Reorganization of Wholesale Operations through a Company Split of the Domestic Distribution Business

「In the wholesale fresh-flower business, My Success Co., Ltd., a wholly owned subsidiary, is working to improve operational efficiency and strengthen the competitiveness of the Group.」

「The fresh-flower wholesale business, operated by the wholly owned subsidiary マイ・サクセス株式会社, is pursuing further competitiveness for the Group in addition to the operational efficiencies implemented to date.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. As a result, operating profit was ¥41.593 million, up 54.6% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. Although affected by higher cost ratios, operating profit was ¥32.842 million, up 2.8% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. Although profit increased in the middle of the period, the business was affected by higher costs in the latter half. As a result, operating profit was ¥35.883 million, down 4.2% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also passed on higher costs through sales prices, reviewed the products handled and improved selling, general and administrative expense efficiency. As a result, operating profit was ¥26.898 million, up 3.9% year on year.」

「Against this backdrop, the business continued pursuing synergies between the fresh-flower wholesale business in domestic distribution and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also passed higher costs through to selling prices, reviewed the products it handled and improved selling, general and administrative expense efficiency. As a result, operating profit was ¥10.613 million, up 5.7% year on year.」

「Against this backdrop, the business continued to pursue synergies between the fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also implemented measures to minimize the impact of COVID-19. Despite the impact of higher cost ratios, increased sales led to operating profit of ¥31.954 million, up 100.3% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business, while implementing initiatives to fundamentally reform its logistics system and measures to minimise the impact of the COVID-19 pandemic. However, due to the impact of higher cost ratios, operating profit was ¥37.462 million, up 175.6% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business, while implementing initiatives to fundamentally reform its logistics system and measures to minimise the impact of the COVID-19 pandemic. As a result, operating profit was ¥25.877 million, up 209.7% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system, while also implementing measures to minimise the impact of the COVID-19 pandemic. However, due to the impact of higher cost ratios, operating profit was ¥13.591 million, down 52.4% year on year.」

「Against this backdrop, the business continued to pursue synergies between the fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also implemented measures to minimize the impact of COVID-19. However, due to the impact of higher cost ratios, operating profit was ¥8.354 million, down 63.7% year on year.」

「Against this backdrop, the business continued to pursue synergies between the fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also implemented measures to minimize the impact of COVID-19.」

「Under these circumstances, the business continued from the previous fiscal year to pursue synergies between the former fresh flower wholesale business (domestic distribution) and the floral altar business, while also focusing on initiatives to fundamentally reform its logistics system. It also focused on transactions aimed at securing profits in order to minimise the impact of the COVID-19 pandemic. As a result, operating profit was ¥30.573 million, up 68.2% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also focused on transactions aimed at securing profits in order to minimise the impact of the COVID-19 pandemic. As a result, operating profit was ¥28.547 million, up 21.6% year on year.」

「Under these circumstances, the business continued pursuing synergies between the fresh flower wholesale business (domestic distribution) and the floral altar business and implementing initiatives to fundamentally reform its logistics system. It also focused on transactions aimed at securing profits in order to minimise the impact of the COVID-19 pandemic. As a result, operating profit was ¥22.997 million, up 139.3% year on year.」

「Against this backdrop, the business continued to pursue synergies between the fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business while implementing initiatives to fundamentally reform its logistics system. It also focused on transactions aimed at securing profit in order to minimize the impact of COVID-19. As a result, operating profit was ¥10.792 million, up 685.7% year on year.」

「Although the business continued from the previous fiscal year to pursue synergies between the traditional fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business, while also focusing on initiatives to fundamentally reform its logistics system, operating profit was affected by the aforementioned decline in demand and came to ¥18.180 million, down 7.4% year on year.」

「Against this backdrop, the business continued to pursue synergies between the traditional fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business, while also focusing on initiatives to fundamentally reform its logistics system. Although operating profit was affected by the decline in sales in the first half of the second quarter and by the decline in sales resulting from the spread of COVID-19, the profit margin recovered from the second half of the second quarter through the first half of the third quarter, resulting in operating profit of ¥23.472 million, up 47.4% year on year.」

「Against this backdrop, the business continued from the previous fiscal year to pursue synergies between the traditional fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business, while also focusing on initiatives to fundamentally reform its logistics system. However, due to the impact of the aforementioned decline in sales, operating profit was ¥1.373 million, down 86.0% year on year.」

「The fresh-flower wholesale business, operated by the wholly owned subsidiary マイ・サクセス株式会社, has been pursuing further competitiveness for the Group in addition to the operational efficiencies implemented to date. Signs that these measures were beginning to bear fruit emerged in the second half of the previous fiscal year and became evident during the current fiscal year.」

「The fresh-flower wholesale business, operated by the consolidated subsidiary マイ・サクセス株式会社, had been pursuing further competitiveness for the Group in addition to the operational efficiencies implemented since the company split and transfer of the business to that company. Signs that these measures were beginning to bear fruit emerged in the second half of the previous fiscal year and became evident during the current fiscal year.」

「The fresh-flower wholesale business, operated by the consolidated subsidiary マイ・サクセス株式会社, had been pursuing further competitiveness for the Group in addition to the operational efficiencies implemented since the company split and transfer of the business to that company. Signs that these measures were beginning to bear fruit emerged in the second half of the previous fiscal year and became evident during the current fiscal year.」

「The fresh-flower wholesale business, operated by the wholly owned subsidiary マイ・サクセス株式会社, had been pursuing further competitiveness for the Group in addition to the operational efficiencies implemented since the company split and transfer of the business to that company. Signs that these measures were beginning to bear fruit emerged in the second half of the previous fiscal year and became evident during the current fiscal year.」

「Against this backdrop, the business continued from the previous fiscal year to pursue synergies between the traditional fresh-flower wholesale business (domestic distribution) and the fresh-flower altar business, while also focusing on initiatives to fundamentally reform its logistics system. As a result, operating profit was ¥24.246 million, compared with an operating loss of ¥9.011 million in the same period of the previous year.」

「Under these circumstances, the business continued from the previous fiscal year to pursue synergies between the former fresh flower wholesale business (domestic distribution) and the floral altar business and focus on initiatives to fundamentally reform its logistics system. As a result, operating profit was ¥24.337 million, compared with an operating loss of ¥3.327 million in the same period of the previous year.」

「Under these circumstances, the business continued from the previous fiscal year to pursue synergies between the former fresh flower wholesale business (domestic distribution) and the floral altar business and focus on initiatives to fundamentally reform its logistics system. As a result, operating profit was ¥13.966 million, compared with an operating loss of ¥9.031 million in the same period of the previous year.」

「Under these circumstances, the business continued from the previous fiscal year to pursue synergies between the former fresh flower wholesale business (domestic distribution) and the floral altar business and focus on initiatives to fundamentally reform its logistics system. Although these initiatives were gradually beginning to produce results, the business remained in a transitional phase, resulting in an operating loss of ¥0.990 million, compared with an operating loss of ¥30.571 million in the same period of the previous year.」

「Effective 1 July 2016, the Company separated its fresh flower wholesale (domestic distribution) business by company split and transferred it to マイ・サクセス株式会社, which became a subsidiary in October 2013.」

「Effective 1 July 2016, the fresh flower wholesale business was separated by company split and transferred to the wholly owned subsidiary マイ・サクセス株式会社. The Company is pursuing further strengthening of the Group's competitiveness in addition to the business-efficiency measures undertaken to date.」

「With 1 July 2016 as the effective date, the Company separated its fresh flower wholesale (domestic distribution) business by company split and transferred it to its consolidated subsidiary, マイ・サクセス株式会社.」

「At a meeting of the Board of Directors held on 14 April 2016, the Company decided that, with 1 July 2016 as the effective date, its fresh flower wholesale (domestic distribution) business would be separated by company split (the "company split") and transferred to its wholly owned subsidiary, マイ・サクセス株式会社.」