Key Initiatives for Achieving the Medium-Term Management Plan (2017)
First written in FY2017. 4 of 5 entries say "Reframed", first in FY2018. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「The three years from fiscal 2026 are positioned as a period for accelerating progress toward the company's vision. To continue providing a resilient social infrastructure, the company will look ahead and steadily make disciplined investments from its current operations, while deepening and transforming management with governance and compliance as fundamental principles and safety as the top priority, thereby creating customer value.」
The plan was updated from the final phase of the 2021-2025 Medium-Term Management Plan to the Management Plan 2026, formulated in 2026. Disciplined investment, governance and compliance, safety as the top priority, and customer value creation are organized as initiatives for the next three years. - FY2022-Q1ReframedAnnual report
「In March 2021, the Company formulated the Kansai Electric Power Group Medium-term Management Plan (2021-2025) and designated the Energy Business, Transmission and Distribution Business, Information and Telecommunications Business, and Lifestyle and Business Solutions Business as its core businesses. With the aim of transforming into a service provider that delivers new value to customers through diverse solutions, the former Generation and Retail Business and Gas and Other Energy Business were integrated and will be managed as a single Energy Business.」
The plan was updated from the previous 2019-2021 Medium-Term Management Plan to the 2021-2025 Medium-Term Management Plan, which set out the shift to a service provider and the integration of businesses. - FY2020-Q1ReframedAnnual report
「In March 2019, the Company formulated the “Kansai Electric Power Group Medium-Term Management Plan (2019–2021),” positioning “safety first and fulfillment of social responsibilities” as the core of management. It announced that it would fulfill its responsibility to ensure safe and stable supply while working to strengthen its management base, and has been conducting its business accordingly.」
The previous “Priority Initiatives (2018)” were updated to a new medium-term management plan covering 2019–2021, with strengthening the management base identified as an initiative under the plan. - FY2018ReframedAnnual report
「As we enter fiscal 2018, the final year of the medium-term management plan, we formulated the “Priority Initiatives toward Achieving the Kansai Electric Power Group Medium-Term Management Plan (2018)” in March 2018, viewing changes in the business environment surrounding the Group, including market and policy trends and advances in digital technology, as opportunities to lead the way into the future and achieve the medium-term management plan's targets. In fiscal 2018, we will advance our business activities with these “Priority Initiatives” at the center.」
The initiatives were updated from the 2017 version of the “Priority Initiatives” to the “Priority Initiatives (2018)” for the final year of the plan. - FY2017First statedAnnual report
「Against this backdrop, to make achievement of the medium-term management plan's targets more certain, we compiled the initiatives to be developed and strengthened as priorities, based on the plan's progress and changes in the business environment, and formulated the “Priority Initiatives toward Achieving the Kansai Electric Power Group Medium-Term Management Plan (2017)” in April 2017. In fiscal 2017, we will advance our business activities with these “Priority Initiatives” at the center.」
New priority initiatives for fiscal 2017 were compiled based on progress under the medium-term management plan and changes in the business environment.