Standardization and Sharing of Group Management and Organization-Wide Integration of Holding Company Functions
First written in FY2019-Q1. 11 of 24 entries say "Advanced", first in FY2021-Q1. Latest entry: 2026-10-14.
0 other companies' latest entry also says "Advanced".
- 2026-10-14AdvancedM&A and Subsidiary Changes
「For large-scale business infrastructure, such as information systems and logistics, and indirect services such as corporate functions, we will use technology to pursue economies of scale as common business infrastructure by eliminating duplication, individualization and separate management.」
Unified and shared group management was given concrete form through a concept of operating the two companies' information systems, logistics and corporate functions as common business infrastructure. - FY2027-H1ReframedAnnual report
「The companies agreed to establish, effective 1 March 2027 (planned), 株式会社インフィニティ・ユナイテッド (English name: INFINITY UNITED Inc.), which will become the joint wholly owning parent company of both companies through a joint share transfer,」
The reorganization of group management and the holding company functions was expanded to the establishment of a new joint holding company through a joint share transfer with WORLD CO.,LTD. - 2026-07-15AdvancedResults presentation
「Following the addition of Daytona International and Waterfront to the group, efforts to foster unity across the entire TSI Group, including its existing businesses, and to reform employees' mindsets have progressed.」
Progress in post-acquisition group integration was described in terms of fostering unity, including with existing businesses, and reforming employees' mindsets. - FY2026AdvancedAnnual report
「We will establish an autonomous PDCA cycle and, by operating standardized and organized management processes, seek to create a structure in which each business division can identify and resolve issues autonomously at an early stage.」
The standardization and sharing of group management was made concrete through standardized and organized management processes and an autonomous PDCA framework for the early identification and resolution of issues. - FY2025-Q1RestatedAnnual report
「To strengthen profitability while preserving the individuality of the brands that the two companies have built, our objective is to reduce overlapping functions and lower the break-even point by streamlining the organizational structure, while strengthening governance across the group as a whole.」
The company reaffirmed, as objectives of subsidiary integration, reducing overlapping functions, streamlining the organization, lowering the break-even point and strengthening governance while preserving brand individuality. - FY2024AdvancedAnnual report
「To strengthen profitability while preserving the individuality of the brands that the two companies have built, our objective is to reduce overlapping functions and lower the break-even point by streamlining the organizational structure, while strengthening governance across the group as a whole.」
The company reaffirmed its intention, as an objective of subsidiary integration, to reduce overlapping functions, streamline the organization, lower the break-even point and strengthen governance while preserving brand individuality. - FY2024-Q3AdvancedAnnual report
「To strengthen profitability while preserving the individuality of the brands that the two companies have built, our objective is to reduce overlapping functions and lower the break-even point by streamlining the organizational structure, while strengthening governance across the group as a whole.」
The objectives of subsidiary integration were specifically stated as reducing overlapping functions, streamlining the organization, lowering the break-even point and strengthening group governance. - FY2023-Q3RestatedAnnual report
「In addition, through the absorption-type merger carried out in March 2022 as the second step toward integrating the group companies into a single company, in which TSI Co., Ltd. was the surviving company and Ueno Shokai Co., Ltd. was the absorbed company, the Group sought to strengthen earnings by reducing overlapping functions and streamlining the organizational structure, thereby lowering the break-even point while preserving the distinctiveness of the brands built by both companies, and to strengthen governance across the Group.」
Efforts continued to reduce overlapping functions, streamline the organization, lower the break-even point and strengthen group governance through the absorption-type merger of TSI and 上野商会. - FY2023-Q1RestatedAnnual report
「We have sought to strengthen group-wide governance while reducing overlapping functions at the two companies and lowering the break-even point by streamlining the organizational structure.」
Efforts continued to reduce overlapping functions, streamline the organization, lower the break-even point and strengthen group governance through subsidiary integration. - FY2022AdvancedAnnual report
「Regarding ㈱上野商会, for which an absorption-type merger with ㈱ＴＳＩ had been scheduled for 1 March 2022, an absorption-type merger was conducted with ㈱ＴＳＩ as the surviving company.」
Regarding the policy of integrating group functions, the absorption-type merger of 株式会社TSI and 株式会社上野商会 was carried out on 1 March 2022. The planned integration of the other 4 companies was changed because of delays in infrastructure development and standardization. - FY2022-Q3SoftenedAnnual report
「Regarding ㈱ジャック, ㈱アルページュ, ㈱スタージョイナス and ㈱アンドワンダー, for which absorption-type mergers had been scheduled, the infrastructure development and standardization have been delayed. The schedules for subsequent steps will be disclosed once decided. The schedule for subsequent organizational restructuring, including the company itself, will also be disclosed once decided.」
The first stage of group integration was completed, but the targets and schedule from the second stage onward were reviewed or remained undecided because of delays in infrastructure development and standardization. - FY2022-Q2AdvancedAnnual report
「The purpose of implementing the absorption-type mergers in stages is to reduce overlapping functions among group companies and lower the break-even point by streamlining the organizational structure, increase business speed through an organizational structure suited to the digital era, and transform mindsets and culture by integrating systems, functions and rules through corporate integration.」
The objectives of group integration were made concrete as reducing overlapping functions, lowering the break-even point, increasing business speed, and integrating systems, functions and rules, and disclosed as a three-stage plan including the second and final stages. - FY2022-Q1AdvancedAnnual report
「As the first step toward integrating the group companies into a single company, an absorption-type merger was carried out in March 2021. The subsidiary ㈱サンエー・ビーディー absorbed 8 other apparel subsidiaries and then changed its corporate name to 「株式会社ＴＳＩ」. The company sought to further accelerate decision-making and improve operational efficiency.」
As the first step toward integrating the group companies into a single company, 8 apparel subsidiaries were absorbed through a merger, and the corporate name was changed to 株式会社TSI. - FY2021-Q3AdvancedAnnual report
「At a meeting of the Board of Directors held on 16 December 2020, the Company resolved to implement an organisational reorganisation in 3 planned stages, with the aim of integrating the apparel business companies into a single company, with completion scheduled for 1 March 2023.」
The policy of group management and function consolidation was made concrete through a three-stage organizational restructuring plan: 9 subsidiaries in 2021, 5 subsidiaries in 2022, and the integration of the holding company and operating companies in 2023. - FY2021-Q2AdvancedAnnual report
「As part of the Group's structural reforms, we decided to implement an early-retirement program to streamline head-office personnel and eliminate overlapping functions between organizations.」
As part of initiatives to optimize the group structure and consolidate functions, a voluntary retirement program for approximately 300 head-office employees was approved. - FY2021-Q1AdvancedAnnual report
「We have sought to eliminate overlapping functions and improve profit margins through the establishment of a Platform Division integrating production, e-commerce, IT and marketing functions, and the shared use of the platform.」
A Platform Division integrating the previously dispersed production, e-commerce, IT and marketing functions was established, consolidating holding company functions. - FY2020ReframedAnnual report
「We will consolidate and integrate into our Platform Division the information systems, e-commerce, logistics and production management functions that support the apparel business and are currently dispersed among the company and several functional subsidiaries, and manage them centrally within the company.」
The standardization and sharing of group management was made concrete through the reorganization of holding company functions, consolidating information systems, e-commerce, logistics and production management into the Platform Division. - FY2020-Q3RestatedAnnual report
「Based on the new medium-term management plan announced in April 2019, we will prioritize reviewing the group structure and pursue initiatives to optimize the group structure.」
Optimization of group management and central functions continued as a top-priority initiative under the new medium-term management plan. - FY2020-Q2RestatedAnnual report
「Based on the new medium-term management plan announced in April 2019, we will prioritize reviewing the group structure and pursue initiatives to optimize the group structure.」
The company reaffirmed optimization of group management and central functions as the highest-priority initiative for reviewing the group structure under the new medium-term management plan. - FY2020-Q1RestatedAnnual report
「Based on the new medium-term management plan announced in April 2019, the Group made reviewing its group structure its top priority and pursued measures to optimise the group organisation.」
The company reaffirmed the centralized management and optimization of the group by the holding company as the highest-priority initiative for reviewing the group structure under the new medium-term management plan. - FY2019ReframedAnnual report
「While maintaining the independence of product planning and merchandising at operating subsidiaries to highlight each brand’s individuality, we will consolidate operating companies with similar product and market characteristics to accelerate and improve the efficiency of business operations.」
The previous approach of standardizing and sharing group management was made more concrete as an effort to optimize the group structure by consolidating similar operating companies while preserving brand independence. - FY2019-Q3RestatedAnnual report
「Following the establishment of unified and shared Group management, the Company will provide functions centered on promoting growth-strategy investments and overseeing and managing the Group as a whole. As a result, its role as a company-wide function became clearer than its position as a reporting segment.」
The company reaffirmed that, based on standardized and shared group management, the holding company would be responsible for investment in growth strategies and centralized management of the group as a whole. - FY2019-Q2RestatedAnnual report
「Following the establishment of unified and shared Group management, the Company will provide functions centered on promoting growth-strategy investments and overseeing and managing the Group as a whole. As a result, its role as a company-wide function became clearer than its position as a reporting segment.」
Reconfirmed the positioning of the holding company as a company-wide function responsible for growth-strategy investments and overall Group oversight and management, based on unified and shared Group management. - FY2019-Q1First statedAnnual report
「Following the establishment of unified and shared Group management, the Company will provide functions centered on promoting growth-strategy investments and overseeing and managing the Group as a whole. As a result, its role as a company-wide function became clearer than its position as a reporting segment.」
As a reason for changing the reporting segments, the company recorded for the first time the establishment of standardized and shared group management and the organization of the holding company’s functions around investment in growth strategies and centralized management of the group as a whole.