Optimal Allocation of Management Resources through the Absorption Merger of 2 Consolidated Subsidiaries
First written in FY2020-Q3. 4 of 5 entries say "Advanced", first in FY2020. Latest entry: FY2025-H1.
The whole theme swung hardest in 2025: 8 of 37 companies on the "Worse" side.
21 other companies' latest entry also says "Advanced".
- FY2025-H1AdvancedAnnual report
「The company absorbed and merged its unconsolidated subsidiary, 有限会社和工房, effective 31 October 2024.」
As part of the group restructuring, the company acquired all shares of the housing-repair business operator 有限会社和工房 and completed an absorption-type merger effective 31 October 2024. - FY2021AdvancedAnnual report
「To strengthen the competitiveness of its core businesses, the company carried out an organizational restructuring within the group. In March, it transferred part of its holdings in the formerly non-consolidated subsidiary 株式会社ジョイフルアスレティッククラブ to 株式会社THINKフィットネス, which operates the Gold's Gym sports-club business, with the aim of improving 株式会社ジョイフルアスレティッククラブ’s profitability and creating further synergies with its home-improvement-center business. In April, it also transferred all shares of the non-consolidated subsidiary 株式会社ジョイフル車検・タイヤセンター to AUTOBACS SEVEN CO.,LTD., which operates an automotive maintenance business and other businesses」
In addition to transferring part of its holdings in the sports-club business, the company transferred all shares of the vehicle inspection and tire business, advancing the restructuring of its business portfolio through synergies and alliances with the transferees. - FY2021-Q3AdvancedAnnual report
「As one such initiative, the company carried out a group-wide organizational restructuring. In March, it transferred part of its holdings in the formerly non-consolidated subsidiary 株式会社ジョイフルアスレティッククラブ to 株式会社THINKフィットネス, which operates the Gold's Gym sports-club business, with the aim of improving 株式会社ジョイフルアスレティッククラブ’s profitability and creating synergies with its home-improvement-center business.」
As part of the group restructuring following the absorption-type merger of subsidiaries, the company transferred part of its holdings in a non-consolidated subsidiary to improve the sports-club business’s profitability and create synergies with the home-improvement-center business. - FY2020AdvancedAnnual report
「In March 2020, as part of efforts to optimize its business portfolio, the company absorbed 2 of its 4 subsidiaries and removed the remaining 2 from the scope of consolidation. This organizational restructuring was intended to strengthen the competitiveness of its core businesses and generate synergies among its businesses.」
The company organized the restructuring as a transaction in which, in addition to the absorption-type merger of 2 companies, the remaining 2 companies were removed from the scope of consolidation and the company transitioned to standalone financial reporting. - FY2020-Q3AchievedAnnual report
「At an extraordinary meeting of the Board of Directors held on 14 February 2020, the company resolved to conduct an absorption-type merger in which the company would be the surviving company and 株式会社ジョイフル本田リフォーム and 株式会社ホンダ産業 would be the absorbed companies. The merger was completed on 21 March 2020.」
The company completed an organizational restructuring aimed at optimally allocating and maximizing the use of group-wide management resources and strengthening the competitiveness of its core businesses by conducting an absorption-type merger in which 株式会社ジョイフル本田リフォーム and 株式会社ホンダ産業 were the absorbed companies.