Expansion of Dominant Areas Centered on Tokyo’s 23 Wards
First written in FY2016. 24 of 34 entries say "Advanced", first in FY2017-Q3. Latest entry: FY2026.
2 other companies' latest entry also says "Restated".
- FY2026RestatedAnnual report
「By opening home-care service facilities centered on Tokyo’s 23 wards and developing a dominant area, the company will build a structure capable of providing day-visit and home-visit services suited to local needs within the community-based integrated care system promoted by the Ministry of Health, Labour and Welfare.」
The company continues its policy of opening home-care service facilities centered on Tokyo’s 23 wards, strengthening coordination among services and developing facilities that meet local needs. - FY2025AdvancedAnnual report
「Through its dominant strategy centered on the Tokyo metropolitan area, the group will strengthen coordination among its home-care services and expand services and facilities that meet local needs.」
The company outlined a policy of expanding facilities while strengthening coordination among services under its dominant strategy in the Tokyo metropolitan area, and opened 3 facilities and closed 2 during the fiscal year. - FY2024AdvancedAnnual report
「For the fiscal year ended March 2024, the company opened Rental Kameido, a welfare-equipment rental facility, in Koto Ward and Home Care Support Sakura, a care-management facility, in Nerima Ward to strengthen coordination within its dominant area. To expand the market area of its home-visit bathing services, it also opened Home-Visit Bathing Shinkoiwa in Katsushika Ward, Home-Visit Bathing Nakano in Nakano Ward and Home-Visit Bathing Shimura in Itabashi Ward.」
The company developed coordination hubs within its dominant area in Koto and Nerima wards and expanded the market area for home-visit bathing into Katsushika, Nakano and Itabashi wards. - FY2024-Q3AdvancedAnnual report
「In November 2023, the company opened Home-Visit Bathing Shinkoiwa in Katsushika Ward, Tokyo, providing home-visit bathing services, and Rental Kameido in Koto Ward, Tokyo, providing welfare-equipment rental and sales.」
The company opened home-visit bathing and welfare-equipment facilities in Katsushika and Koto wards within Tokyo’s 23 wards, expanding its service network in its dominant area. - FY2024-Q2AdvancedAnnual report
「The company revised its organizational structure and further strengthened coordination among its services in order to extend its initiatives in the Kameido area of Koto Ward, Tokyo, where it had concentrated its new openings, to other areas.」
The company has moved to the stage of revising its organizational structure and strengthening coordination among services to extend its initiatives in the Kameido area to other regions. - FY2023RestatedAnnual report
「The Company will continue to expand its dominant area centered on Tokyo's 23 wards and deepen its business offerings.」
The company continues to expand its dominant area centered on Tokyo’s 23 wards and deepen its business operations. - FY2023-Q3AdvancedAnnual report
「In its home-care services business, the company opened Day Service Center Kameido and Home-Visit Bathing Kameido in Koto Ward, Tokyo, in April 2022 to establish a strong dominant area. In August, it integrated Claire Home Nursing and Claire Home Nursing Tachibana, renaming the combined operation Home Nursing Kameido. It also relocated Home Care Support Kameido to the same facility, strengthening its dominant position in Tokyo’s Joto area.」
The company consolidated its day-service, home-visit bathing, home-nursing and care-management facilities in Koto Ward and the Joto area, strengthening its dominant position. - FY2023-Q2AdvancedAnnual report
「In its home-care services business, the company opened Day Service Center Kameido and Home-Visit Bathing Kameido in Koto Ward, Tokyo, in April 2022 to establish a strong dominant area. In August, it integrated Claire Home Nursing and Claire Home Nursing Tachibana, renaming the combined operation Home Nursing Kameido. It also relocated Home Care Support Kameido to the same facility, strengthening its dominant position in Tokyo’s Joto area.」
The company consolidated multiple services in Koto Ward and the Joto area, strengthening coordination among day services, home-visit bathing, home nursing and care-management services. - FY2023-Q1AdvancedAnnual report
「In its home-care services business, the company expanded into areas near its existing Home Care Support Kameido and Claire Home Nursing facilities to establish a strong dominant area. In April 2022, it opened Day Service Center Kameido and Home-Visit Bathing Kameido in Koto Ward, Tokyo, as a co-located facility.」
The company opened a facility in Koto Ward combining day services and home-visit bathing near its care-management and home-nursing facilities, expanding its dominant area. - FY2022AdvancedAnnual report
「The group will make full use of the synergies among its services generated by pursuing its strength, a dominant strategy centered on Tokyo’s 23 wards. Tokyo’s 23 wards have high population density and efficient travel routes, and are subject to the highest regional unit rates nationwide for long-term care reimbursement. The group will therefore continue expanding its facilities in dominant areas centered on Tokyo’s 23 wards.」
The company has articulated its use of synergies among services in its dominant area centered on Tokyo’s 23 wards and is advancing specific facility development in Nerima and Koto wards, among others. - FY2022-Q3AdvancedAnnual report
「In December 2021, the company opened 2 facilities, Day Service Center Oizumigakuen in Nerima Ward, Tokyo, and Day Service Center Chofu Shibasaki in Chofu, Tokyo. It relocated Home Care Support Himidari Rinkai within Koto Ward, Tokyo, changed its name to Home Care Support Kiba, and merged it with Home Care Support Himidari Fukagawa in the same ward. The number of existing domestic facilities totaled 105, reflecting 2 new day-service facilities, 1 reduction through the consolidation of care-management facilities, and 1 new end-of-life care facility.」
In its dominant area centered on Tokyo’s 23 wards, the company developed facilities in Nerima and Koto wards and also opened a day-service facility in Chofu. Its facility network was reorganized through openings, relocations and consolidation, bringing the number of existing domestic facilities to 105. - FY2022-Q2RestatedAnnual report
「The company prepared for new facility development to secure profits through the streamlining and improved efficiency of existing businesses, with an eye to future expansion, and to establish strong dominant areas. The number of existing domestic facilities totaled 104 following the addition of 1 end-of-life care facility.」
The company reconfirmed its policy of continuing to streamline and improve the efficiency of existing businesses, prepare for future facility expansion and build dominant areas. - FY2022-Q1AdvancedAnnual report
「The number of existing domestic facilities totaled 104 after the opening of 1 new end-of-life care facility.」
As the company advanced its domestic facility network under its dominant strategy, it opened 1 new end-of-life care site, bringing the total to 104 facilities. - FY2021-Q3AdvancedAnnual report
「To further expand its market share in its dominant area of Ota Ward, the company acquired the home-help business operated by 株式会社広域社会福祉会 on 1 November 2020.」
The company acquired a home-help business to expand its market share in its dominant area of Ota Ward. - FY2021-Q1RestatedAnnual report
「The company also prepared to continue accelerating its dominant strategy centered on Tokyo’s 23 wards as the COVID-19 pandemic moved toward containment.」
The company reconfirmed its policy of preparing to continue accelerating its dominant strategy centered on Tokyo’s 23 wards, with a view to the phase in which the infectious disease outbreak comes under control. - FY2020AdvancedAnnual report
「To accelerate its dominant strategy centered on Tokyo’s 23 wards in its core home-care business, the company opened new facilities, acquired the shares of 株式会社ひだまり, which operates care-management and home-help businesses in Koto Ward, Tokyo, and made it a wholly owned subsidiary effective 22 July 2019. It also acquired the home-nursing business operated by 株式会社クレアバーグ in Edogawa and Sumida wards effective 1 February 2020, promoting synergies with nearby day-service, home-help and care-management services and deepening and expanding the foundation of its home-care business. As a result, through the end of the current consolidated fiscal year, the number of existing domestic facilities totaled 106, comprising 6 new openings, including 1 end-of-life care facility, 1 home-help facility, 2 care-management facilities and 2 home-nursing facilities, and 4 closures due to transfers, all of which were Four Life facilities.」
The company made tangible progress in its dominant home-care strategy centered on Tokyo’s 23 wards by making a subsidiary in Koto Ward, acquiring a home-nursing business in Edogawa and Sumida wards, and expanding its facility network to 106 sites. - FY2020-Q3AdvancedAnnual report
「To accelerate its dominant strategy centered on Tokyo’s 23 wards in its core home-care business, the company acquired the shares of 株式会社ひだまり, which operates care-management and home-help businesses in Koto Ward, Tokyo, and made it a wholly owned subsidiary effective 22 July 2019, thereby promoting synergies with nearby day-service facilities and deepening and expanding the foundation of its home-care business. As part of its business selection and concentration, the company transferred its serviced housing for older people business to 株式会社関東サンガ effective 1 December 2019.」
By making 株式会社ひだまり a wholly owned subsidiary, the company deepened its home-care business in Koto Ward, while transferring its serviced housing for older people business as part of a selection-and-concentration strategy to accelerate its dominant strategy centered on Tokyo’s 23 wards. - FY2020-Q2AdvancedAnnual report
「株式会社関東サンガ, which operates 13 care facilities in Saitama Prefecture, approached the company regarding the transfer of its serviced housing for older people business. After careful internal consideration, the company reached a basic agreement to transfer the business to 株式会社関東サンガ in order to concentrate its management resources and, for the time being, accelerate its dominant strategy centered on Tokyo’s 23 wards in its core home-care business.」
The company presented a specific policy of accelerating its dominant strategy centered on Tokyo’s 23 wards in its core home-care business by transferring its serviced housing for older people business and concentrating management resources on the core business. - FY2020-Q1AdvancedAnnual report
「As a result, through the cumulative first quarter of the current fiscal year, the number of existing domestic facilities totaled 105, following the opening of 1 new end-of-life care facility, with no closures in any service.」
Under its dominant expansion centered on Tokyo’s 23 wards, the company opened 1 new end-of-life care facility without any closures, expanding its existing domestic facility network to 105 facilities. - FY2019AdvancedAnnual report
「In its existing domestic businesses, the company continued to pursue its distinctive dominant strategy centered on Tokyo’s 23 wards, opening new facilities while seeking efficient operations through the consolidation and closure of existing facilities.」
Under its dominant strategy centered on Tokyo’s 23 wards, the company continued throughout the fiscal year to open new facilities and consolidate and close existing sites. - FY2019-Q3AdvancedAnnual report
「In its existing domestic businesses, the company continued to pursue its distinctive dominant strategy centered on Tokyo’s 23 wards, opening new facilities while seeking efficient operations through the consolidation and closure of existing facilities. In June 2018, the company acquired the home-visit bathing business operated by 株式会社やさしい手. This was expected to generate further synergies in the market areas where the group’s home-visit bathing business operates, namely Tokyo’s 23 wards and Yokohama, Kanagawa Prefecture, while enabling the group to enter Kawaguchi, Saitama Prefecture. As a result, through the cumulative third quarter of the current fiscal year, the number of facilities in the existing domestic businesses totaled 105, comprising 4 new openings compared with the end of the previous fiscal year, including 1 day-service facility, 1 home-visit bathing facility, 1 welfare-equipment sales and rental facility, and 1 end-of-life care facility, and 2 closures due to consolidation, both day-service facilities.」
Under its dominant strategy centered on Tokyo’s 23 wards, the company entered Kawaguchi through the acquisition of a home-visit bathing business and expanded and reorganized its domestic facility network to 105 facilities. - FY2019-Q2AdvancedAnnual report
「In June 2018, the Company acquired the home-visit bathing business operated by Yasashii Te Co., Ltd. This was expected to create further synergies in the markets where the Group's home-visit bathing business currently operates, namely Tokyo's 23 wards and Yokohama, Kanagawa Prefecture, while also enabling the Group to enter Kawaguchi, Saitama Prefecture. As a result, by the end of the nine-month period of the fiscal year, the number of facilities in the existing domestic businesses totaled 103, comprising 2 new openings versus the end of the previous fiscal year (1 adult day care facility and 1 home-visit bathing facility) and 2 closures associated with consolidation (2 adult day care facilities).」
As part of its dominant expansion centered on Tokyo’s 23 wards, the company entered Kawaguchi through the acquisition of a home-visit bathing business and expanded and reorganized its domestic facility network to a total of 103 facilities. - FY2019-Q1AdvancedAnnual report
「In June 2018, the Company acquired the home-visit bathing business operated by Yasashii Te Co., Ltd. This was expected to create further synergies in the markets where the Group's home-visit bathing business currently operates, namely Tokyo's 23 wards and Yokohama, Kanagawa Prefecture, while also enabling the Group to enter Kawaguchi, Saitama Prefecture.」
In addition to its dominant expansion centered on Tokyo’s 23 wards, the company expanded its market area into Kawaguchi, Saitama Prefecture, through the acquisition of a home-visit bathing business. - FY2018AdvancedAnnual report
「In June 2017, the company newly opened Home-Visit Bathing Kotonia Akabane in Kita Ward, Tokyo. In Ota Ward, Tokyo, it reopened the suspended short-stay facility in October 2017 as Small-Scale Multifunctional Home Care Nishikamata, a community-based care service combining day visits, overnight stays and home visits. Also in October 2017, it relocated and opened a multi-service home-care facility in Tsurumaki, Setagaya Ward, Tokyo, housing day services, home-visit bathing and care-management services. In March 2018, it relocated Home Care Support Nishiarai to Shimane, Adachi Ward, Tokyo.」
Within its facility network centered on Tokyo’s 23 wards, the company opened, renovated and relocated facilities in Kita, Ota, Setagaya and Adachi wards. - FY2018-Q3AdvancedAnnual report
「In its existing domestic businesses, the Group continued to pursue its distinctive dominant-area strategy centered on Tokyo's 23 wards and worked to improve utilization rates at its existing facilities. In the care services business, it newly opened Kotonia Akabane, a home-visit bathing facility in Kita-ku, Tokyo, in June 2017. In October 2017, it renovated a short-stay facility in Ota-ku, Tokyo, which had been temporarily closed, as Nishikamata Small-Scale Multifunctional Home Care, a community-based care service combining day visits, overnight stays and home visits. Also in October 2017, it relocated and reopened a multifunctional home-care facility in Tsurumaki, Setagaya-ku, Tokyo, housing adult day care, home-visit bathing and home-care support facilities.」
The company is developing specific plans for facilities in Kita, Ota and Setagaya wards within Tokyo’s 23 wards, the target area of its dominant strategy. - FY2018-Q2RestatedAnnual report
「In its existing domestic businesses, the Group continued to pursue its distinctive dominant-area strategy centered on Tokyo's 23 wards and worked to improve utilization rates at its existing facilities.」
The company continues to pursue a dominant strategy centered on Tokyo’s 23 wards and improve utilization at existing facilities. - FY2018-Q1AdvancedAnnual report
「In its existing domestic businesses, the Group continued to pursue its distinctive dominant-area strategy centered on Tokyo's 23 wards and worked to improve utilization rates at its existing facilities. As part of its new facility openings, it opened the home-visit bathing facility Kotonia Akabane in Kita-ku, Tokyo, in June 2017.」
The Company continued its dominant-area strategy centered on Tokyo's 23 wards and expanded its facility network by opening a home-visit bathing facility in Kita-ku, Tokyo. - FY2017AdvancedAnnual report
「In August 2016, the Company relocated Day Service Center Omorinishi in Ota-ku, Tokyo, and sought to attract more users by increasing capacity.」
Under its dominant-area strategy centered on Tokyo's 23 wards, the Company relocated the Omorinishi facility and sought to attract users by increasing capacity. - FY2017-Q3AdvancedAnnual report
「During the nine-month consolidated period, the Company pursued rationalization through facility consolidations and optimization of personnel allocation to secure profits with future expansion in mind and form a strong dominant area. In the care services business, it consolidated 5 low-profitability facilities that had continued to operate at a loss into nearby facilities and transferred their customers and employees, thereby strengthening the business toward a high-profitability structure. For 3 facilities that were difficult to consolidate, the Company fundamentally reviewed the businesses and suspended or discontinued the facilities.」
In addition to its policy of carefully assessing the profitability of new openings, the Company consolidated 5 facilities into nearby locations and suspended or discontinued 3 facilities, putting the reorganization and strengthening of its dominant areas into practice. - FY2017-Q2RestatedAnnual report
「Although the Company will continue to pursue its dominant-area strategy, it will place emphasis on profitability when opening new facilities and make decisions after carefully assessing customer data, tenant rents, construction costs and other factors in the target areas.」
The Company has reiterated its policy of continuing its dominant-area strategy while assessing the profitability of new facility openings based on customer data, rents and construction costs. - FY2017-Q1RestatedAnnual report
「Although the Company will continue to pursue its dominant-area strategy, it will place emphasis on profitability when opening new facilities and make decisions after carefully assessing customer data, tenant rents, construction costs and other factors in the target areas.」
The Company has indicated that, while continuing its dominant-area strategy, it will carefully assess the profitability of new facility openings based on customer data, rents and construction costs. - FY2016First statedAnnual report
「The Company will continue to expand its dominant area centered on Tokyo's 23 wards and deepen its business offerings.」
The Company plans to concentrate facilities mainly in Tokyo's 23 wards and use its proximity to local communities and operational mobility to drive its business development.