M&A-Centered Nonlinear Growth Strategy for 2030
First written in FY2025. 3 of 6 entries say "Advanced", first in FY2026-H1. Latest entry: 2026-06-26.
3 other companies' latest entry also says "Restated".
- 2026-06-26RestatedManagement planning
「We are building three foundations to realize our vision for 2030.」
The company has maintained its vision for 2030 and its policy of inorganic growth through M&A, organizing the framework around three foundations: the group structure, the ASNOVA "model" and the capital allocation policy. - FY2026SoftenedAnnual report
「To achieve “nonlinear growth” through new businesses created through our M&A strategy over the next 2 years, we are working to build three foundations: “Group structure,” “the ASNOVA model” and “capital allocation policy.” With scaffolding rental as a firm earnings base, we aim to become an excellent, highly profitable global rental business.」
The company maintains its M&A-driven nonlinear growth strategy and vision for 2030, but the previous disclosure of cumulative investment exceeding ¥6 billion over 3 years was omitted and the focus was reorganized around building three foundations over the next 2 years. - FY2026-H1AdvancedAnnual report
「During the interim consolidated accounting period, Qool Enviro Pte. Ltd. became a consolidated subsidiary after we acquired all of its shares in April 2025, contributing to higher revenue.」
The M&A-centered nonlinear growth strategy reached an execution milestone through Qool’s acquisition, consolidation and contribution to revenue. - FY2025First statedAnnual report
「The Group has formulated its “desired state in 2030” and established a long-term, backcasting growth strategy under which it sets and discloses highly achievable annual performance targets to steadily achieve that vision, centered on M&A. To achieve “nonlinear growth” through new businesses created through our M&A strategy over the next 3 years, we plan cumulative investment exceeding ¥6 billion. With scaffolding rental as a firm earnings base and new businesses as growth engines, we aim to become an excellent global circular-economy business that drives further earnings growth.」
The company first set out a specific long-term strategy: a global circular-economy business using scaffolding rental as its earnings base and new businesses as growth engines, with cumulative investment exceeding ¥6 billion through M&A over the next 3 years.