Improving profitability through Amoeba Management
First written in FY2019-Q1. 7 of 12 entries say "Restated". Latest entry: FY2024.
No other company in this theme has enough history to compare yet.
- FY2024Added a target of a 90% or higher ratio of profitable locationsAnnual report
「1. Improving profitability ① Increasing divisional profit per employee through a lean, high-caliber operating structure ② Maintaining a ratio of profitable locations of 90% or higher ③ Reducing employee turnover by improving employee satisfaction」
The profitability strategy specifically includes a profitable-location ratio of 90% or higher, higher divisional profit per employee and lower employee turnover through improved employee satisfaction. - FY2024-Q3RestatedAnnual report
「Under these circumstances, the Kyoshin Group reviewed its medium-term vision in March 2018 as part of its “transformation into a company that develops a ‘lifelong support business’ serving people throughout their lives,” in order to support long-term business expansion and respond to changing times and social needs. In December 2020, it adopted becoming “a company that creates a future with more wonderful adults” as its Group Vision, identified improved profitability and human-resource development as key priorities, and is pursuing further growth.」
The policy of making improving profitability a priority alongside human-resources development has been reaffirmed. Specific measures and numerical targets from the past, such as Amoeba Management and a 1% annual improvement in the ordinary profit margin, have not been reiterated in this filing. - FY2024-Q2RestatedAnnual report
「In December 2020, we also adopted becoming a company that “creates a future with more wonderful adults” as the Group Vision, identified improved profitability and human resources development as priority issues, and stated that we aim to achieve further growth.」
The policy of making improving profitability and human-resources development priority issues has been reaffirmed. - FY2024-Q1RestatedAnnual report
「In December 2020, we also adopted becoming a company that “creates a future with more wonderful adults” as the Group Vision, identified improved profitability and human resources development as priority issues, and stated that we aim to achieve further growth.」
The policy of making improving profitability a priority has been reaffirmed alongside human-resources development. - FY2023ReframedAnnual report
「Specifically, we will advance the following 3 strategic themes. 1. Improving profitability ① Improving productivity per employee through a lean, high-caliber operating structure ② Improving profitability by division and by business location ③ Improving employee satisfaction 2. Human-resources development ① More balanced personnel evaluations and improved compensation aligned with results ② Active personnel exchanges and dynamic organizational structuring ③ Further promotion of Reaching ④ Creating a workplace environment with open communication 3. Other ① Global business development ② Development of new businesses ③ Pursuit of distinctiveness」
The framework has been reorganized from the previous 5-theme structure, including “increasing the ordinary profit margin by 1% every year,” into 3 themes: improving profitability, human-resources development and Other, without reiterating the numerical targets. - FY2023-Q2SoftenedAnnual report
「In December 2020, we also adopted becoming a company that “creates a future with more wonderful adults” as the Group Vision, and aim to achieve further growth by developing human resources and improving profitability with a view to the future.」
The policy of improving profitability has been reiterated, but this filing does not present specific measures or numerical targets such as Amoeba Management, improved profitability by business location or a 1% annual improvement in the ordinary profit margin. - FY2021ReframedAnnual report
「2. Initiatives to achieve thorough profitability improvement ① Reduce the personnel expense ratio ② Improve profitability by business division and by location ③ Reduce expenses excluding personnel costs ～Increase the ordinary profit margin by 1% every year through higher productivity～」
The wording has changed from a structure explicitly referring to the previous Amoeba Management approach to a plan centered on the labor-cost ratio, profitability by business location, expense reductions and a 1% annual improvement in the ordinary profit margin. - FY2020RestatedAnnual report
「1. Improving profitability Improving productivity through employee development Promoting synergies among existing businesses」
Improving profitability is identified as one of the 5 strategic themes, with higher productivity through employee development and the promotion of synergies among existing businesses serving as the means. - FY2019RestatedAnnual report
「Improve profitability through “Amoeba Management,” with consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion」
Improving profitability through Amoeba Management and the targets of ¥25.0 billion in consolidated revenue and ¥2.0 billion in ordinary profit have been reiterated. - FY2019-Q3RestatedAnnual report
「• Improve profitability through “Amoeba Management,” with consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion」
Improving profitability through Amoeba Management and the numerical targets have been reiterated. - FY2019-Q2RestatedAnnual report
「Improve profitability through “Amoeba Management,” with consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion」
Improving profitability through Amoeba Management and the numerical targets have been reiterated. - FY2019-Q1First statedAnnual report
「• Improve profitability through “Amoeba Management,” with consolidated revenue of ¥25 billion and ordinary profit of ¥2 billion」
Amoeba Management is explicitly identified as a means of improving profitability and is linked to targets of ¥25.0 billion in consolidated revenue and ¥2.0 billion in ordinary profit.