Building a Global Network
First written in FY2016. 16 of 19 entries say "Restated". Latest entry: 2026-05-28.
The whole theme swung hardest in 2025: 5 of 45 companies on the "Worse" side.
42 other companies' latest entry also says "Restated".
- FY2026-H1RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between businesses and between Japan and overseas as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2024RestatedAnnual report
「Although information resources accumulated through domestic and overseas business activities are being shared, proposal activities for customers using these resources have not yet reached a sufficient level. In particular, it is essential for overseas subsidiaries to strengthen their coordination with domestic operations further, improve their proposal capabilities at an early stage to a level equivalent to that in Japan, accumulate business expertise overseas, and maximize synergies by feeding this expertise back into domestic operations. The Group considers “building a global network” to be an issue, as this will create new customer value that cannot be achieved through domestic operations alone.」
While the sharing of information resources is progressing, the company continues to identify improving the proposal capabilities of overseas subsidiaries and maximizing synergies between Japan and overseas as challenges. - FY2024-Q3RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between Japan and overseas as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2023RestatedAnnual report
「However, although information-based management resources accumulated through business activities in Japan and overseas are being shared, proposal activities for customers using these resources have not yet reached a sufficient level. In particular, overseas subsidiaries must strengthen collaboration with the domestic business to improve their proposal capabilities to a level equivalent to that of the domestic business at an early stage, accumulate business expertise overseas, and maximize synergies by feeding this expertise back into the domestic business. The company considers the development of a global network that creates new customer value unattainable through the domestic business alone to be a challenge.」
The company states that information resources in Japan and overseas are shared but proposal activities have not reached a sufficient level, and continues to identify improving the proposal capabilities of overseas subsidiaries and maximizing synergies between Japan and overseas as challenges. - FY2023-Q2RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between Japan and overseas as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2022RestatedAnnual report
「However, although information-based management resources accumulated through business activities in Japan and overseas are being shared, proposal activities for customers using these resources have not yet reached a sufficient level. In particular, overseas subsidiaries must strengthen collaboration with the domestic business to improve their proposal capabilities to a level equivalent to that of the domestic business at an early stage, accumulate business expertise overseas, and maximize synergies by feeding this expertise back into the domestic business. The company considers the development of a global network that creates new customer value unattainable through the domestic business alone to be a challenge.」
The company states that information resources are shared but proposal activities have not reached a sufficient level, and continues to identify improving the proposal capabilities of overseas subsidiaries and maximizing synergies between Japan and overseas as challenges. - FY2022-Q3RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies, including collaboration between Japan and overseas, as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2022-Q2RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between Japan and overseas as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2022-Q1RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies, including collaboration between Japan and overseas, as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2021-Q3RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between Japan and overseas as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2020RestatedAnnual report
「However, although information-based management resources accumulated through business activities in Japan and overseas are being shared, proposal activities for customers using these resources have not yet reached a sufficient level. In particular, overseas subsidiaries must strengthen collaboration with the domestic business to improve their proposal capabilities to a level equivalent to that of the domestic business at an early stage, accumulate business expertise overseas, and maximize synergies by feeding this expertise back into the domestic business. The company considers the development of a global network that creates new customer value unattainable through the domestic business alone to be a challenge.」
The company states that information resources are shared but proposal activities have not reached a sufficient level, and continues to identify improving the proposal capabilities of overseas subsidiaries and maximizing synergies between Japan and overseas as challenges. - FY2020-Q3RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between businesses and between Japan and overseas as a source of revenue, maintaining its domestic and overseas collaboration strategy aimed at increasing sales. - FY2020-Q2RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between Japan and overseas as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2020-Q1RestatedAnnual report
「Going forward, the Group will pursue synergies among its businesses and between its domestic and overseas operations as sources of earnings and seek to increase net sales.」
The company continues to pursue synergies between Japan and overseas as a source of revenue, maintaining its global collaboration strategy aimed at increasing sales. - FY2018Explicit identification of insufficient progress in proposal activitiesAnnual report
「Although information resources accumulated through domestic and overseas business activities are being shared, proposal activities for customers using these resources have not yet reached a sufficient level. In particular, it is essential for overseas subsidiaries to strengthen their coordination with domestic operations further, improve their proposal capabilities at an early stage to a level equivalent to that in Japan, accumulate business expertise overseas, and maximize synergies by feeding this expertise back into domestic operations. The Group considers “building a global network” to be an issue, as this will create new customer value that cannot be achieved through domestic operations alone.」
While information-based management resources in Japan and overseas are shared, the company explicitly states that its proposal activities for customers have not yet reached a sufficient level and continues to identify improving the proposal capabilities of overseas subsidiaries as a challenge. - FY2017RestatedAnnual report
「In particular, it is essential for overseas subsidiaries to strengthen their coordination with domestic operations further, improve their proposal capabilities at an early stage to a level equivalent to that in Japan, accumulate business expertise overseas, and maximize synergies by feeding this expertise back into domestic operations. The Group considers “building a global network” to be an issue, as this will create new customer value that cannot be achieved through domestic operations alone.」
The Group continues to regard enhancing the proposal capabilities of overseas subsidiaries, feeding overseas expertise back into domestic operations, and building a network through domestic and overseas synergies as issues to address. - FY2016First statedAnnual report
「The Group considers “building a global network” to be an issue, as this will create new customer value that cannot be achieved through domestic operations alone.」
The concept is to share information resources in Japan and overseas, enhance the proposal capabilities of overseas subsidiaries, and feed overseas expertise back into domestic operations.