Transformation of the Business Structure After the Novel Infectious Disease Subsides
First written in FY2020. 5 of 9 entries say "Restated". Latest entry: FY2024.
Alpico Holdings moved to the "Worse" side of this theme in 2024, the same year as the typical company in this theme.
The whole theme swung hardest in 2024: 3 of 9 companies on the "Worse" side.
4 other companies' latest entry also says "Reframed".
- FY2024ReframedAnnual report
「As the current consolidated fiscal year marked the final year of the Alpico Group Medium-Term Management Plan (Change & Challenge 2023), the group achieved the intended results by pursuing its three basic policies: “Improving productivity through bold structural reform,” “Creating and implementing new business value,” and “Transforming corporate culture.”」
The previous framework of structural reform after the end of the pandemic concluded with results achieved in the final year of Change & Challenge 2023, and the company moved to a new medium-term plan. - FY2024-Q2RestatedAnnual report
「Against this backdrop, the group is implementing the Alpico Group Medium-Term Management Plan (Change & Challenge 2023), with three basic policies: “Improving productivity through bold structural reform,” “Creating and implementing new business value,” and “Transforming corporate culture.” By major business, in the retail business the group is working on “improving the efficiency of store and head-office operations” and “expanding sales channels outside stores,” among other initiatives; in the transportation business, on “optimising vehicle and personnel allocation” and “introducing a taxi dispatching app,” among other initiatives; and in the tourism business, on “consolidating and integrating hotel operations” and “developing new tourism and travel resources,” among other initiatives.」
The three basic policies of Change & Challenge 2023 and the key initiatives in the retail, transportation and tourism businesses continue to serve as the management framework. - FY2023ReframedAnnual report
「In addition to implementing these initiatives, the group will steadily implement the following business strategies: transforming its management foundation into a robust one less affected by the external environment; pursuing the SDGs and contributing to the resolution of social issues; creating business synergies by leveraging management resources within the group; and developing new businesses to create and implement new business value.」
The company has reorganised its business structural reforms after the end of the pandemic as a transformation of its overall business strategy, including a robust management foundation, the SDGs, group synergies and new business development. - FY2022RestatedAnnual report
「The Group launched the ALPICO Group medium-term management plan, "Change & Challenge 2023," and set out three basic policies: "Improving productivity through bold structural reform," "Creating and implementing new business value," and "Transforming corporate culture."」
The company continues to pursue structural transformation in anticipation of the end of the pandemic based on the basic policies of Change & Challenge 2023. - FY2022-Q2RestatedAnnual report
「Against this backdrop, the group has launched the Alpico Group's new medium-term management plan (Change & Challenge 2023), with three basic policies: “Improving productivity through bold structural reform,” “Creating and implementing new business value,” and “Transforming corporate culture.”」
The company continues to pursue structural transformation during the pandemic based on the three basic policies of Change & Challenge 2023. - FY2022-Q1ReframedAnnual report
「Under these circumstances, the Group launched the ALPICO Group's new medium-term management plan, "Change & Challenge 2023." The new medium-term management plan has three basic policies: "Improving productivity through bold structural reform," "Creating and implementing new business value," and "Transforming corporate culture."」
The company has reframed its approach from structural transformation in anticipation of the end of the pandemic to a new medium-term management plan aimed at changing productivity, business value and corporate culture simultaneously even amid a resurgence of infections. - FY2021-Q3RestatedAnnual report
「Under these circumstances, with the safety and security of customers and employees as our top priority, the group has continued various initiatives to prevent the spread of the pandemic, while working to substantially reduce fixed costs and expenses and flexibly reviewing operating and sales structures, primarily in the transportation and travel businesses. At the same time, we are working to improve productivity and restore profitability through business structural reforms, transforming the company into one capable of responding quickly to changes in the environment.」
The company continues to implement safety measures during the pandemic, control fixed costs and expenses, review operating and sales structures in the transportation and travel businesses, and pursue business structural reforms. - FY2021-Q2RestatedAnnual report
「As the impact of the current pandemic has been severe, we are working to improve productivity and profitability through business structural reforms, transforming the company into one capable of responding quickly to changes in the operating environment.」
The company continues to pursue a policy of improving productivity and profitability through business structural reforms in response to changes in the environment during the pandemic. - FY2020First statedAnnual report
「In addition to these initiatives, we will boldly advance structural transformations in each business, anticipating changes in the environment after the end of the pandemic. Specifically, we will steadily implement measures to ensure an early recovery in performance after the end of the pandemic, including expanding express bus routes and scaling back the chartered bus business, promoting the adoption of IT such as dispatching apps in the taxi business, strengthening cooperation among hotels and inns, increasing the added value of travel products for outbound travellers and developing destination-based products for inbound travellers, centralising back-office operations currently dispersed among group companies, and strengthening sales capabilities.」
Looking ahead to the end of the pandemic, the company has positioned the expansion of express buses, reduction of chartered buses, adoption of IT in taxis, cooperation among facilities, higher added value for travel products, centralisation of back-office operations and stronger sales capabilities as an integrated structural transformation.