Sustainable Growth through Higher Quality and a Stronger Management Foundation
First written in FY2016. 23 of 35 entries say "Restated". Latest entry: 2026-08-05.
47 other companies' latest entry also says "Restated".
- 2026-08-05RestatedResults
「The Group steadily pursued the three core strategies set out in Medium-Term Management Plan 2026 “ReRISE”—reorganizing and expanding hotel brand categories, enhancing the value of the hotel business, and expanding the pipeline of new hotel openings—and worked on growth investments and strengthening its earnings base toward realizing “RIHGA VISION 2035.”」
Continued to set out the three core strategies of Medium-Term Management Plan 2026 “ReRISE,” together with growth investment and efforts to strengthen the earnings base. - FY2026AdvancedAnnual report
「Our group is pursuing the three basic strategies of Medium-Term Management Plan 2026, ReRISE, namely reorganizing and expanding hotel brand categories, upgrading the value of the hotel business and expanding the pipeline of new hotel openings, with the aim of realizing RIHGA VISION 2035: a leading Japanese hotel group that exceeds the expectations of customers worldwide through reliable service and inspiring hospitality. The revised medium-term management plan is as follows: fiscal 2024 revenue ¥25,100 million; fiscal 2025 revenue ¥29,200 million; fiscal 2026 revenue ¥32,000 million; operating income ¥900 million, ¥900 million and ¥1,200 million, respectively.」
Following the acquisition of Shiba Park Hotel as a subsidiary, the medium-term management plan was revised and numerical targets were disclosed, including fiscal 2026 revenue of ¥32 billion and operating income of ¥1.2 billion. Fiscal 2025 revenue was ¥29,273 million and operating income was ¥1,162 million, exceeding the revised plan. - FY2026-H1RestatedAnnual report
「Against this backdrop, our group advanced various initiatives under the basic strategies of Medium-Term Management Plan 2026, ReRISE, formulated in 2024: reorganizing and expanding hotel brand categories, enhancing the value of the hotel business, and expanding the pipeline for new hotel openings.」
Medium-Term Management Plan 2026, ReRISE, and its three basic strategies continue to be presented. - FY2025RaisedAnnual report
「Following the capital and business alliance agreement, we revised upward the numerical targets of Medium-Term Management Plan 2026, which was announced in May 2024.」
The numerical targets of Medium-Term Management Plan 2026 were revised upward in light of the capital and business alliance with Shiba Park Hotel and its conversion into a subsidiary. The revised figures are not stated in the body of this filing. - FY2025-H1RestatedAnnual report
「We positioned this three-year period as a time to rebuild our brands and strengthen the foundation for new growth, and adopted three basic strategies: reorganizing and expanding hotel brand categories, enhancing the value of the hotel business, and expanding the pipeline for new hotel openings. We are advancing various initiatives under these strategies.」
The company continues to present the positioning of Medium-Term Management Plan 2026, ReRISE, and its three basic strategies. - FY2024ReframedAnnual report
「We positioned the three-year medium-term plan beginning in 2024 as a period for rebuilding our brands and strengthening the foundation for new growth, and formulated Medium-Term Management Plan 2026, ReRISE.」
After the previous medium-term management plan ended, the company formulated a new plan, Medium-Term Management Plan 2026, ReRISE, refocusing on rebuilding the brand and strengthening the foundation for growth. - FY2024-Q3RestatedAnnual report
「Even after the transfer on 31 March 2023 of the land, buildings and related trust beneficiary interests of RIHGA Royal Hotel Osaka and the capital and business alliance with BGO, our group continued working on rebuilding the hotel business, strengthening marketing capabilities and reforming human resources management, with improving productivity and operational efficiency as the central pillar.」
The existing initiative framework centered on improving productivity and operational efficiency continued after the transfer of the Osaka hotel assets and the capital and business alliance. - FY2024-Q2RestatedAnnual report
「Even after the transfer on 31 March 2023 of the land, buildings and related trust beneficiary interests of RIHGA Royal Hotel Osaka and the capital and business alliance with BGO, our group continued working on rebuilding the hotel business, strengthening marketing capabilities and reforming human resources management, with improving productivity and operational efficiency as the central pillar.」
The three-part initiative framework centered on improving productivity and operational efficiency continued after the transfer of the Osaka hotel assets and the capital and business alliance with BGO. - FY2024-Q1RestatedAnnual report
「Even after the transfer on 31 March 2023 of the land, buildings and related trust beneficiary interests of RIHGA Royal Hotel Osaka and the capital and business alliance with BGO, our group continued working on rebuilding the hotel business, strengthening marketing capabilities and reforming human resources management, with improving productivity and operational efficiency as the central pillar.」
The framework centered on improving productivity and operational efficiency continued after the transfer of the Osaka hotel assets and the capital and business alliance with BGO. - FY2023RestatedAnnual report
「Because the end of the COVID-19 pandemic remains unforeseeable and its impact on business performance is unclear, we have not prepared a new medium-term management plan.」
The policy of not preparing a new medium-term management plan continues to be disclosed. - FY2023-Q2RestatedAnnual report
「Against this backdrop, our group placed the safety and security of customers first, thoroughly implemented infection-prevention measures in conducting business activities, and worked on rebuilding the hotel business, strengthening marketing capabilities, and reforming human resources management, with improving productivity and operational efficiency as the central pillar.」
The company continued its framework of improving productivity and operational efficiency as the central pillar, together with rebuilding the hotel business, strengthening marketing capabilities and reforming human resources management. - FY2023-Q1RestatedAnnual report
「Against this backdrop, our group placed the safety and security of customers first, thoroughly implemented infection-prevention measures in conducting business activities, and worked on rebuilding the hotel business, strengthening marketing capabilities, and reforming human resources management, with improving productivity and operational efficiency as the central pillar.」
Although the company did not state that it had prepared a new medium-term management plan, it continued the previous framework of improving productivity, rebuilding the hotel business, strengthening marketing and reforming human resources management. - FY2022SoftenedAnnual report
「Although results for the current consolidated fiscal year, the final year of the three-year medium-term management plan, fell below plan owing to the deterioration in the operating environment caused by the spread of COVID-19 and other factors, we have not prepared a new medium-term management plan because the end of the pandemic remains unforeseeable and its impact on business performance is unclear.」
The medium-term management plan beginning in fiscal 2019 ended with a significant shortfall against plan, and the company explicitly stated that it had not prepared a new medium-term management plan. - FY2022-Q3ReframedAnnual report
「Against this backdrop, in conducting business activities our group placed the safety and security of customers and employees first, while working to rebuild the hotel business and control costs.」
The wording shifted from the previous medium-term plan and the No. 1 customer satisfaction, employee satisfaction and overall performance objective toward a strategy centered on rebuilding the hotel business and controlling costs in response to the COVID-19 pandemic. - FY2022-Q1RestatedAnnual report
「Our group hotels formulated a three-year medium-term management plan beginning in fiscal 2019 and, during the first quarter of the final year of the plan, continued working to strengthen the management base toward realizing a hotel group that is No. 1 in customer satisfaction, employee satisfaction and overall hotel quality.」
Even after the three-year medium-term management plan beginning in fiscal 2019 entered its final year, the company continued to state its plan objective of strengthening the management foundation. - FY2021Significant shortfall against plan and maintenance of the following year’s numerical planAnnual report
「Although results for the current consolidated fiscal year fell below plan as shown below, owing to the deterioration in the operating environment caused by the spread of COVID-19 and other factors, we have not revised the medium-term management plan because the end of the pandemic remains unforeseeable and its impact on business performance is unclear.」
In fiscal 2020, revenue was ¥15,638 million versus a plan of ¥42,400 million, and the company reported an operating loss of ¥9,794 million versus planned operating income of ¥1,400 million, among other significant shortfalls. The medium-term plan was not revised, and the fiscal 2021 plan included revenue of ¥42,700 million, operating income of ¥2,000 million, ordinary income of ¥1,700 million and net income attributable to owners of the parent of ¥1,200 million. - FY2021-Q1RestatedAnnual report
「Our group hotels formulated a three-year medium-term management plan beginning in fiscal 2019 and, during the first quarter of the current consolidated fiscal year, continued working to strengthen the management base toward realizing a hotel group that is No. 1 in customer satisfaction, employee satisfaction and overall hotel quality.」
The company reiterated the three-year medium-term management plan beginning in fiscal 2019 and its efforts to strengthen the management foundation in order to become a hotel that is No. 1 in customer satisfaction, employee satisfaction and overall performance. - FY2020Disclosure of first-year results and numerical targetsAnnual report
「Based on this assessment of the operating environment, our group will continue working toward the achievement of the corporate philosophy of being No. 1 in customer satisfaction, employee satisfaction and overall performance, while assessing the impact of the spread of COVID-19. The three priority strategies of the medium-term management plan covering fiscal 2019 through fiscal 2021 are strengthening marketing capabilities, improving productivity and efficiency, and reforming human resources management. By steadily demonstrating results from these initiatives, our group aims to secure operating income of ¥2 billion on a stable basis from fiscal 2021 onward, the final year of the plan.」
The company disclosed plan figures and results for fiscal 2019, together with numerical plans for fiscal 2020 and fiscal 2021. Although the first year fell short of plan, the medium-term plan was not revised and the target of securing operating income of ¥2 billion from fiscal 2021 onward was maintained. - FY2020-Q3RestatedAnnual report
「Against this backdrop, our group formulated a three-year medium-term management plan beginning in fiscal 2019 and launched various initiatives under the priority strategies of strengthening marketing capabilities, improving productivity and efficiency, and reforming human resources management.」
The three-year medium-term management plan beginning in fiscal 2019 and its three priority strategies continue to be presented. - FY2020-Q2RestatedAnnual report
「Against this backdrop, our group formulated a three-year medium-term management plan beginning in fiscal 2019 and launched various initiatives under the priority strategies of strengthening marketing capabilities, improving productivity and efficiency, and reforming human resources management.」
The new three-year medium-term management plan beginning in fiscal 2019 and its three priority strategies were reiterated from the previous disclosure. - FY2020-Q1ReframedAnnual report
「Against this backdrop, our group formulated a three-year medium-term management plan beginning in fiscal 2019 and launched various initiatives under the priority strategies of strengthening marketing capabilities, improving productivity and efficiency, and reforming human resources management.」
The previous medium-term management plan ended and the company transitioned to a new three-year plan beginning in fiscal 2019. The priorities were reorganized from quality, the management foundation and core businesses to marketing, productivity and efficiency, and human resources management. - FY2019-Q3RestatedAnnual report
「Against this backdrop, our group pursued various initiatives to achieve the medium-term management plan for which the current consolidated fiscal year was the final year, with sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives.」
The company continued its three existing priority initiatives in the final year of the medium-term management plan. Although the financial position was also described as being in an important final year for completing the plan, no new numerical targets or specific milestones were provided. - FY2019-Q2RestatedAnnual report
「Against this backdrop, our group pursued various initiatives to achieve the medium-term management plan for which the current consolidated fiscal year was the final year, with sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives.」
The company continued to state that the current consolidated fiscal year was the final year of the medium-term management plan and maintained its three existing priority initiatives. - FY2019-Q1RestatedAnnual report
「Against this backdrop, our group pursued various initiatives to achieve the medium-term management plan for which the current consolidated fiscal year was the final year, with sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives.」
The company continued its three existing priority initiatives in the final year of the medium-term management plan. - FY2018AdvancedAnnual report
「Against this backdrop, our group positioned fiscal 2018, the final year of the medium-term management plan, as an important year for completing the plan and accelerated initiatives to achieve further growth. With the overall vision of achieving sustainable growth through further improvements in quality and a stronger management foundation, we identified sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives. By making planned investments with a view to the future and enhancing competitiveness and profitability, we aim to achieve consolidated operating income of at least ¥2 billion and ROE of at least 8%.」
The company positioned the final year of the medium-term management plan as an important year for completing the plan and continued its existing numerical targets and priority initiatives. Full-year results disclosed operating income of ¥2,442 million and ROE of 13.7%, indicating progress toward the targets. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we pursued various initiatives to achieve the medium-term management plan covering fiscal 2016 through fiscal 2018.」
The company continued working to achieve the medium-term management plan covering fiscal 2016 through fiscal 2018. - FY2018-Q2RestatedAnnual report
「Against this backdrop, we pursued various initiatives to achieve the medium-term management plan covering fiscal 2016 through fiscal 2018.」
The company continued working to achieve the medium-term management plan covering fiscal 2016 through fiscal 2018. - FY2018-Q1RestatedAnnual report
「Against this backdrop, we pursued various initiatives to achieve the medium-term management plan covering fiscal 2016 through fiscal 2018.」
The company continued working to achieve the medium-term management plan covering fiscal 2016 through fiscal 2018. - FY2017AdvancedAnnual report
「Our group positioned fiscal 2017, the second year of the medium-term management plan covering fiscal 2016 through fiscal 2018, as an important year and accelerated initiatives to achieve further growth. With the overall vision of achieving sustainable growth through further improvements in quality and a stronger management foundation, we identified sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives. By making planned investments with a view to the future and enhancing competitiveness and profitability, we aim to achieve consolidated operating income of at least ¥2 billion and ROE of at least 8%.」
While maintaining the previous three-year plan and its priority initiatives, the company positioned the second year as important and disclosed numerical targets of consolidated operating income of at least ¥2 billion and ROE of at least 8%. - FY2017-Q3RestatedAnnual report
「Against this backdrop, we pursued various initiatives to achieve the three-year medium-term management plan beginning in fiscal 2016.」
The company continues to describe its efforts to achieve the three-year medium-term management plan. - FY2017-Q2RestatedAnnual report
「Against this backdrop, we worked to expand earnings by pursuing the realization of the three-year medium-term management plan formulated last November, with sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives.」
The three-year medium-term management plan and its three priority initiatives continue to be pursued, with a focus on expanding earnings. - FY2017-Q1RestatedAnnual report
「Against this backdrop, we worked to improve profitability by pursuing the realization of the three-year medium-term management plan formulated last November, with sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives.」
The three-year medium-term management plan and its three priority initiatives continue to be presented. - FY2016First statedAnnual report
「We formulated a three-year medium-term management plan beginning in fiscal 2016. With the overall vision of achieving sustainable growth through further improvements in quality and a stronger management foundation, we identified sustainable growth in our core businesses, further improvement in quality and strengthening the management foundation as priority initiatives. By investing actively to improve profitability, we aim to achieve the management targets set out in the medium-term plan.」
The three-year medium-term plan identifies growth, quality and the management foundation as its three priority areas, but does not state specific numerical management targets in the passage.