Building an Industry-Wide Paper and Pulp Value Chain and Transforming the Business Structure
First written in FY2018. 7 of 10 entries say "Advanced", first in FY2019. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Under Medium-Term Management Plan 2030, we will focus primarily on 4 areas: expanding the packaging business, rebuilding the white board business, expanding exports and making strategic investments.」
The means of transforming the business structure have been defined as 4 areas: expanding the packaging business, rebuilding the white board business, expanding exports and making strategic investments. - 2026-05-15AdvancedManagement plan
「We will rapidly accelerate the shift in our business portfolio, focusing on developing new businesses that will become core businesses in the future and expanding exports.」
The business portfolio shift has been translated into specific initiatives, including expansion of the packaging business, restructuring of the white-coated paperboard business, expansion of paper exports, and M&A and new-business investment. - FY2025AdvancedAnnual report
「In April 2025, to establish a nimble structure adapted to demand characteristics, we reorganized the Domestic Paper and White Board Sales Division and the International Sales Division into the Paper Sales Division and the White Board Sales Division, strengthening our sales competitiveness by product category. In addition, we aim for further sustainable growth by accelerating the shift in our business portfolio through developing new products, including applications for cellulose nanofiber, focusing on high-value-added products through expanded applications for existing products, and entering new businesses through M&A, thereby developing new businesses that will become core operations in the future.」
The shift in the business portfolio has taken concrete form in the reorganization into sales divisions by product category, the development of new and high-value-added products, and entry into new businesses through M&A. - FY2024AdvancedAnnual report
「In April 2024, we reorganized the existing Paper and White Board Sales Division into the Domestic Paper and White Board Sales Division and the International Sales Division, establishing a structure to strengthen the competitiveness of our domestic and overseas businesses. To further accelerate the shift in our business portfolio, we reorganized the Business Investment Division under the CFO as a new business division.」
The shift in the business portfolio has taken concrete form in the reorganization into domestic and international sales divisions, the establishment of a new business division and a focus on growth areas such as paper containers and containerboard. - FY2023SoftenedAnnual report
「Under Medium-Term Management Plan 2026, we will accelerate the shift in our business portfolio and pursue further sustainable growth by developing new businesses that will become core operations in the future. These include developing environmentally friendly products that address customer needs and new products such as applications for cellulose nanofiber, focusing on high-value-added products through expanded applications for existing products, and entering new businesses through M&A.」
While suspending the household paper production facilities plan, the Company is restructuring its approach to business transformation through environmentally friendly products, CNF, higher value-added products and entry into new businesses through M&A. - FY2023-Q3SoftenedAnnual report
「However, after comprehensively considering the impact on the domestic market of successive additions to household paper production capacity and the impact of soaring prices for construction materials, fuel and raw materials, we decided to temporarily suspend the construction plan for household paper production facilities.」
The construction plan for the household paper business, which had been pursued as part of the shift in the business portfolio and expansion into new growth areas, was temporarily suspended, narrowing some measures for transforming the business structure. - FY2022AdvancedAnnual report
「In line with the basic policies of Medium-Term Management Plan 2023, the Group is expanding its business portfolio and strengthening domestic operations. As part of these efforts, it began the containerboard business by converting No. 6 paper machine at the Niigata Mill, shut down No. 2 paper machine to strengthen competitiveness, and is preparing the household paper business at the Niigata Mill for commercial production in December 2023.」
The expansion of the business portfolio and strengthening of domestic operations have taken concrete form in the containerboard business, the shutdown of No. 2 paper machine and preparations for the household paper business. - FY2021AdvancedAnnual report
「From the current consolidated fiscal year, the Group began the containerboard business, among other initiatives, in line with the basic policies of Medium-Term Management Plan 2023, including shifting the business portfolio, expanding overseas operations and strengthening domestic operations. We aim for sustainable growth by accelerating corporate activities based on these basic policies.」
The Group gave concrete form to the construction of an industry-wide pulp and paper value chain and transformation of its business structure through the portfolio shift, expansion of overseas operations and strengthening of domestic operations under Medium-Term Management Plan 2023, and began the containerboard business. - FY2019AdvancedAnnual report
「Based on our view that domestic paper demand will continue to decline gradually, we are pursuing a strategy to expand exports in the paper business. We also have overseas operations in China in the coated white board business, France in the specialty paper business and Canada in the pulp business, and all 4 core businesses are actively developing global markets. Going forward, we will accelerate these investments while continuing to expand and transform the product portfolio within each segment.」
Based on the contraction of domestic paper demand, the Company indicates that it will accelerate its business transformation through export expansion, the use of overseas operations in China, France and Canada, and expansion of its product portfolio. - FY2018First statedAnnual report
「We transformed our previous business structure, which had focused on domestic paper manufacturing in the middle of the paper and pulp industry, and took the initiative in building a value chain covering the entire industry, from upstream afforestation and pulp operations to downstream paper processing and agency sales. Through this transformation and expansion of our business structure, we have enhanced corporate value.」
The company shifted from focusing on domestic paper manufacturing to building an industry-wide value chain spanning afforestation and pulp, paper processing and agency sales.