Selective focus and concentrated resource allocation toward growth BUs through BU management
First written in FY2017. 9 of 13 entries say "Advanced", first in FY2021-Q1. Latest entry: 2026-11-05.
1 other company's latest entry also says "Advanced".
- 2026-11-05AdvancedEarnings presentation
「基盤で確実にキャッシュを創出し、次世代育成・成長牽引に資源投下」
ポートフォリオ区分ごとの資源配分を、成長投資額1,150億円、基盤投資額450億円、次世代育成投資額800億円として具体化した。 - FY2026AdvancedAnnual report
「The Company will further strengthen business portfolio management and accelerate the shift toward value-creation businesses in the areas of “Health,” “Safety and Security,” “Convenience and Comfort,” and “Environment.” Through optimal resource allocation and rapid execution, it will increase the shares of the “Next-Generation Development” and “Growth-Driving” businesses in both net sales and operating profit.」
With respect to selective focus, the new medium-term strategy specifies a shift toward four value-creation areas, optimal resource allocation, and higher proportions of the next-generation development and growth-driving businesses. - FY2025AdvancedAnnual report
「The Company aims to expand earnings and enhance corporate value by accelerating the optimization of resource allocation through selective focus, strengthening next-generation development and growth-driving businesses, and promoting further integration with its major subsidiary, Polyplastics Co., Ltd.」
With respect to BU-based selective focus, the Company specified resource allocation to next-generation development and growth-driving businesses and integration with Polyplastics. - FY2024-Q1AdvancedAnnual report
「In April 2023, the Company established the Life Sciences SBU. The Life Sciences Business Planning Office had previously formulated and advanced business and R&D strategies for the Group's healthcare-related businesses and prepared for the transition to an SBU. As the direction and business strategy of the business became clear, it changed to the Life Sciences SBU.」
With respect to selective focus and market-in operations based on SBUs, the Company transitioned from the Life Sciences Business Planning Office to the Life Sciences SBU. - FY2023-Q1AdvancedAnnual report
「From the current consolidated fiscal year, the Company has changed to a method of allocating all company-wide common costs to each business in order to establish an operating structure under which each business bears the costs it should bear and operates with responsibility for its contribution to Group-wide profit.」
With respect to selective focus based on BUs and SBUs, the Company moved toward a performance evaluation and operating method that allocates company-wide common costs to each business and holds each business responsible for its contribution to profit. - FY2022-Q1AdvancedAnnual report
「To realize the long-term vision “DAICEL VISION 4.0” and the medium-term strategy “Accelerate 2025-II,” the Group is working to create market-in businesses that uncover genuine needs by strengthening collaboration across the DAICEL Group. Following an organizational change effective 1 April 2021, it established a Business Creation Center integrating business planning in the Corporate Division with the R&D Division, and an Evaluation and Analysis Center to develop the evaluation technologies required for business creation.」
The BU- and SBU-based operating model progressed toward the establishment of new organizations responsible for cross-group collaboration in business planning and R&D and for market-in business creation. - FY2021-Q1AdvancedAnnual report
「The Strategic Business Unit (SBU), established through an organizational change effective 1 April 2020, has functions covering business planning, marketing and R&D. We will further strengthen market-in R&D focused on the target markets and customers.」
The BU-based management model was given concrete form through the establishment of SBUs effective 1 April 2020 and market-in operations integrating business planning, marketing and R&D. - FY2020ReframedAnnual report
「Business portfolio • Shift toward value-creation businesses in the areas of “Health,” “Safety and Security,” “Convenience and Comfort,” and “Environment” • Set KPIs according to the characteristics of each business unit (BU) and allocate resources based on progress against those KPIs」
The Company reorganized its BU-level selective focus around a shift in the business portfolio toward four value-creation areas and resource allocation based on KPI progress. - FY2019RestatedAnnual report
「The Group divides its existing businesses into units smaller than segments, known as business units (BUs), and accelerates growth by concentrating management resources on BUs expected to deliver high growth and profitability.」
The Company continues to pursue selective focus by BU and concentrated resource allocation toward BUs with high growth and profitability. - FY2018RestatedAnnual report
「The Group divides its existing businesses into units smaller than segments, known as business units (BUs), and accelerates growth by concentrating management resources on BUs expected to deliver high growth and profitability.」
The Company continues to pursue selective focus by BU and concentrated resource allocation toward BUs with high growth and profitability. - FY2017First statedAnnual report
「The Group divides its existing businesses into units smaller than segments, known as business units (BUs), and accelerates growth by concentrating management resources on BUs expected to deliver high growth and profitability.」
The Company presented a new management approach under which existing businesses are managed by BU, resources are allocated to BUs with high growth and profitability, and resource efficiency is improved in low-growth businesses.