Structural Reform of Core Businesses
First written in FY2016. 10 of 17 entries say "Restated". Latest entry: 2026-05-20.
2 other companies' latest entry also says "Advanced".
- 2026-05-20AdvancedEarnings presentation
「To address labor shortages, the company implemented normal operation of the kraft pulp production equipment at the Shimada Mill, automated the paper-machine winders, and partially automated the product warehouse.」
Structural reform of the core business has taken concrete form through automation and productivity improvements at the Shimada Mill. - FY2025-H1RestatedAnnual report
「Business structure improvement expenses 125」
¥125 million in business structure improvement expenses was recorded, and the occurrence of expenses associated with structural improvements to existing businesses continues to be disclosed. - FY2024-Q3AdvancedAnnual report
「Strengthen the foundation of the existing papermaking business through production rationalization」
Reform and strengthening of the core business structure continue to take concrete form through efforts to strengthen the foundation of the existing papermaking business by means of production rationalization. - FY2023-Q3RestatedAnnual report
「Against this backdrop, our group has continued to strengthen its core businesses and pursue growth initiatives driven in part by social demands such as resource reuse and the reduction of plastics, while developing new products that leverage the group's unique quality and technology and entering new business areas beyond papermaking.」
Strengthening the core business has continued alongside resource reuse, the reduction of plastics, new product development and initiatives in new business areas. - FY2022RestatedAnnual report
「To address these issues, our group is comprehensively reviewing its business processes, including the review and diversification of its fuel procurement structure, while strengthening the underlying capabilities of its existing businesses through thorough expense reductions, cost-reduction efforts and appropriate product pricing. We will seek to improve and stabilize earnings in a highly uncertain business environment.」
Strengthening the underlying capabilities of the core business has been translated into specific measures involving the review of the fuel procurement structure, business processes, expenses, costs and product prices. - FY2022-Q3AdvancedAnnual report
「Meanwhile, with regard to strengthening the core business, we are steadily advancing efforts to strengthen our operating base, including improvements in factory efficiency and cost reductions, and the results are already reflected in this fiscal year's performance.」
Strengthening and transformation of the core business have progressed through improvements in factory efficiency and cost reductions, with the effects also reflected in this fiscal year's performance. - FY2020-Q3RestatedAnnual report
「Business structure improvement expenses 480」
For the nine months ended the third quarter, ¥480 million in business structure improvement expenses was recorded, and the occurrence of expenses associated with structural improvements continues to be disclosed. - FY2020-Q2RestatedAnnual report
「Business structure improvement expenses 334」
For the six months ended the second quarter, ¥334 million in business structure improvement expenses was recorded, and the occurrence of expenses associated with structural improvements continues to be disclosed. - FY2020-Q1RestatedAnnual report
「Business structure improvement expenses 148」
In the first quarter, ¥148 million in business structure improvement expenses was recorded, and the occurrence of expenses associated with structural improvements continues to be disclosed. - FY2019-Q3AdvancedAnnual report
「Business structure improvement expenses 96」
Business structure improvement expenses of ¥96 million were recognized, indicating that costs associated with structural reform of the core business were incurred again in the current quarter. - FY2018RestatedAnnual report
「As the first step, the Company formulated the Fourth Medium-Term Management Plan, “NEXT10: Next Growth, Next Challenge,” covering the 3 years from the fiscal year ending March 2018, and is working to identify further growth opportunities toward its vision for 10 years from then while strengthening and transforming its core business.」
The Company has continued to pursue the strengthening and transformation of its core business as a measure under the Fourth Medium-Term Management Plan. - FY2018-Q1ReframedAnnual report
「The “measures to strengthen and transform the core business” comprise ① reviewing the business model, ② developing and selling new products, and ③ reviewing and improving manufacturing processes.」
Under the Fourth Medium-Term Management Plan, structural reform of the core business was reorganized into 3 measures: the business model, new products and manufacturing processes. - FY2017AdvancedAnnual report
「To improve asset efficiency and reduce fixed costs through further streamlining of assets at its plants, the Group recognized business structure improvement expenses, including removal and disposal costs associated with the relocation of equipment, as part of its business restructuring measures.」
Structural reform of the core business took concrete form through asset streamlining, fixed-cost reductions and equipment relocation, and business structure improvement expenses of ¥3,905 million were recognized. - FY2017-Q3RestatedAnnual report
「During the first 3 quarters of the fiscal year under review, our Group entered the final year of the Third Medium-Term Management Plan, which began in fiscal 2014, and pursued various initiatives aimed at five priority areas, namely “developing new products, entering new fields, expanding overseas, forming partial partnerships with other companies and industries, and structurally reforming our core businesses,” under the basic theme of “Challenge for Transformation, and Toward the Future.”」
The Company continued to promote 5 priority areas, including structural reform of the core business, in the final year of the plan. - FY2017-Q2RestatedAnnual report
「In the final year of the Third Medium-Term Management Plan, which began in fiscal 2014, the Company promoted measures addressing 5 priority areas under the basic theme “Challenge Transformation, and Toward the Future”: “developing new products, entering new fields, expanding overseas, selective alliances with other companies and industries, and structural reform of the core business.”」
The Company continued to promote 5 priority areas, including structural reform of the core business, in the final year of the plan. - FY2017-Q1RestatedAnnual report
「During the first quarter of the fiscal year under review, our Group entered the final year of the Third Medium-Term Management Plan, which began in fiscal 2014, and pursued various initiatives aimed at five priority areas, namely “developing new products, entering new fields, expanding overseas, forming partial partnerships with other companies and industries, and structurally reforming our core businesses,” under the basic theme of “Challenge for Transformation, and Toward the Future.”」
The Company continued to promote 5 priority areas, including structural reform of the core business, in the final year of the plan. - FY2016First statedAnnual report
「The Company promoted measures addressing 5 priority areas: “developing new products, entering new fields, expanding overseas, selective alliances with other companies and industries, and structural reform of the core business.”」
Structural reform of the core business is identified as one of the priority areas in the medium-term management plan.