Rolling Plan 2018
First written in FY2016. 19 of 31 entries say "Restated". Latest entry: FY2026.
Sagami Holdings moved to the "Worse" side of this theme in 2026, 2 years after the typical company in this theme (2024).
The whole theme swung hardest in 2024: 5 of 17 companies on the "Worse" side.
7 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「The Group is pursuing market expansion through proactive and strategic new store openings, while working to improve productivity and reduce various expenses. Its targets for the fiscal year ending March 2027 are 284 stores, revenue of ¥40.5 billion, operating income of ¥2.4 billion, ordinary income of ¥2.45 billion and profit attributable to owners of the parent of ¥1.2 billion.」
Specific targets for the number of stores, revenue and profit have been set as management indicators for the fiscal year ending March 2027, the plan following “Together,” which ends in fiscal 2025. - FY2025RaisedAnnual report
「For fiscal 2025, only the plan figures have been revised, while the policy of continuing to use “Management Plan 2025 ‘Together’” as an important management indicator remains unchanged.」
While maintaining the framework of the plan, the fiscal 2025 targets were revised to revenue of ¥37 billion, operating income of ¥2.25 billion, ordinary income of ¥2.3 billion and profit attributable to owners of the parent of ¥1.25 billion. - FY2025-H1RestatedAnnual report
「Based on the mid-term management plan, “Together,” the basic strategies are “co-creation” and “co-growth.”」
The mid-term management plan, “Together,” remains the foundation, with “co-creation” and “co-growth” established as its basic strategies. - FY2024RaisedAnnual report
「The Group positions “Management Plan 2025 ‘Together,’” which ends in fiscal 2025, as an important management indicator. For fiscal 2024, only the plan figures have been revised, while the policy of continuing to use “Management Plan 2025 ‘Together’” as an important management indicator remains unchanged.」
The plan figures were revised while continuing the mid-term management plan, “Together.” The fiscal 2024 plan calls for revenue of ¥32 billion, operating income of ¥1.75 billion, ordinary income of ¥1.8 billion and profit attributable to owners of the parent of ¥1 billion. The fiscal 2025 plan calls for revenue of ¥33.5 billion, operating income of ¥1.85 billion, ordinary income of ¥1.9 billion and profit attributable to owners of the parent of ¥1.1 billion. - FY2024-Q3RestatedAnnual report
「Under the medium-term management plan 2023-2025 “Together”」
“Together” has been reaffirmed as the mid-term management plan, and initiatives based on the plan are continuing. - FY2024-Q2RestatedAnnual report
「Under the medium-term management plan 2023-2025 “Together”」
The mid-term management plan, “Together,” has been reaffirmed as the plan for 2023–2025, and initiatives based on the plan are continuing. - FY2024-Q1RestatedAnnual report
「Under the medium-term management plan “Together,” we are pursuing “sustainability” and “renewed growth” as our themes」
The company continued its initiatives under the medium-term management plan “Together,” established in FY2023, during the first quarter. - FY2023ReframedAnnual report
「Our group has positioned the medium-term management plan “Management Plan 2025 ‘Together,’” ending in FY2025, as an important management indicator.」
The company updated its medium-term management plan from “Challenge to“300”” to “Management Plan 2025 ‘Together,’” ending in FY2025. The plan sets sales and operating profit at ¥2.62 billion and ¥800 million for FY2023, ¥2.75 billion and ¥930 million for FY2024, and ¥3.0 billion and ¥1.1 billion for FY2025, respectively. - FY2023-Q3RestatedAnnual report
「Under the new medium-term management plan “Challenge to“300”,” we are pursuing “sustainability” and “renewed growth” as our themes」
The company continued its initiatives under the medium-term management plan “Challenge to“300”,” established in FY2022, during the third quarter. - FY2023-Q2RestatedAnnual report
「In addition, under the new medium-term management plan “Challenge to“300”,” we are pursuing “sustainability” and “renewed growth” as our themes」
The company continued its initiatives under the medium-term management plan “Challenge to“300”,” updated in FY2022, during the second quarter. - FY2023-Q1RestatedAnnual report
「In addition, under the new medium-term management plan “Challenge to“300”,” we are pursuing “sustainability” and “renewed growth” as our themes」
The company continues its initiatives under the medium-term management plan “Challenge to“300”,” updated in FY2022. - FY2022ReframedAnnual report
「The company has positioned the medium-term management plan “Challenge to“300”,” ending in FY2024, as an important management indicator.」
The company updated its medium-term plan from Rolling Plan 2022 to “Challenge to“300”,” ending in FY2024. Planned sales are ¥2.5 billion, ¥2.75 billion, and ¥3.0 billion for FY2022, FY2023, and FY2024, respectively, while planned operating profit is ¥300 million, ¥450 million, and ¥650 million, respectively. - FY2021ReframedAnnual report
「In view of the lack of a clear prospect for the COVID-19 pandemic to subside, the company has left unchanged the medium-term management plan announced last year, Rolling Plan 2022, and postponed publication of the new medium-term management plan, Rolling Plan 2023, which had been scheduled for May 2021.」
The company changed its plan management from Rolling Plan 2022 remaining unchanged to postponing publication of Rolling Plan 2023, scheduled for May 2021. - FY2021-Q2AdvancedAnnual report
「Regarding the target management indicators and other items, the company had postponed the publication of its earnings forecast and medium-term management plan in its annual securities report for the previous fiscal year because it was unable to calculate the impact of COVID-19. It disclosed these items in a timely manner and posted them on its website on 15 October 2020.」
The company disclosed and posted the postponed earnings forecast and medium-term management plan on 15 October 2020. - FY2020-Q3RestatedAnnual report
「We have shared our vision of “No.1 Noodle Restaurant Company” and pursued initiatives centered on ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continued its initiatives in the three priority areas set out in the medium-term management plan during the third quarter. - FY2020-Q2RestatedAnnual report
「We have shared our vision of “No.1 Noodle Restaurant Company” and pursued initiatives centered on ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continued its initiatives in the three priority areas set out in the medium-term management plan during the second quarter. - FY2020-Q1RestatedAnnual report
「We have shared our vision of “No.1 Noodle Restaurant Company” and pursued initiatives centered on ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continued its initiatives in the three priority areas set out in Rolling Plan 2020 during the first quarter. - FY2019-Q3RestatedAnnual report
「We have shared our vision of “No.1 Noodle Restaurant Company” and pursued initiatives centered on ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continued its initiatives in the three priority areas set out in Rolling Plan 2020 during the third quarter. - FY2019-Q2RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continued its initiatives in the three priority areas set out in Rolling Plan 2020 during the second quarter. - FY2019-Q1RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continued its initiatives in the three priority areas set out in Rolling Plan 2020 during the first quarter. - FY2018ReframedAnnual report
「Our group has positioned the medium-term management plan “Rolling Plan 2020,” ending in FY2020, as an important management indicator. The plan figures are as follows.」
The company updated its plan from Rolling Plan 2019 to Rolling Plan 2020, ending in FY2020. From FY2018 to FY2020, planned sales are ¥26,500 million, ¥27,000 million, and ¥28,000 million, respectively, and planned operating profit is ¥700 million, ¥800 million, and ¥1,000 million, respectively. - FY2018-Q3RestatedAnnual report
「We shared our vision, “No.1 Noodle Restaurant Company,” and worked on three pillars: ① strengthening the business platform, ② improving profitability, and ③ advancing the growth strategy.」
The company continues its initiatives in the three priority areas set out in Rolling Plan 2019. - FY2018-Q2RestatedAnnual report
「We shared our vision, “No.1 Noodle Restaurant Company,” and worked on three pillars: ① strengthening the business platform, ② improving profitability, and ③ advancing the growth strategy.」
The company continues its initiatives in the three priority areas set out in Rolling Plan 2019. - FY2018-Q1RestatedAnnual report
「We shared our vision, “No.1 Noodle Restaurant Company,” and worked on three pillars: ① strengthening the business platform, ② improving profitability, and ③ advancing the growth strategy.」
The company continues its initiatives in the first quarter in line with the three priority areas set out in Rolling Plan 2019. - FY2017ReframedAnnual report
「Our group has positioned the new medium-term management plan “Rolling Plan 2019,” ending in FY2019, as an important management indicator. We also have a policy of reviewing and rolling forward the management plan annually.」
The company updated its plan from Rolling Plan 2018, ending in FY2018, to Rolling Plan 2019, ending in FY2019. Consolidated sales are planned at ¥26,000 million, ¥27,100 million, and ¥27,900 million for FY2017, FY2018, and FY2019, respectively, while operating profit is planned at ¥880 million, ¥1,020 million, and ¥1,060 million, respectively. - FY2017-Q3RestatedAnnual report
「We have shared our vision of “No.1 Noodle Restaurant Company” and pursued initiatives centered on ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continues its initiatives within the same framework of the three priority areas corresponding to Rolling Plan 2018. - FY2017-Q2RestatedAnnual report
「Against this backdrop, while maintaining a group-wide customer-centric perspective, our group has pursued store reforms and initiatives centered on sharing our vision of “No.1 Noodle Restaurant Company,” ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continues its initiatives within the same framework of the three priority areas corresponding to Rolling Plan 2018. - FY2017-Q1RestatedAnnual report
「We have shared our vision of “No.1 Noodle Restaurant Company” and pursued initiatives centered on ① strengthening our business platform, ② improving profitability, and ③ advancing our growth strategy.」
The company continues its initiatives within the same framework of the three priority areas set out in Rolling Plan 2018. - FY2016First statedAnnual report
「We also formulated the new medium-term management plan “Rolling Plan 2018,” ending in FY2018. While maintaining a customer-focused perspective, we will continue improving our stores and further advance the three initiatives under the new medium-term management plan: “strengthening the business platform,” “improving earnings power,” and “advancing the growth strategy.”」
The new plan, ending in FY2018, set out three priority areas.