Fixed-cost reductions through voluntary retirement programs and workforce reductions

「The number of employees decreased by 187 from the end of the previous consolidated fiscal year, mainly as a result of workforce optimization accompanying structural reforms at overseas subsidiaries.」

「In addition to the continuing effects of structural reforms, including workforce optimization and the downsizing of the die business implemented through the previous fiscal year, operating income and ordinary income increased owing to higher product selling prices resulting from soaring energy prices and other factors.」

「The number of employees decreased by 384 from the end of the previous consolidated fiscal year, mainly as a result of workforce optimization accompanying structural reforms in Thailand and Guangzhou.」

「At J-MAX, sales increased due to the recovery in production at major customers, higher sales of molds and equipment, and higher product selling prices resulting from soaring raw material prices, among other factors. In addition to the impact of higher sales, profit increased as a result of cost-reduction activities, including labor-cost reductions through productivity improvements.」

「In Thailand, sales increased as production of automotive parts for major customers for export and general-purpose engine parts recovered, and sales of molds and equipment also increased. Profit increased as a result of fixed-cost reductions, including workforce optimization accompanying productivity improvements. As a result, sales were ¥3,168 million, up 21.5% year on year, and ordinary profit was ¥35 million, compared with an ordinary loss of ¥103 million in the same quarter of the previous year.」

「Profit increased as a result of cost-reduction activities, including workforce optimization through productivity improvements. As a result, sales were ¥1,608 million, up 13.8% year on year, and ordinary profit was ¥58 million, compared with an ordinary loss of ¥35 million in the same quarter of the previous year.」

「Although the company promoted ongoing cost-reduction activities, including lower labor costs through production-efficiency improvements and lower expenses through logistics-efficiency improvements, profit declined because the impact of sharply higher raw material prices and lower sales was significant.」

「Although the company promoted cost-reduction activities, including lower labor costs through workforce optimization and lower transportation costs through logistics efficiencies, profit declined because the fixed-cost burden increased as sales fell and raw material prices rose sharply, among other factors.」

「Although the company pursued structural reforms centered on reducing labor, purchasing and other costs, profit declined because the fixed-cost burden increased relatively as sales fell.」

「In Thailand, production of automotive parts at major customers stopped or declined due to the impact of COVID-19, resulting in lower sales. Although the company worked to reduce fixed costs, mainly through workforce reductions, profit declined because the impact of lower sales caused by production stoppages and declines was significant.」

「Although the company continued to reduce manufacturing costs and implemented workforce reductions, profit declined because the impact of lower sales resulting from production stoppages and lower production was significant.」

「The group is working to improve its resilience to production cuts by bringing forward measures such as fixed-cost reductions and production-efficiency improvements through plant reforms, and is making steady progress.」

「In addition to cost-reduction efforts such as purchasing initiatives and logistics improvements, the company is pursuing fixed-cost reductions, including workforce optimization focused on indirect functions.」

「Although labor costs increased with higher production at major customers, profit increased as a result of cost-reduction efforts, including reductions in expenses.」

「Profit increased as a result of cost-reduction efforts, including reductions in expenses, and higher non-operating income, including increased dividends received from overseas subsidiaries. In another period, profit declined because the fixed-cost burden increased relatively as sales fell, despite ongoing workforce optimization efforts.」

「At 丸順, sales increased as production of automotive parts for major customers rose and sales of dedicated equipment also increased in the engineering business. Profit increased as a result of ongoing cost-reduction activities and workforce optimization efforts in indirect functions, among other measures. As a result, sales were ¥4,328 million, up 29.8% year on year, and ordinary profit was ¥939 million, up 28.2%.」

「In addition to reducing fixed costs through ongoing production-efficiency improvements, profit increased because the company recovered from customers the unrecovered portion of mold investment costs associated with the end of mass production of vehicle models.」

「In addition to efforts to reduce costs through improved production efficiency, lower labor costs, and reduced purchasing and other expenses, the company lowered costs by improving transport packaging in line with increased production of components at the Suzuka plant.」

「As part of its business restructuring, depreciation expense declined following the sale of the former Saha plant, among other measures. Fixed costs also declined as a result of workforce optimization efforts driven by improvements in operating efficiency, reducing the loss. In addition to workforce reductions resulting from efficiency improvements, fixed costs declined through ongoing efforts to restrain general-purpose capital investment and reduce expenses, among other measures, resulting in higher profit.」

「To address these circumstances, the company has pursued the Marujun Restructuring Plan since the fiscal year ended March 2016, transforming its business portfolio by concentrating management resources, selling assets, reducing headcount and consolidating plants to build a lean operating base.」

「To address these circumstances, the company has pursued the Marujun Restructuring Plan since the fiscal year ended March 2016, transforming its business portfolio by concentrating management resources, selling assets, reducing headcount and consolidating plants to build a lean operating base.」

「The number of employees decreased by 947 from the end of the previous consolidated fiscal year, mainly because business activity was scaled back in Indiana following the withdrawal from the business.」

「To address these circumstances, in accordance with the 丸順 Structural Reform Plan formulated in the previous consolidated fiscal year, we continued during the cumulative first three quarters of the current consolidated fiscal year to transform our business portfolio by concentrating management resources and to build a stronger underlying business structure through asset sales, personnel reductions and plant consolidation. We also withdrew from unprofitable businesses and reduced fixed costs.」

「To address these circumstances, during the cumulative second quarter of the fiscal year the company continued, in accordance with the Marujun Restructuring Plan formulated in the previous fiscal year, to transform its business portfolio by concentrating management resources, sell assets, reduce headcount and consolidate plants to build a lean operating base, while withdrawing from unprofitable businesses and reducing fixed costs.」

「During the cumulative first quarter of the fiscal year, the company continued to transform its business portfolio by concentrating management resources, sell assets, reduce headcount and consolidate plants to build a lean operating base, while withdrawing from unprofitable businesses and reducing fixed costs.」

「The number of employees decreased by 195 from the previous fiscal year, mainly because 140 employees left the company through a voluntary retirement program implemented in August 2015.」