Creating Synergies through Reorganization within Business Divisions
First written in FY2017-Q1. 5 of 12 entries say "Restated". Latest entry: FY2025.
90 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「In the Industrial Materials Business, the Company strengthened collaboration among 株式会社エフアンドエイノンウーブンズ, 呉羽テック株式会社 and 株式会社カンキョーテクノ, which operate the nonwoven-fabrics business, and is promoting the mutual use of overseas locations and joint development of new products.」
In addition to collaboration among the 3 nonwoven-fabrics companies, the mutual use of overseas locations and joint development of new products, the Company advanced collaboration across businesses in the recycling of clothing and by-products. - FY2023AdvancedAnnual report
「・In the Industrial Materials Business, the Company advanced collaboration with the newly consolidated 株式会社フジコー, including integrating production systems and using overseas locations, and established a structure to strengthen the nonwoven-fabrics business.」
Specific measures to create synergies within and between business divisions were implemented, including integrating production systems, using overseas locations, integrating sports-related companies, integrating e-commerce companies and consolidating logistics functions. - FY2021AdvancedAnnual report
「The Company worked to create synergies by integrating sports-related companies within the Hito to Mirai Development Business Division, creating synergies in the nonwoven-fabrics businesses of アンビック株式会社 and 株式会社フジコー within the Industrial Materials Business Division, and promoting collaboration among e-commerce companies within the Lifestyle Distribution Business Division.」
Specific synergy measures are presented, including the integration of sports-related companies, collaboration between アンビック and フジコー in nonwoven fabrics, and collaboration among e-commerce companies. - FY2020AdvancedAnnual report
「(iv) Creating synergies through internal restructuring (Lifestyle Distribution and Hito to Mirai Development)」
The previous synergy policy of internal business-unit restructuring was explicitly identified as a measure under the Second Medium-Term Management Plan covering Lifestyle Distribution and Hito to Mirai Development. - FY2019RestatedAnnual report
「The Company will also strengthen collaboration among Group companies and seek to create synergies through product development, sharing the value chain and standardizing administrative functions.」
The Company continues to pursue collaboration among Group companies and synergy creation through product development, value-chain sharing and standardization of administrative functions. - FY2018AdvancedAnnual report
「The Company will continue to promote further collaboration among Group companies and seek to strengthen product development and the value chain, while creating synergies through measures such as standardizing administrative functions.」
Specific measures for collaboration among Group companies are presented, including product development, value-chain strengthening and standardization of administrative functions. - FY2018-Q3RestatedAnnual report
「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」
In place of the previous expression, “creating synergies through internal business-unit restructuring,” the Company continues to describe strengthening “synergies” and “collaboration” among Group companies as a challenge under RN130. - FY2018-Q2RestatedAnnual report
「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」
In place of the previous expression, “creating synergies through internal business-unit restructuring,” the Company continues to describe strengthening “synergies” and “collaboration” among Group companies as a challenge identified in its review of NN120. - FY2018-Q1ReframedAnnual report
「At the same time, in reviewing the NN120 Vision, the company identified the following challenges: ① developing growth businesses for the future, ② strengthening and expanding overseas businesses, ③ improving capital efficiency by reviewing low-profitability businesses, ④ continuously improving ROE, ⑤ strengthening group synergies and collaboration through the expansion of business areas, and ⑥ securing human resources in line with the expansion of business areas. Based on these challenges, the company formulated the RN (Renewal Nikke) 130 Vision, rebuilt the direction, corporate vision and management strategies that the ニッケグループ should pursue over the next 10 years, and sought to enhance corporate value over the medium to long term.」
The previous expression, “creating synergies through internal business-unit restructuring,” has been reorganized as the NN120 review’s challenge of strengthening “synergies” and “collaboration” among Group companies. - FY2017-Q3RestatedAnnual report
「Against this backdrop, during the first year of the Nikke Group RN130 First Medium-Term Management Plan, we pursued four basic strategies: (1) allocating resources preferentially to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through restructuring within business divisions.」
Creating synergies through internal business-unit restructuring continues to be presented as a core strategy of the RN130 First Medium-Term Management Plan. - FY2017-Q2RestatedAnnual report
「Against this backdrop, in the first year of the Nikke Group RN130 First Medium-Term Management Plan, our Group is pursuing four basic strategies: (1) prioritizing the allocation of resources to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through reorganization within business divisions.」
Creating synergies through internal business-unit restructuring continues to be presented as a core strategy of the RN130 First Medium-Term Management Plan. - FY2017-Q1First statedAnnual report
「The Group regards the first year of the Nikke Group RN130 First Medium-Term Management Plan, Phase 1 for realizing the Nikke Group RN (Renewal Nikke) 130 Vision, as an important year in which to set out toward the desired state of the Group 10 years from now. It is pursuing four basic strategies: (1) allocating resources preferentially to growth and new businesses, (2) expanding overseas business, (3) improving asset efficiency, and (4) creating synergies through reorganization within business divisions.」
Creating synergies through internal business-unit restructuring was explicitly identified for the first time as a core strategy of the RN130 First Medium-Term Management Plan.