Pursuing New Growth and Establishing a Resilient Earnings Structure
First written in FY2016. 26 of 42 entries say "Restated". Latest entry: 2026-10-08.
The whole theme swung hardest in 2020: 10 of 45 companies on the "Worse" side.
14 other companies' latest entry also says "Advanced".
- FY2026SoftenedAnnual report
「Under this plan, the Group targets consolidated net sales of ¥48.5 billion and ordinary income of ¥2.72 billion, while setting ROE, a key indicator of capital efficiency, at 11% or more as a medium- to long-term target. In the fiscal year ending March 2027, ROE is expected to temporarily decline in the short term because of upfront investment for future growth, but the Group aims to improve capital efficiency and restore and increase ROE to 11% or more.」
The target levels were lowered from the previous year's targets for the fiscal year ending March 2027 of ¥50.0 billion in net sales and ¥3.06 billion in ordinary income to ¥48.5 billion and ¥2.72 billion, respectively. While maintaining the ROE target of 11% or more, the Group explained that ROE is expected to temporarily decline in the fiscal year ending March 2027 because of upfront investment. - FY2026-H1RestatedAnnual report
「Under these business conditions, in FY2025, the third year of the Medium-Term Management Plan launched in April 2023, the Group continued to pursue “Strengthening the 5S for sustainable growth” as its basic management policy, working to build a robust management foundation capable of responding to diversifying customer needs and achieve stable growth, with the aim of developing a sustainable society and enhancing corporate value even amid increasing uncertainty.」
In FY2025, the third year of the Medium-Term Management Plan launched in April 2023, the Group continued to pursue “Strengthening the 5S for sustainable growth,” together with a sustainable society, corporate value, a robust management foundation and stable growth. - FY2025RaisedAnnual report
「After achieving its FY2024 results ahead of the previous forecast and as the results of various initiatives began to emerge, the Company decided to defer the timing of formulating the next Medium-Term Management Plan and extend the covered period of the current plan by 1 year in order to place greater focus on these initiatives. It newly formulated a plan targeting consolidated net sales of ¥50.0 billion, ordinary income of ¥3.06 billion and return on equity (ROE) of 11% or more in the fiscal year ending March 2027, and will pursue these targets.」
After indicating that the quantitative targets of the current Medium-Term Management Plan had been achieved ahead of schedule, the Company extended the plan period by 1 year and set new targets for the fiscal year ending March 2027 of ¥50.0 billion in net sales, ¥3.06 billion in ordinary income and ROE of 11% or more. - FY2025-H1RestatedAnnual report
「Under these circumstances, in FY2024, the second year of the Medium-Term Three-Year Management Plan launched in April 2023, the Group adopted “Strengthening the 5S for sustainable growth” as its basic management policy and promoted the development of a robust management foundation and stable growth capable of responding to diversifying customer needs, with the aim of achieving a sustainable society and enhancing corporate value even amid increasing uncertainty.」
In the second year of the Medium-Term Three-Year Management Plan launched in April 2023, the Group continued to pursue “Strengthening the 5S for sustainable growth” as its basic policy, together with a sustainable society, corporate value, a robust management foundation and stable growth. - FY2024-Q3RestatedAnnual report
「Under these circumstances, the Group launched a new Medium-Term Three-Year Management Plan in April 2023 and promoted the development of a robust management foundation capable of responding to diversifying customer needs under its basic management policy, “Strengthening the 5S for sustainable growth,” with the aim of achieving a sustainable society and enhancing corporate value. Specifically, it adopted deeper development of existing customers and a focus on growth businesses as priority strategies, actively pursuing the management plan under the themes of digital transformation (DX), green transformation (GX) and social infrastructure development, while making maximum use of its nationwide sales network.」
The Group continued the new Medium-Term Three-Year Management Plan launched in April 2023, the 5S policy, deeper engagement with existing customers, a focus on growth businesses, and the 3 areas of DX, GX and social infrastructure development. - FY2024-Q2Defined the priority themes in 3 areas: DX, GX and social infrastructure developmentAnnual report
「Under these circumstances, the Group launched a new Medium-Term Three-Year Management Plan in April 2023 and promoted the development of a robust management foundation capable of responding to diversifying customer needs under its basic management policy, “Strengthening the 5S for sustainable growth,” with the aim of achieving a sustainable society and enhancing corporate value. Specifically, to advance strategic planning and execution functions strategically and flexibly, the Group established a new organization reporting directly to the President and reorganized the block structure of its domestic sales organization. It also adopted deeper development of existing customers and a focus on growth businesses as priority strategies, actively pursuing the management plan under the themes of digital transformation (DX), green transformation (GX) and social infrastructure development, while making maximum use of its nationwide sales network.」
While continuing the new Medium-Term Three-Year Management Plan and the 5S policy, the Group explicitly identified DX, GX and social infrastructure development as the 3 priority themes for its growth businesses. - FY2024-Q1ReframedAnnual report
「The Group launched a new Medium-Term Three-Year Management Plan in April 2023 and continued to promote the development of a robust management foundation capable of responding to diversifying customer needs under its basic management policy, “Strengthening the 5S for sustainable growth,” with the aim of achieving a sustainable society and enhancing corporate value.」
The previous Medium-Term Management Plan ended, and the Group moved to a new Medium-Term Three-Year Management Plan launched in April 2023. The basic management policy changed to “Strengthening the 5S for sustainable growth,” explicitly setting out the achievement of a sustainable society and enhancement of corporate value. - FY2023-Q3RestatedAnnual report
「Under these circumstances, in FY2022, the final year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group adopted its basic management policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities,” established a “block system” that divided the sales organization into small units, and sought to formulate and rapidly execute strategies better suited to regional and market characteristics. To help achieve a sustainable society, the Group actively worked to resolve social issues such as the decline in the working population against a backdrop of declining birthrates and an aging population and work-style reform, as well as environmental issues including climate change, while making maximum use of its nationwide sales network to further accelerate the strengthening of competitiveness through in-depth sales to existing customers and the development of new customers in highly growth-oriented fields, identified as priority market strategies.」
In the final year of the Medium-Term Three-Year Management Plan, the Group continued its basic policy combining frontline and organizational capabilities, the block system, deeper engagement with existing customers, new customer development and responses to environmental issues. - FY2023-Q2RestatedAnnual report
「Under these circumstances, in FY2022, the final year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group adopted its basic management policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities,” established a “block system” that divided the sales organization into small units, and sought to formulate and rapidly execute strategies better suited to regional and market characteristics.」
In the final year of the Medium-Term Three-Year Management Plan, the Group continued to pursue mutual strengthening of frontline and organizational capabilities and rapid sales expansion through the block system. - FY2023-Q1RestatedAnnual report
「Under these circumstances, in FY2022, the final year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group adopted its basic management policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities,” established a “block system” that divided the sales organization into small units, and sought to formulate and rapidly execute strategies better suited to regional and market characteristics. In addition to social issues such as the decline in the working population against a backdrop of declining birthrates and an aging population and work-style reform, the Group further accelerated efforts to strengthen competitiveness through in-depth sales to existing customers and develop new customers in highly growth-oriented fields, identified as priority market strategies for achieving a sustainable society, while making maximum use of its nationwide sales network.」
In the final year of the Medium-Term Three-Year Management Plan, the Group continued its policy combining frontline and organizational capabilities, the block system, deeper engagement with existing customers, new customer development and use of its nationwide sales network. - FY2022RestatedAnnual report
「In FY2022, the final year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy, “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities,” and aims to achieve consolidated net sales of ¥40.0 billion, ordinary income of ¥1.85 billion and return on equity (ROE) of 10% in the fiscal year ending March 2023.」
In the final year of the Medium-Term Three-Year Management Plan, the Group reconfirmed its targets of ¥40.0 billion in net sales, ¥1.85 billion in ordinary income and 10% ROE, as well as its development of a management foundation through mutual strengthening of frontline and organizational capabilities. - FY2022-Q3RestatedAnnual report
「Under these circumstances, in FY2021, the second year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group adopted its basic management policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and comprehensive capabilities,” established a “block system” that divided sales bases into small units, and worked actively to create new sales methods and business models amid the COVID-19 pandemic, while seeking to formulate and rapidly execute strategies better suited to regional and market characteristics, strengthen competitiveness through in-depth sales to existing customers, and accelerate the development of new customers in highly growth-oriented fields by making maximum use of its nationwide sales network.」
As the basic policy for the second year of the Medium-Term Three-Year Management Plan, the Group continued “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and comprehensive capabilities,” together with the block system, deeper customer engagement, new customer development and responses to the COVID-19 pandemic. - FY2022-Q2ReframedAnnual report
「Under these circumstances, in FY2021, the second year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group adopted its basic management policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and comprehensive capabilities,” established a “block system” that divided sales bases into small units, and worked actively to create new sales methods and business models amid the COVID-19 pandemic, while seeking to formulate and rapidly execute strategies better suited to regional and market characteristics, strengthen competitiveness through in-depth sales to existing customers, and accelerate the development of new customers in highly growth-oriented fields by making maximum use of its nationwide sales network.」
The wording changed from “frontline capabilities and organizational capabilities” to “frontline capabilities and comprehensive capabilities.” The policy for the second year of the Medium-Term Plan combined the block system, deeper customer engagement, new customer development and responses to the COVID-19 pandemic. - FY2022-Q1RestatedAnnual report
「Under these circumstances, in FY2021, the second year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group continued to pursue the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities.”」
In the second year of the Medium-Term Three-Year Management Plan, the Group continued its basic policy of mutually strengthening frontline and organizational capabilities and developing a robust management foundation. - FY2021RaisedAnnual report
「In FY2021, the second year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy, “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities,” and aims to achieve consolidated net sales of ¥40.0 billion, ordinary income of ¥1.85 billion and return on equity (ROE) of 10% in the fiscal year ending March 2023.」
While maintaining the targets of ¥40.0 billion in net sales and 10% ROE for the fiscal year ending March 2023, the Group raised its ordinary income target from ¥1.65 billion to ¥1.85 billion. - FY2021-Q3RestatedAnnual report
「Under these circumstances, the Group launched a new Medium-Term Three-Year Management Plan in April 2020 and continued to promote the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy, “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities.”」
The Group continued the new Medium-Term Three-Year Management Plan launched in April 2020 and the development of its management foundation through mutual strengthening of frontline and organizational capabilities. - FY2021-Q2RestatedAnnual report
「Under these circumstances, the Group launched a new Medium-Term Three-Year Management Plan in April 2020 and continued to promote the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy, “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities.”」
The Group continued to describe the new Medium-Term Three-Year Management Plan launched in April 2020 and the development of its management foundation through mutual strengthening of frontline and organizational capabilities. - FY2021-Q1RestatedAnnual report
「Under these circumstances, the Group launched a new Medium-Term Three-Year Management Plan in April 2020 and continued to promote the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy, “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities.”」
The Group reconfirmed the new Medium-Term Three-Year Management Plan launched in FY2020 and its basic policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities.” - FY2020RaisedAnnual report
「In April 2020, the Group launched a new Medium-Term Three-Year Management Plan (FY2020-FY2022). Under its basic management policy, “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities,” it promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs, and aims to achieve consolidated net sales of ¥40.0 billion, ordinary income of ¥1.65 billion and return on equity (ROE) of 10% in the fiscal year ending March 2023.」
The Group moved from the previous plan to a new medium-term plan and set numerical targets of consolidated net sales of ¥40.0 billion, ordinary income of ¥1.65 billion and ROE of 10%. The target levels were also raised from the previous targets of ¥36.0 billion in net sales and ¥1.2 billion in ordinary income. - FY2020-Q3RestatedAnnual report
「In FY2019, the final year of the Medium-Term Three-Year Management Plan, the Group operated under its basic management policy, “Improving earnings power through optimization of the business portfolio and pursuit of productivity,” adopted the FY2019 management policy, “Strengthening execution and pursuing results—To the NEXT STAGE—,” and promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs.」
In the final year of the Medium-Term Three-Year Management Plan, the Group continued its policy centered on the business portfolio, productivity, earnings power and the management foundation. - FY2020-Q2RestatedAnnual report
「In FY2019, the final year of the Medium-Term Three-Year Management Plan, the Group operated under its basic management policy, “Improving earnings power through optimization of the business portfolio and pursuit of productivity,” adopted the FY2019 management policy, “Strengthening execution and pursuing results—To the NEXT STAGE—,” and promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs.」
In the final year of the Medium-Term Three-Year Management Plan, the Group continued its policy centered on the business portfolio, productivity, earnings power and a robust management foundation, as well as “Strengthening execution and pursuing results.” - FY2020-Q1AdvancedAnnual report
「In FY2019, the final year of the Medium-Term Three-Year Management Plan, the Group continued to operate under its basic management policy, “Improving earnings power through optimization of the business portfolio and pursuit of productivity,” newly adopted the FY2019 management policy, “Strengthening execution and pursuing results—To the NEXT STAGE—,” and promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs.」
As the Medium-Term Three-Year Management Plan entered its final year, the Group maintained its existing basic management policy while newly adopting a management policy for FY2019. - FY2019-Q3RestatedAnnual report
「Under these circumstances, in FY2018, the second year of the Medium-Term Three-Year Management Plan launched in April 2017, the Group promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy of pursuing “Improving earnings power through optimization of the business portfolio and pursuit of productivity.”」
In the second year of the Medium-Term Three-Year Management Plan, the Group continued its basic policy centered on the business portfolio, productivity, earnings power and a robust management foundation. - FY2019-Q2RestatedAnnual report
「Under these circumstances, in FY2018, the second year of the Medium-Term Three-Year Management Plan launched in April 2017, the Group promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs under its basic management policy of pursuing “Improving earnings power through optimization of the business portfolio and pursuit of productivity.”」
In the second year of the Medium-Term Three-Year Management Plan, the Group continued its basic management policy centered on the business portfolio, productivity, earnings power and a robust management foundation. - FY2018RestatedAnnual report
「In FY2018, the second year of the new Medium-Term Three-Year Management Plan launched in April 2017, the Group promoted the development of a robust management foundation adaptable to changes in the industrial structure and customer needs under its basic management policy, “Improving earnings power through optimization of the business portfolio and pursuit of productivity,” and aims to achieve consolidated net sales of ¥36.0 billion and ordinary income of ¥1.2 billion in FY2019.」
In the second year of the new Medium-Term Three-Year Management Plan, the Group maintained its policy centered on the business portfolio, productivity and earnings power, as well as its targets of consolidated net sales of ¥36.0 billion and ordinary income of ¥1.2 billion for FY2019. - FY2018-Q3RestatedAnnual report
「Under these circumstances, the Group newly adopted “Improving earnings power through optimization of the business portfolio and pursuit of productivity” as its basic management policy, and promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs.」
The Group continued its basic management policy of emphasizing the business portfolio, productivity, earnings power and a robust management foundation. - FY2018-Q2RestatedAnnual report
「Under these circumstances, the Group newly adopted “Improving earnings power through optimization of the business portfolio and pursuit of productivity” as its basic management policy, and promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs.」
The Group continued its basic management policy of emphasizing the business portfolio, productivity, earnings power and a robust management foundation. - FY2018-Q1RestatedAnnual report
「Under these circumstances, the Group newly adopted “Improving earnings power through optimization of the business portfolio and pursuit of productivity” as its basic management policy, and promoted the development of a robust management foundation capable of responding to changes in the industrial structure and customer needs.」
The basic management policy adopted in FY2017 was reiterated in the first quarter, with continued emphasis on the business portfolio, productivity, earnings power and the management foundation. - FY2017ReframedAnnual report
「Under the Medium-Term Three-Year Management Plan (FY2017-FY2019), the Company newly adopted “Improving earnings power through optimization of the business portfolio and pursuit of productivity” as its basic management policy, promoted the development of a robust management foundation adaptable to changes in the industrial structure and customer needs, and aims to achieve consolidated net sales of ¥36.0 billion and ordinary income of ¥1.2 billion in the fiscal year ending March 2020.」
The Company revised its previous policy, “Taking on the challenge of new growth and establishing a resilient earnings structure,” to a new basic policy centered on the business portfolio and productivity, and set numerical targets of ¥36.0 billion in net sales and ¥1.2 billion in ordinary income for the fiscal year ending March 2020. - FY2017-Q3RestatedAnnual report
「Under these circumstances, the Group continued to pursue “Taking on the challenge of new growth and establishing a resilient earnings structure” as its basic management policy, promoting improvements in earnings power focused on quality rather than quantity and building a robust management foundation capable of responding to changes in the industrial structure.」
The Group continued to promote improvements in earnings power with an emphasis on quality rather than quantity and the development of a robust management foundation under its basic management policy. - FY2017-Q2RestatedAnnual report
「Under these circumstances, the Group continued to pursue “Taking on the challenge of new growth and establishing a resilient earnings structure” as its basic management policy, promoting improvements in earnings power focused on quality rather than quantity and building a robust management foundation capable of responding to changes in the industrial structure.」
The Group continued its basic management policy, maintaining its focus on improving earnings power through quality rather than quantity and strengthening its management foundation. - FY2017-Q1RestatedAnnual report
「Under these circumstances, the Group continued to pursue “Taking on the challenge of new growth and establishing a resilient earnings structure” as its basic management policy, promoting improvements in earnings power focused on quality rather than quantity and building a robust management foundation capable of responding to changes in the industrial structure.」
The Group continued the basic management policy adopted in the previous fiscal year, advancing improvements in earnings power through quality rather than quantity and strengthening its management foundation. - FY2016First statedAnnual report
「As its basic management policy, the Company newly adopted “Taking on the challenge of new growth and establishing a resilient earnings structure” and promoted efforts to improve earnings power and build a robust management foundation capable of responding to changes in the industrial structure.」
This was the basic management policy adopted for the fiscal year, linking improved earnings power with a stronger management foundation.