Strengthening the Operating Base Through Organizational and Workforce Restructuring and Cost Structure Reviews
First written in FY2017-Q1. 6 of 10 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2023-Q3.
41 other companies' latest entry also says "Restated".
- FY2023-Q3RestatedAnnual report
「Alongside these priority strategies, under the key management-structure reforms, the Group steadily reduced fixed costs by generating benefits from organisational and workforce-structure reforms, reviewing outsourced operations and leased properties, and improving the efficiency of logistics, parking facilities and other operations.」
The Group continues to reduce fixed costs through organisational and workforce-structure reforms, reviews of outsourced operations and leased properties, and improved logistics and parking efficiency. - FY2023-Q2AdvancedAnnual report
「Under the management-structure reforms, in addition to generating benefits from organisational and workforce-structure reforms, we steadily reduced fixed costs by reviewing outsourced operations and leased properties and improving the efficiency of logistics, parking facilities and other operations, as in the previous fiscal year.」
As part of the management-structure reforms, the Group reviewed outsourced operations and leased properties and improved logistics and parking efficiency, in addition to organisational and workforce-structure reforms, and continued to reduce fixed costs. - FY2022AdvancedAnnual report
「① Fixed-cost reduction (¥10 billion from FY2019 levels): In addition to the effects of organisational and workforce-structure reforms during the fiscal year, we will review the cost structure by reorganising Group offices and expanding Group-wide joint purchasing of materials, supplies and other items.」
The target of reducing fixed costs by ¥10 billion from FY2019 levels was made concrete through measures including organisational and workforce-structure reforms, office reorganisation and joint purchasing. - FY2022-Q2RestatedAnnual report
「Under the management-structure reforms, we are rigorously evaluating each business from the perspectives of reducing fixed costs through organisational and workforce-structure reforms, improving management efficiency through the reorganisation of Group businesses, and enhancing profitability.」
The Group continues to pursue organisational and workforce-structure reforms, fixed-cost reductions, business reorganisation, and rigorous evaluations of each business. - FY2021AdvancedAnnual report
「We will reduce fixed costs by ¥10 billion from FY2019 levels by FY2023 and lower the break-even point.」
The cost-structure review was made concrete through a target of reducing fixed costs by ¥10 billion from FY2019 levels by FY2023. The Structural Reform Promotion Department was also newly established in October 2020. - FY2021-Q1AdvancedAnnual report
「Against this backdrop, to secure financial stability and liquidity on hand, our group is curbing investment and cutting nonessential costs, while taking measures including building cash reserves and increasing financing capacity to secure working capital for the immediate future.」
The Group made its efforts to review the cost structure and strengthen its management structure more concrete through restrained investment, cuts to non-essential costs, and measures to secure funds. - FY2017RestatedAnnual report
「In September, the Group consolidated its 3 shared-services companies into 1 to reduce overlapping operating costs, achieve further efficiency through cross-organisational business innovation, and enhance support functions for Group companies.」
The annual report reconfirms the measures implemented to improve management efficiency, including the consolidation of 3 shared-services companies into 1. - FY2017-Q3AdvancedAnnual report
「At the same time, to build a more resilient management structure, the Group proceeded with reforms to its organisational and workforce structure at the Group level and, in September, consolidated its 3 shared-services companies into 1 to reduce overlapping operating costs, achieve further efficiency at the Group level through cross-organisational business innovation, and enhance support functions for Group companies.」
The Group consolidated its 3 shared-services companies into 1 and is implementing specific reforms to its organisational and workforce structure and cost-structure review. - FY2017-Q2AdvancedAnnual report
「To reduce overlapping operating costs, achieve further efficiency at the Group level through cross-organisational business innovation, and enhance support functions for Group companies, the Group decided to consolidate its 3 shared-services companies into 1 effective 1 September.」
The Group has moved to the specific decision to consolidate its 3 shared-services companies into 1 as part of its organisational and workforce-structure reforms and cost-structure review. - FY2017-Q1First statedAnnual report
「At the same time, to build a more resilient management structure, the Group worked to improve management efficiency by reforming its organisational and workforce structure at the Group level and reviewing all aspects of its cost structure.」
Reforms to the Group-wide organisational and workforce structure and a review of the cost structure have newly been identified as means of improving management efficiency.