Strengthening Corporate Planning and Management Functions and Group Governance, and Optimizing the Group Structure
First written in FY2020. 4 of 10 entries say "Restated". Latest entry: FY2026.
8 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「The Group formulated the medium-term management plan "Vision2029" covering the 3-year period from the fiscal year ending March 2027 through the fiscal year ending March 2029.」
The focus of group structure optimization was reorganized under Vision2029 into a framework supporting the shift to high-value-added businesses, the development of new growth areas, and the realization of synergies across the Group. - 2026-05-15AdvancedEarnings presentation
「Execute M&A that contributes to expanding the business and earnings bases, and maximize synergies through thorough PMI.」
The restructuring of the Group’s business organization was positioned as an ongoing growth initiative that includes executing M&A and maximizing synergies through PMI. - FY2024-Q3AdvancedAnnual report
「Based on a resolution adopted at a meeting of its Board of Directors held on 10 November 2023, the company made 株式会社ジャパンコンピューターサービス a subsidiary by acquiring all of its shares effective 21 December 2023.」
The measures to optimize the group business structure and expand the customer base progressed from the resolution to make JCS a subsidiary to the completion of the acquisition of all shares and its conversion into a consolidated subsidiary. - FY2024-Q2AdvancedAnnual report
「As part of this initiative, the company resolved at a meeting of its Board of Directors held today, 10 November, to make 株式会社ジャパンコンピューターサービス a subsidiary.」
As a specific measure to establish a group structure supporting Vision 2026's full IT outsourcing strategy and customer-base expansion, the company resolved to make 株式会社ジャパンコンピューターサービス a subsidiary. - FY2023RaisedAnnual 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 focus expanded from reviewing conventional group governance and the division of functions to the organizational challenges under Vision 2026, including creating synergies among business divisions and rebuilding an optimal group business structure. - FY2022-Q3RestatedAnnual report
「We are also further promoting the use of group subsidiaries and business partners and shifting toward higher-value-added operations to improve earnings power and service quality, while working to expand our customer base centered on existing major customers and insurance companies.」
The policy of using group subsidiaries and business partners, shifting toward higher-value-added operations, and expanding the customer base centered on existing major customers and insurance companies is continuing. - FY2022-Q2RestatedAnnual report
「We are also further promoting the use of group subsidiaries and business partners and shifting toward higher-value-added operations to improve earnings power and service quality, while working to expand our customer base centered on existing major customers and insurance companies.」
The policy of using group subsidiaries and business partners, shifting toward higher-value-added operations, and expanding the customer base centered on existing major customers and insurance companies is continuing. - FY2022-Q1RestatedAnnual report
「Going forward, the company will further promote the use of group subsidiaries and business partners and shift toward higher-value-added operations to improve profitability and service quality, while working to expand its customer base centered on existing major customers and insurance companies.」
The company outlined a policy of improving profitability, service quality and its customer base by using group subsidiaries and business partners and shifting toward higher-value-added operations. - FY2021RestatedAnnual report
「The company is also promoting optimization of the group structure by strengthening planning and administrative functions and reviewing the division of functions among group companies as part of the framework supporting these strategies.」
Optimization of the framework supporting Vision 2023 through stronger planning and administrative functions and a review of the division of functions among group companies is continuing. - FY2020First statedAnnual report
「As part of the framework supporting these strategies, the company will strengthen its planning and administrative functions and group governance, and optimize the group structure by reexamining the division of functions among group companies.」
For the first time, the company explicitly outlined organizational measures supporting Vision 2023, including strengthening planning and administrative functions and group governance and reviewing the division of functions among group companies.