Company-wide culture reform and laying the foundation for a major leap forward
First written in FY2017-Q1. 23 of 37 entries say "Restated". Latest entry: 2026-10-14.
The whole theme swung hardest in 2021: 1 of 9 companies on the "Worse" side.
4 other companies' latest entry also says "Restated".
- 2026-10-14RestatedEarnings
「The key issues identified in the Fourth Medium-Term Management Plan are achieving profitability at an early stage and securing stable earnings, store strategy, sustainability, talent development and system reform, cultivating the corporate culture, and strengthening the organizational foundation. We will pursue strong corporate growth by advancing strategies to address management issues.」
The six priority issues under the Fourth Medium-Term Management Plan are being reported again, and the implementation and review of each initiative continue. - FY2027-H1AdvancedAnnual report
「Against this backdrop, our group has entered the second year of the Fourth Medium-Term Management Plan, which began last year and runs through the fiscal year ending February 2028. The plan identifies early return to profitability and securing stable earnings, store strategy, sustainability, talent development and institutional reform, fostering the desired corporate culture, and strengthening the organizational foundation as its key priorities. We will pursue strong corporate growth by advancing strategies to address these management issues.」
The Fourth Medium-Term Management Plan has entered its second year, and initiatives are being advanced under the same six key priorities. - 2026-07-14RestatedEarnings
「The key issues identified in the Fourth Medium-Term Management Plan are achieving profitability at an early stage and securing stable earnings, store strategy, sustainability, talent development and system reform, cultivating the corporate culture, and strengthening the organizational foundation. We will pursue strong corporate growth by advancing strategies to address management issues.」
The six priority issues and related initiatives under the Fourth Medium-Term Management Plan are being reported again. - FY2026AdvancedAnnual report
「(e) Fostering the corporate culture ・Communication: greetings and smiles; building an open organisation ・Participation by all employees: fostering a culture that embraces challenges; building consensus through dialogue ・Overall optimisation: strengthening cooperation between departments and Group companies」
Under the fourth medium-term management plan, fostering the corporate culture is broken down into specific initiatives covering communication, participation by all employees, and overall optimisation. - 2026-04-20ReframedRevision to earnings forecasts
「Our priority issues for the second year of the Fourth Medium-Term Management Plan are product development from the customer’s perspective, sustainable operational reform, and building an organization that embraces challenges. We aim to achieve strong corporate growth by advancing strategies to address management issues.」
The priority issues for the second year of the Fourth Medium-Term Management Plan have been reorganized into three categories. - FY2026-H1ReframedAnnual report
「Against this backdrop, the Group has formulated its fourth medium-term management plan, commencing this fiscal year and ending in the fiscal year ending February 2028. Its key priorities are achieving profitability at an early stage and securing stable earnings, store strategy, sustainability, human resources development and institutional reform, fostering the desired corporate culture, and strengthening the organisational foundation. Through these strategies to address management issues, the Group aims to achieve strong corporate growth.」
The Group has transitioned from the third medium-term management plan to the fourth, reorganising its key priorities into 6 areas: early profitability and stable earnings, store strategy, sustainability, human resources and systems, corporate culture, and the organisational foundation. - FY2025-H1RestatedAnnual report
「Against this backdrop, our group has entered the final year of the Third Medium-Term Management Plan. We have identified customer creation, achieving new productivity gains and reforming the earnings structure as key issues, and organizational culture reform, sustainability and talent development as the development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues. In addition, based on our group corporate philosophy, “The Yamazawa Group aims to be a company that provides customers with security and prosperity, supports the health and vitality of local communities, and enables each employee to shine,” we adopted “Challenge 100—Speeding up toward becoming a 100-year company” as our slogan to achieve the group vision of “Becoming a healthy and vibrant 100-year company loved by the local community,” and worked as one company to implement and verify each measure.」
In the final year of the Third Medium-Term Management Plan, the company continues its measures under three key issues, three organizational foundation development items, the group vision and the slogan. - FY2025-Q1AdvancedAnnual report
「Against this backdrop, our group has entered the final year of the Third Medium-Term Management Plan. We have identified customer creation, achieving new productivity gains and reforming the earnings structure as key issues, and organizational culture reform, sustainability and talent development as the development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues.」
The Third Medium-Term Management Plan has entered its final year, and the company states that it is advancing measures under three key issues and three organizational foundation development items. - FY2024RestatedAnnual report
「We have identified customer creation, achieving new productivity gains and reforming the earnings structure as key issues, and organizational culture reform, sustainability and talent development as the development of the organizational foundation」
In the second year of the Third Medium-Term Management Plan, the company continues to present three key issues and three organizational foundation development items. - FY2024-Q3RestatedAnnual report
「Against this backdrop, our group has entered the second year of the Third Medium-Term Management Plan, which began last fiscal year. We have identified customer creation, achieving new productivity gains and reforming the earnings structure as key issues, and organizational culture reform, sustainability and talent development as the development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues.」
In the second year of the Third Medium-Term Management Plan, the company continues to present three key issues and three organizational foundation development items. - FY2024-Q2ReframedAnnual report
「Against this backdrop, our group has entered the second year of the Third Medium-Term Management Plan, which began last fiscal year. We have identified customer creation, achieving new productivity gains and reforming the earnings structure as key issues, and organizational culture reform, sustainability and talent development as the development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues. In addition, based on our group corporate philosophy, “The Yamazawa Group aims to be a company that provides customers with security and prosperity, supports the health and vitality of local communities, and enables each employee to shine,” we adopted “Challenge ‘100’—Speeding up toward becoming a 100-year company” as our slogan to achieve the group vision of “Becoming a healthy and vibrant 100-year company loved by the local community,” and worked as one company to implement and verify each measure.」
In the second year of the Third Medium-Term Management Plan, the company has maintained the composition of its key issues while changing the slogan from the previous “Starting up” to “Speeding up.” - FY2024-Q1ReframedAnnual report
「Against this backdrop, our group has entered the second year of the Third Medium-Term Management Plan, which began last fiscal year. We have identified customer creation, achieving new productivity gains and reforming the earnings structure as key issues, and organizational culture reform, sustainability and talent development as the development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues.」
The key issues under the Third Medium-Term Management Plan have been reorganized from the previous list of six items into three: “customer creation,” “achieving new productivity gains” and “reforming the earnings structure,” while organizational culture reform, sustainability and talent development have been positioned as the development of the organizational foundation. - FY2023RestatedAnnual report
「As the key issues under the Third Medium-Term Management Plan, we have identified customer creation, achieving new productivity gains, sustainability, talent development, organizational culture reform and development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues.」
The company continues to present the six key issues under the Third Medium-Term Management Plan and corporate growth through strategic initiatives. - FY2023-Q3RestatedAnnual report
「As the key issues under the Third Medium-Term Management Plan, we have identified customer creation, achieving new productivity gains, sustainability, talent development, organizational culture reform and development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues. In addition, with “The Yamazawa Group aims to be a company that provides customers with security and prosperity, supports the health and vitality of local communities, and enables each employee to shine” as our new group corporate philosophy, we adopted “Challenge ‘100’—Starting up toward becoming a 100-year company” as our slogan to achieve the group vision of “Becoming a healthy and vibrant 100-year company loved by the local community,” and worked as one company to implement and verify each measure.」
The company continues to implement and verify measures under the six key issues of the Third Medium-Term Management Plan, the group vision and the slogan. - FY2023-Q2RestatedAnnual report
「As the key issues under the Third Medium-Term Management Plan, we have identified customer creation, achieving new productivity gains, sustainability, talent development, organizational culture reform and development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues.」
The company continues to present the six key issues under the Third Medium-Term Management Plan and corporate growth through strategic initiatives. - FY2023-Q1ReframedAnnual report
「As the key issues under the Third Medium-Term Management Plan, we have identified customer creation, achieving new productivity gains, sustainability, talent development, organizational culture reform and development of the organizational foundation, and will pursue strong corporate growth by advancing strategies to resolve management issues. In addition, with “The Yamazawa Group aims to be a company that provides customers with security and prosperity, supports the health and vitality of local communities, and enables each employee to shine” as our new group corporate philosophy, we adopted “Challenge ‘100’—Starting up toward becoming a 100-year company” as our slogan to achieve the group vision of “Becoming a healthy and vibrant 100-year company loved by the local community,” and worked as one company to implement and verify each measure.」
The annual slogan has changed from the previous one to “Challenge ‘100’—Starting up toward becoming a 100-year company,” and the key issues under the Third Medium-Term Management Plan have been organized into six items: customer creation, productivity, sustainability, talent, organizational culture and organizational foundations. - FY2022RestatedAnnual report
「We adopted “Let’s build an exciting, good store” as this year’s slogan, and worked as one company to implement and verify each measure」
Under the annual slogan, the company continues to implement and verify company-wide measures. - FY2022-Q2RestatedAnnual report
「In addition, toward “building stores that local customers will want to visit repeatedly,” we adopted “Let’s build an exciting, good store” as this year’s slogan, and worked as one company to implement and verify each measure.」
Under this year’s slogan, the company continues to implement and verify company-wide measures. - FY2022-Q1ReframedAnnual report
「In addition, toward “building stores that local customers will want to visit repeatedly,” we adopted “Let’s build an exciting, good store” as this year’s slogan, and worked as one company to implement and verify each measure.」
The annual slogan has changed from the previous year’s “Building stores suited to the Reiwa era” to this year’s “Let’s build an exciting, good store.” The implementation and verification of each measure continues. - FY2021-Q3RestatedAnnual report
「We adopted “Building stores suited to the Reiwa era” as this year’s slogan, and worked as one company to implement and verify each measure.」
Under the annual slogan, the company continues to implement and verify company-wide measures. - FY2021-Q2RestatedAnnual report
「We adopted “Building stores suited to the Reiwa era” as this year’s slogan, and worked as one company to implement and verify each measure.」
Under the annual slogan, the company continues to implement and verify company-wide measures. - FY2021-Q1ReframedAnnual report
「In addition, toward “building stores that local customers will want to visit repeatedly,” we adopted “Building stores suited to the Reiwa era” as this year’s slogan, and worked as one company to implement and verify each measure.」
The annual slogan has changed from the previous year’s “The first year of management reform” and “Taking on the challenge of creating a new Yamazawa” to this year’s “Building stores suited to the Reiwa era.” The implementation and verification of each measure continues. - FY2020RestatedAnnual report
「We adopted “The first year of management reform” and “Taking on the challenge of creating a new Yamazawa” as this year’s slogans, and worked as one company to implement and verify each measure.」
The company continues to implement and verify each measure under the annual slogans of management reform and taking on the challenge of creating a new Yamazawa. - FY2020-Q3RestatedAnnual report
「We adopted “The first year of management reform” and “Taking on the challenge of creating a new Yamazawa” as this year’s slogans, and worked as one company to implement and verify each measure.」
Under the FY2020 annual slogans, the company continues to implement and verify company-wide measures. - FY2020-Q2RestatedAnnual report
「We adopted “The first year of management reform” and “Taking on the challenge of creating a new Yamazawa” as this year’s slogans, and worked as one company to implement and verify each measure.」
Under the FY2020 annual slogans, the company continues to implement and verify company-wide measures. - FY2020-Q1ReframedAnnual report
「Toward “building stores that local customers will want to visit repeatedly,” we adopted “The first year of management reform” and “Taking on the challenge of creating a new Yamazawa” as this year’s slogans, and worked as one company to implement and verify each measure.」
The annual slogans have changed from the previous ones to “The first year of management reform” and “Taking on the challenge of creating a new Yamazawa.” The implementation and verification of each measure continues. - FY2019RestatedAnnual report
「We adopted “Driving reform through everyone’s efforts” and “For customer satisfaction” as this year’s slogans, and worked as one company to implement and verify each measure.」
The company has repeated the FY2018 slogans and the implementation and verification of company-wide measures. - FY2019-Q3RestatedAnnual report
「Toward “building stores that local customers will want to visit repeatedly,” we adopted “Driving reform through everyone’s efforts” and “For customer satisfaction” as this year’s slogans, and worked as one company to implement and verify each policy.」
Under this year’s slogans of “The front line comes first” and “A company that delivers good results,” the company continues to implement and verify company-wide policies. - FY2019-Q2RestatedAnnual report
「We adopted “The front line comes first” and “A company that delivers good results” as this year’s slogans, and worked as one company to implement and verify each policy.」
The company continues to describe this year’s slogans and the implementation and verification of company-wide policies. - FY2019-Q1ReframedAnnual report
「Toward “building stores that local customers will want to visit repeatedly,” we adopted “The front line comes first” and “A company that delivers good results” as this year’s slogans, and worked as one company to implement and verify each policy.」
The annual slogans have changed from the previous year’s “Driving reform through everyone’s efforts” and “For customer satisfaction” to “The front line comes first” and “A company that delivers good results.” - FY2018RestatedAnnual report
「We adopted “Driving reform through everyone’s efforts” and “For customer satisfaction” as this year’s slogans, and worked as one company to implement and verify each measure.」
The company has repeated the annual slogans continued from the previous fiscal year and the implementation and verification of company-wide measures. - FY2018-Q3RestatedAnnual report
「Toward “building stores that local customers will want to visit repeatedly,” we adopted “Driving reform through everyone’s efforts” and “For customer satisfaction” as this year’s slogans, and worked as one company to implement and verify each measure.」
Under the same annual slogans as in the previous quarter, the company continues to implement and verify company-wide measures. - FY2018-Q2RestatedAnnual report
「Toward “building stores that local customers will want to visit repeatedly,” we adopted “Driving reform through everyone’s efforts” and “For customer satisfaction” as this year’s slogans, and worked as one company to implement and verify each measure.」
Under the same annual slogans as in the previous quarter, the company continues to implement and verify company-wide measures. - FY2018-Q1ReframedAnnual report
「Toward “building stores that local customers will want to visit repeatedly,” we adopted “Driving reform through everyone’s efforts” and “For customer satisfaction” as this year’s slogans, and worked as one company to implement and verify each measure.」
The annual slogans have changed from the previous “Reforming our culture through everyone’s participation” and “Laying the foundations for a leap forward” to this year’s “Driving reform through everyone’s efforts” and “For customer satisfaction.” - FY2017RestatedAnnual report
「With “Reforming our culture through everyone’s participation” and “Laying the foundations for a leap forward” as this year’s slogans, we have worked as one company to implement and verify each measure.」
The company continues to describe the annual slogans and the implementation and verification of company-wide measures. - FY2017-Q2RestatedAnnual report
「With “Reforming our culture through everyone’s participation” and “Laying the foundations for a leap forward” as this year’s slogans, we have worked as one company to implement and verify each measure.」
The company has repeated the annual slogans and the implementation and verification of measures with the same content as in the previous quarter. - FY2017-Q1First statedAnnual report
「With “Reforming our culture through everyone’s participation” and “Laying the foundations for a leap forward” as this year’s slogans, we have worked as one company to implement and verify each measure.」
The company has adopted reform of the organizational culture and development of its foundations as its annual slogans, and is advancing the implementation and verification of measures.