Improving Profitability and Competitiveness Through Business Process Improvement and Workplace Reform
First written in FY2017. 6 of 10 entries say "Advanced", first in FY2018-Q2. Latest entry: FY2026.
Ncd moved to the "Worse" side of this theme in 2022, the same year as the typical company in this theme.
The whole theme swung hardest in 2025: 18 of 108 companies on the "Worse" side.
7 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「We have formulated the new medium-term management plan “Vision2029,” whose basic policy is “Transition to a high-value-added business through the development of clearer strengths, and creation of new growth areas.”」
The previous focus on business process improvements and work-style reform was reorganized under Vision2029 as building clear strengths, transforming into high-value-added businesses and creating new growth areas. - FY2023ReframedAnnual report
「Under this medium-term management plan, the Company identified further improvement in profitability, the creation of synergies among business divisions and stronger efforts in new business areas as key challenges. Its basic policies are the pursuit of further NCD value through higher added value in existing businesses and the creation of new businesses, strengthening the management foundation to enhance corporate value, and restructuring the Group's business organization for optimization.」
The previous focus on business process improvements and work-style reform was reorganized under Vision2026 as adding high value to existing businesses, creating new businesses, strengthening the management foundation and restructuring the Group's organization. - FY2023-Q1ReframedAnnual report
「To address these needs, the Group is actively developing talent and conducting recruitment activities, while pursuing transformation of its business processes and business models through its DX strategy, with the aim of becoming the first-call company in each field.」
The previous explanation of business process improvements and work-style reform was reorganized as transformation of business processes and business models through the DX strategy. - FY2019AdvancedAnnual report
「The Group is actively working on work-style reform and has institutionalized Casual Everyday, staggered working hours and working from home, among other initiatives.」
With regard to work-style reform, the institutionalization of Casual Everyday, staggered working hours and working from home was implemented. - FY2019-Q2AdvancedAnnual report
「In terms of profit, various measures aimed at "improving profitability through business process improvements," as set out in the medium-term management plan, took effect. The Group established a structure capable of generating stable earnings and increased profit compared with the same period of the previous year.」
It was stated that various measures to improve profitability through business process improvements had taken effect, leading to the establishment of a business structure capable of generating stable earnings. - FY2019-Q1AdvancedAnnual report
「Various measures to improve profitability through business process improvements, identified in the medium-term management plan, took effect. The Company established a business structure capable of generating stable earnings and achieved a substantial increase in profit compared with the same period of the previous year.」
It was explained that business process improvement measures under the medium-term management plan had taken effect, leading to the establishment of a business structure capable of generating stable earnings. - FY2018AdvancedAnnual report
「The Group is also actively working to reform attitudes toward work. By making work-life balance and the implementation of working from home (telework) key initiatives, we aim to become a vibrant company in which employees take pride in and find fulfillment in their work.」
In addition to business process improvements, work-life balance and working from home (telework) were identified as specific measures for work-style reform. - FY2018-Q3AdvancedAnnual report
「Various measures to improve profitability through business process improvements, identified as a key group initiative under the medium-term management plan, took effect. The Company established a business structure capable of generating stable earnings and achieved a substantial increase in profit compared with the same period of the previous year.」
It was stated that various measures to improve profitability through business process improvements had taken effect, establishing a business structure capable of generating stable earnings. - FY2018-Q2AdvancedAnnual report
「In both the IT-related business and the parking systems business, improvements to business processes outlined in the medium-term management plan, including a review of personnel allocation, took effect, resulting in a substantial improvement in profit margins compared with the same period of the previous year.」
Specific measures, including a review of staffing allocations, to improve the business processes identified as a key initiative took effect, substantially improving the profit margins of both businesses. - FY2017First statedAnnual report
「As key initiatives, the Group will work together to improve profitability through business process improvements and enhance corporate competitiveness through work-style reform.」
Vision2020's key initiatives included improving profitability and corporate competitiveness through business process improvements and work-style reform.