Group Organizational Restructuring and Strengthening of Store Operations
First written in FY2017-Q1. 11 of 18 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2026-H1.
88 other companies' latest entry also says "Achieved".
- FY2026-H1AchievedAnnual report
「At the annual general meeting of shareholders held on 29 May 2025, the Company resolved to carry out an absorption-type merger with its wholly owned subsidiaries J-Cast Co., Ltd. and A-Round Co., Ltd. as the absorbed companies, and completed the merger on 17 July 2025.」
The planned absorption merger of J-Cast and A-Round was completed on 17 July 2025, completing the organizational restructuring. - FY2025AdvancedAnnual report
「At a meeting of its Board of Directors held on 21 April 2025, the Company resolved to carry out an absorption-type merger effective in mid-June 2025, with the Company as the surviving company and J-Cast Co., Ltd. and A-Round Co., Ltd. as the absorbed companies, and entered into the merger agreement on 21 April 2025.」
The group restructuring progressed to a specific plan and execution of a merger agreement to absorb J-Cast and A-Round into the Company. - FY2024-Q1AchievedAnnual report
「At the annual general meeting of shareholders held on 30 May 2023, the Company resolved to absorb its wholly owned subsidiaries J-Project Co., Ltd. and J-Bridal Co., Ltd., and completed the merger on 1 June 2023.」
The absorption merger of the holding company and its 2 principal operating companies was completed on 1 June 2023, completing the organizational integration. - FY2023AdvancedAnnual report
「The Company and its wholly owned subsidiaries J-Project Co., Ltd. and J-Bridal Co., Ltd. resolved to carry out an absorption-type merger effective 1 June 2023, with the Company as the surviving company and J-Project and J-Bridal as the absorbed companies. Based on the Board resolution, the Company entered into the merger agreement with J-Project and J-Bridal on 18 April 2023.」
The absorption merger of the holding company and its 2 principal operating companies progressed from Board approval to execution of the merger agreement, establishing a specific integration plan effective 1 June 2023. - FY2021RestatedAnnual report
「At a meeting of its Board of Directors held on 9 October 2020, the Company resolved to absorb its wholly owned subsidiaries J-Group International Co., Ltd. and Thanks Mind Co., Ltd., and completed the merger on 1 December 2020.」
The annual report confirms completion of the absorption merger of the overseas-business management company and food-service company on 1 December 2020. - FY2021-Q3AdvancedAnnual report
「At a meeting of its Board of Directors held on 9 October 2020, the Company resolved to absorb its wholly owned subsidiaries J-Group International Co., Ltd. and Thanks Mind Co., Ltd., and completed the merger on 1 December 2020.」
The planned and approved absorption of the 2 wholly owned subsidiaries was completed on 1 December 2020. - FY2021-Q2AdvancedAnnual report
「At a meeting of its Board of Directors held on 9 October 2020, the Company resolved to absorb its wholly owned subsidiaries J-Group International Co., Ltd. and Thanks Mind Co., Ltd. Effective date of the business combination: 1 December 2020 (scheduled).」
As part of its business-structure reform, the Company resolved to absorb its overseas-business management company and food-service company, with the merger scheduled for 1 December 2020, giving concrete form to the organizational restructuring. - FY2020AdvancedAnnual report
「In July 2019, the Group brought in Akiki Nakagawa (中川晃成), who has extensive experience and a strong track record in the food-service industry, as its new president and proceeded with business-structure reform.」
In July 2019, Nakagawa Akiki (中川晃成), who has extensive food-service experience, was brought in as the new president, and business and organizational restructuring was advanced. - FY2020-Q3AdvancedAnnual report
「From the third quarter of the current fiscal year, Second ENGINE Co., Ltd., formerly a consolidated subsidiary, was excluded from the scope of consolidation following an absorption-type merger in which J-Project Co., Ltd., a consolidated subsidiary, was the surviving company.」
On 1 November 2019, Second ENGINE Co., Ltd. was absorbed into J-Project Co., Ltd., integrating store management under J-Project. The purpose was to ensure the implementation of sales initiatives and strengthen store management. - FY2020-Q2AdvancedAnnual report
「With a consumption-tax increase scheduled for October and beyond, the Group restrained new store openings and worked to strengthen services at existing stores and review its organizational structure. Among directly operated stores, it opened 1 new store, renovated 8 stores and closed 2 stores.」
In anticipation of the consumption-tax increase, focused on strengthening services at existing stores and reviewing the organizational structure while limiting new store openings. - FY2019RestatedAnnual report
「The Group is working to control food and labor costs by standardizing suppliers and managing regions under a company-based structure. Going forward, it will continue to improve store operations and pursue greater efficiency in store management through the use of IT and other measures.」
Reconfirmed its policy of improving store-operating efficiency, including regional management under the company-based structure, store-operation improvements and the use of IT. - FY2018-Q3AdvancedAnnual report
「Against this backdrop, from September 2017 the Group changed its sales organization to a company structure organized by region in order to promote area management and enable optimal staffing by region.」
For the area-management initiative launched in September 2017, the Group changed its sales organization to a regional company structure, moving from post-launch initiatives to a specific organizational change. - FY2018-Q2AdvancedAnnual report
「Against this backdrop, the Group advanced operational improvements and employee training, including rebuilding its organization and improving efficiency through appropriate staffing in preparation for the area-management structure that began in September 2017, as well as enhancing training programs designed to improve employee skills.」
The description changed from the planned launch to the area-management structure that began in September 2017, while continuing efforts to restructure the organization, optimize staffing and provide training. - FY2018-Q1AdvancedAnnual report
「Against this backdrop, the Group advanced operational improvements and employee training, including rebuilding its organizational structure and improving efficiency through appropriate staffing in preparation for the area-management system scheduled to begin in September 2017, as well as enhancing training programs designed to improve employee skills.」
Advanced organizational restructuring and efficiency gains through appropriate staffing in preparation for the area-management system scheduled to begin in September 2017. - FY2017RestatedAnnual report
「Against this backdrop, in March 2016 the Group underwent organizational restructuring. In the food-service business, multiple subsidiaries were consolidated into the core subsidiary, J-Project Co., Ltd., according to their respective business formats and other characteristics, with the aim of sharing store-operation expertise, enhancing agility and strengthening the operating structure. Functional subsidiaries engaged in the real estate and other businesses were also consolidated to improve operational efficiency.」
The annual report reiterates the March 2016 organizational restructuring, consolidation of the food-service and functional subsidiaries, strengthening of the operating structure and improvement of operational efficiency. - FY2017-Q3RestatedAnnual report
「In March 2016, the Group underwent organizational restructuring. In the food-service business, multiple subsidiaries were consolidated into the core subsidiary, J-Project Co., Ltd., according to their respective business formats and other characteristics, with the aim of sharing store-operation expertise, enhancing agility and strengthening the operating structure. Functional subsidiaries engaged in the real estate and other businesses were also consolidated to improve operational efficiency. As a result, as of the end of November 2016, the Group operated 70 business formats and 143 stores (141 in Japan and 2 overseas).」
Reiterates the same March 2016 group restructuring, consolidation of the food-service and functional subsidiaries, strengthening of the operating structure and improvement of operational efficiency. - FY2017-Q2AdvancedAnnual report
「Against this backdrop, in March 2016 the Group underwent organizational restructuring. In the food-service business, multiple subsidiaries were consolidated into the core subsidiary, J-Project Co., Ltd., according to their respective business formats and other characteristics, with the aim of sharing store-operation expertise, enhancing agility and strengthening the operating structure. Functional subsidiaries engaged in the real estate and other businesses were also consolidated to improve operational efficiency. As a result, as of the end of August 2016, the Group operated 67 business formats and 140 stores (138 in Japan and 2 overseas).」
Through multiple statutory mergers effective 1 March 2016, management and operation of all stores were integrated into J-Project Co., Ltd., creating a structure designed to ensure the implementation of sales initiatives and strengthen store management. - FY2017-Q1First statedAnnual report
「In March 2016, the Group underwent organizational restructuring. In the food-service business, multiple subsidiaries were consolidated into the core subsidiary, J-Project Co., Ltd., according to their respective business formats and other characteristics, with the aim of sharing store-operation expertise, enhancing agility and strengthening the operating structure. Functional subsidiaries engaged in the real estate and other businesses were also consolidated to improve operational efficiency.」
Consolidated the food-service and functional subsidiaries and pursued knowledge sharing, greater agility, a stronger operating structure and improved operational efficiency.