continuing to support industries around the world despite the rapidly changing business environment, the Group formulated “Vision2030” and “Medium-Term Management Plan 2026,” with fiscal 2023 as the first year.」
The company transitioned from the previous Medium-Term Management Plan 2020+ to Vision2030 and Medium-Term Management Plan 2026, with fiscal 2023 as the first year. The plans set out 4 basic strategies—strengthening the profitability of existing businesses, expanding overseas businesses, green opportunities, and entering new business areas—as well as long-term policies through 2030. - FY2022RestatedAnnual report
「In light of these circumstances, the Medium-Term Management Plan has been extended by 2 years and relaunched as “Medium-Term Management Plan 2020+.” We will focus on the following 4 areas, build an organization capable of responding to rapid changes in the business environment, and aim to remain a company chosen by customers globally as a solutions provider.」
The company continues to pursue Medium-Term Management Plan 2020+ and its 4 priorities: strengthening the foundation, strengthening human resources, improving earnings power, and securing and sustaining business areas. - FY2021ReframedAnnual report
「The renewal of the Medium-Term Management Plan has been extended by 2 years and relaunched as “Medium-Term Management Plan 2020+.” We will focus on the following 4 areas, build an organization capable of responding to rapid changes in the business environment, and aim to remain a company chosen by customers globally as a solutions provider.」
The Medium-Term Management Plan was extended by 2 years and relaunched as “Medium-Term Management Plan 2020+,” with the framework reorganized around 4 priorities: strengthening the foundation, strengthening human resources, improving earnings power, and securing and sustaining business areas. - FY2018ReframedAnnual report
「For the current fiscal year, consolidated net sales, operating income, ordinary income and net income attributable to owners of the parent reached record highs. This is considered to reflect the effectiveness to a certain extent of measures under the 4 core strategies set out in Medium-Term Management Plan 2020: “improving earning power,” “strengthening human resources,” “business expansion” and “strengthening the foundation,” as the Group accurately responded to changing customer needs.」
Medium-Term Management Plan 2020 identifies 4 core strategies, namely “improving earning power,” “strengthening human resources,” “business expansion” and “strengthening the foundation,” instead of the previous 3 key strategies, and states that the measures have had a certain degree of effect. - FY2017ReframedAnnual report
「The Group ended its current medium-term management plan, whose final year was the fiscal year ending March 2018, 1 year ahead of schedule and formulated a new medium-term management plan, Medium-Term Management Plan 2020 (2017–2020).」
The Group ended its previous medium-term management plan 1 year ahead of schedule and changed from that plan to Medium-Term Management Plan 2020, covering 2017 to 2020. - FY2017-Q3ReframedAnnual report
「As its business strategy under the medium-term management plan, now in its second year, the Group is pursuing “strengthening competitiveness through reform toward a business structure capable of competing” in the logistics business, “strengthening and expanding domestic and overseas maintenance operations” in the plant engineering business, and “establishing Sankyu’s approach to coke ovens” in the operations support business, positioning each as one of the principal strategies for its respective business.」
The Group has developed the 3 key strategies of its medium-term management plan into principal strategies for each business and identified priority themes by business. - FY2017-Q2RestatedAnnual report
「In the second year of its medium-term management plan, the Group has established “strengthening earning power with a view beyond the 100th anniversary of its founding” as its basic policy.」
The Group continues to identify strengthening earning power with a view beyond the 100th anniversary of its founding as the basic policy of its medium-term management plan, as in the previous quarter. - FY2017-Q1ReframedAnnual report
「In the second year of its medium-term management plan, the Group has positioned “strengthening earning power with a view beyond the 100th anniversary of its founding” as its most important priority. In particular, during the current consolidated fiscal year, it is advancing talent development and strategic investment in the industrial machinery business, while developing “Sankyu’s Unique,” which organically connects the businesses forming the foundation of its operations, namely “plant engineering,” “logistics” and “operations support,” with the aim of becoming a solutions company that contributes to customers in Japan and overseas.」
In the second year of the medium-term management plan, the Group has redefined its most important priority as strengthening earning power with a view beyond the 100th anniversary of its founding, and has presented the organic integration of its 3 businesses as “Sankyu’s Unique.” - FY2016First statedAnnual report
「In its medium-term management plan, which began in the current consolidated fiscal year, the Group has identified “cost structure reform,” “business strategy” and “management structure reform” as its 3 key strategies.」
The medium-term management plan, which began in FY2016, identifies 3 strategies as its framework.