Cost reduction and standardization of the management infrastructure to global standards
First written in FY2017. 8 of 16 entries say "Restated". Latest entry: FY2025-H1.
No other company in this theme has enough history to compare yet.
- FY2025-H1AdvancedAnnual report
「Blommer Chocolate Company and 4 other consolidated subsidiaries, whose accounting periods had traditionally comprised 52 weeks and whose fiscal year-end was the Sunday closest to 31 May, had used financial statements based on provisional closing accounts for January and made the necessary consolidation adjustments for material transactions arising between that date and the consolidated fiscal year-end. From the current consolidated fiscal year, however, their fiscal year-end has been changed to 31 March, with the aim of promoting integrated group management by standardizing the management cycle and further enhancing management transparency through the timely and appropriate disclosure of management information, including performance.」
The fiscal year-ends of 5 companies, including Blommer, were changed to 31 March, standardizing the group's management cycle and disclosure timing. - FY2024RestatedAnnual report
「Under the initiative to strengthen global management, the company strengthened business-axis management and established a management structure with high capital efficiency through the introduction of business-segment ROIC management as a measure to improve business profitability. This enabled it to address issues in each area across business lines and strengthened coordination within the group.」
The development of a global management platform, including core systems and fiscal year-end standardization, is expanding toward capital-efficiency-focused management through business-segment ROIC management and business-axis management. - FY2022ReframedAnnual report
「As measures to improve business profitability, we will introduce business-segment ROIC management and strengthen our business-axis management, aiming to shift to a management structure with high capital efficiency that can address area-specific issues across business lines with speed, as well as to a business portfolio aligned with this approach.」
The company is moving from management-platform development centered on standardizing core systems and fiscal year-ends toward combining this with business-segment ROIC management and a shift in the business portfolio. - FY2021-Q1AdvancedAnnual report
「Cash flow from investing activities during the cumulative first quarter of the current consolidated fiscal year amounted to an outflow of ¥4,826 million, mainly due to capital expenditures for constructing new sites for the plant-based oils and fats business in the United States and the functional ingredients business serving the European and U.S. markets in Germany, as well as investments in core systems to upgrade global management, a measure under the medium-term management plan.」
As part of developing a global management platform, the company constructed new sites in the United States and Germany and invested in core systems to upgrade global management. - FY2020AdvancedAnnual report
「During the current consolidated fiscal year, we standardized the fiscal year-ends of our overseas group companies, a long-standing goal, and are steadily strengthening the foundation for managing the group as an integrated whole.」
The fiscal year-ends of overseas group companies were standardized, making concrete progress in standardizing the group's management infrastructure. - FY2020-Q3RestatedAnnual report
「The company and its domestic consolidated subsidiaries had traditionally used the declining-balance method to depreciate property, plant and equipment, but changed from the declining-balance method to the straight-line method from the first quarter of the current consolidated fiscal year.」
The initiative to standardize the depreciation method to the straight-line method as part of developing a global management platform has continued to be applied during the cumulative period. The difference from the previous method increased operating income and other items by ¥876 million. - FY2020-Q2AdvancedAnnual report
「The company and its domestic consolidated subsidiaries had traditionally used the declining-balance method to depreciate property, plant and equipment, but changed from the declining-balance method to the straight-line method from the first quarter of the current consolidated fiscal year.」
As part of developing a global management platform, the depreciation method was standardized to the straight-line method, increasing operating income, ordinary income, and profit before income taxes for the cumulative second quarter by ¥565 million each compared with the previous method. - FY2020-Q1AdvancedAnnual report
「Under its medium-term management plan through fiscal 2020, the company aims to establish a global management platform that will serve as the foundation for future business expansion in Japan and overseas. As part of this effort, the company determined that standardizing the group accounting policy for depreciation methods applied to property, plant and equipment would provide more useful information for investment decisions and performance management.」
As part of developing a global management platform, the depreciation method for property, plant and equipment at the company and its domestic consolidated subsidiaries was standardized, changing from the declining-balance method to the straight-line method. - FY2019-Q3RestatedAnnual report
「The Fuji Oil Group, recognizing that establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving productivity are its highest-priority issues」
The company continues to regard establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving productivity as priority issues. - FY2019-Q2RestatedAnnual report
「As the basic policies for reforms and strategy aimed at establishing a global presence and standing out worldwide, the company has identified ① strengthening core competencies, ② growing the soybean business, ③ expanding functional, high-value-added businesses, and ④ reducing costs and standardizing operations to global standards,」
The company continues to position cost reduction and standardization to global standards as one of the basic policies of its medium-term plan. - FY2019-Q1RestatedAnnual report
「The Fuji Oil Group, recognizing that establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving productivity are its highest-priority issues」
The company continues to regard establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving productivity as priority issues. - FY2018AdvancedAnnual report
「To improve productivity across the group and enhance competitiveness, we are advancing the introduction of a global CMS, the phased implementation of core systems, and measures to standardize fiscal year-ends.」
The company describes progress on specific standardization initiatives, including the introduction of a global CMS, the phased implementation of core systems, and measures to standardize fiscal year-ends. - FY2018-Q3RestatedAnnual report
「With the recognition that establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving production efficiency are the highest-priority issues」
The company continues to regard establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving production efficiency as its highest-priority issues. - FY2018-Q2RestatedAnnual report
「With the recognition that establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving production efficiency are the highest-priority issues」
The company continues to regard establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving production efficiency as its highest-priority issues. - FY2018-Q1RestatedAnnual report
「With the recognition that establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving production efficiency are the highest-priority issues」
The company has reconfirmed that establishing a management platform capable of competing globally, developing management infrastructure and the financial framework, reducing costs, and improving production efficiency are priority issues. - FY2017First statedAnnual report
「With the next generation in mind, we will organize a structure aimed at improving production efficiency across all group companies, work to enhance competitiveness, and advance the standardization of core systems and fiscal year-ends globally.」
Organizational restructuring to improve production efficiency, standardization of core systems, and standardization of fiscal year-ends have been launched as initiatives to standardize the group platform.