Management improvement activities over the past 3 years led by the Management Reform Headquarters
First written in FY2019-Q1. 2 of 6 entries say "Restated". Latest entry: FY2022.
atect moved to the "Worse" side of this theme in 2020.
0 other companies' latest entry also says "Reframed".
- FY2022ReframedAnnual report
「In June 2021, we completely revamped the management structure and formulated the new medium-term management plan VISION25/30 to realize our desired position 10 years from now under a new management strategy.」
The framework for management improvement was restructured, changing from the previous management reform through the fiscal year ending March 2021 to realizing the fiscal 2025 targets under VISION25/30 and a revamped management structure, including an executive officer system. - FY2020SoftenedAnnual report
「At least a six-month delay is expected across the overall schedule, and the company is considering revising its new five-year plan (NP5Y-Challenge50), including rescheduling the start of mass production and sales of high-performance components, where sales activities have stagnated.」
At least a six-month delay is expected in the mass-production schedule for PIM automotive parts, which underpins the new five-year plan and management improvement activities, and the company reached the stage of considering a revision to the plan. - FY2019AdvancedAnnual report
「Against this backdrop, the group launched management reforms aimed at strengthening its financial position, setting as its management targets for 3 years from now, the fiscal year ending March 2021, sales of ¥3 billion, operating profit of ¥300 million, an operating margin of 10%, and early recovery of the large investment associated with construction of the new plant through maximization of EBITDA, operating profit plus depreciation and amortization.」
Management reform moved from the initial launch phase to a phase of reviewing progress during the first year, and a framework was presented for pursuing the 3-year numerical targets, EBITDA maximization and financial strengthening as an integrated effort. - FY2019-Q3RestatedAnnual report
「The mandatory target for the 3-year period through the fiscal year ending March 2021, including the current nine-month cumulative consolidated period, is sales of ¥3 billion and operating profit of ¥300 million or more, corresponding to an operating margin of 10% or more. Management reform is under way.」
The company reaffirmed its management reform and numerical targets for the 3-year period through the fiscal year ending March 2021. - FY2019-Q2RestatedAnnual report
「The minimum mandatory target for the 3-year period through the fiscal year ending March 2021, including the current six-month cumulative consolidated period, is sales of ¥3 billion and operating profit of ¥300 million or more, corresponding to an operating margin of 10% or more. The company has completely revamped its management structure and is promoting management reform.」
The company reaffirmed that it had completely revamped its management structure and was promoting management reform over the 3-year period through the fiscal year ending March 2021. - FY2019-Q1First statedAnnual report
「At the same time, we will overhaul the management structure and promote management improvement activities over the past 3 years, centered on the newly established Management Reform Headquarters, in preparation for expanding the PIM business from fiscal 2021 onward.」
The company first disclosed management improvement activities for the 3 years in preparation for expanding the PIM business from fiscal 2021 onward, following a complete overhaul of the management structure centered on the newly established Management Reform Headquarters.