Establishment of the Group structure through the creation of the Human Resources Strategy Department and the Safety and Environment Department
First written in FY2018. 4 of 9 entries say "Advanced", first in FY2019. Latest entry: FY2024.
No other company in this theme has enough history to compare yet.
- FY2024AdvancedAnnual report
「To strengthen the sales capabilities of the Group, the Company organizationally integrated its operations with those of its subsidiary, 株式会社コーテックス, and focused on expanding sales of processed products.」
The Company states that the group management restructuring progressed through organizational integration with コーテックス and expanded sales of processed products. - FY2023AdvancedAnnual report
「To strengthen the processed products business, the Company will combine its sales capabilities with those of its subsidiary, 株式会社コーテックス, and further strengthen its collaboration with 株式会社イノヴァス. It will continue to accurately identify customer needs and focus on developing new customers and new products. In manufacturing, it established a Processing Division in October 2022 to improve the technical capabilities and productivity of its processing plants and promote their transformation into “self-sufficient, independently operated plants.”」
The group management restructuring has been translated into specific measures: integrating sales capabilities with コーテックス, collaborating with イノヴァス, establishing a Processing Division in October 2022, and transforming the plants into “self-sufficient, independently operated plants.” - FY2021-Q3Cited as achievedAnnual report
「Based on its long-term vision, “Metal Vision 2030<絆>,” the Company has implemented business restructuring measures, including the absorption merger of its wholly owned subsidiaries 北越興業株式会社 and 株式会社北越タンバックル and the acquisition of 株式会社コーテックス as a wholly owned subsidiary through a share acquisition.」
The Company restates the absorption merger of 北越興業 and 北越タンバックル and the acquisition of コーテックス as a wholly owned subsidiary as completed business restructuring measures. - FY2021-Q2Cited as achievedAnnual report
「Based on its long-term vision, “Metal Vision 2030 <絆>,” the Company has implemented business restructuring measures, including the absorption merger of its wholly owned subsidiaries 北越興業株式会社 and 株式会社北越タンバックル and the acquisition of 株式会社コーテックス as a wholly owned subsidiary through a share acquisition.」
The Company reconfirms the absorption merger of 北越興業 and 北越タンバックル and the acquisition of コーテックス as a wholly owned subsidiary as business restructuring measures implemented under its long-term vision. - FY2020Cited as achievedAnnual report
「To respond to these major changes in the operating environment, the Company absorbed its 2 wholly owned subsidiaries, 北越興業㈱ and ㈱北越タンバックル, through a merger effective 1 October 2019, and entered the implementation phase of a group management restructuring aimed at strengthening an integrated business process from materials through processing.」
The annual report also describes the absorption merger of the 2 companies, which had been completed by the previous quarter, as an achievement in the implementation of the group management restructuring. - FY2020-Q2AchievedAnnual report
「The Company absorbed 北越興業株式会社 and 株式会社北越タンバックル through a merger effective 1 October 2019.」
The absorption merger with the 2 wholly owned consolidated subsidiaries, for which the previous filing indicated that an agreement had been signed and that the merger was scheduled for 1 October 2019, was completed effective that date. - FY2020-Q1AdvancedAnnual report
「At a meeting of the Board of Directors held on 1 August 2019, the Company resolved to merge its wholly owned consolidated subsidiaries 北越興業株式会社 and 株式会社北越タンバックル, with the Company as the surviving entity, and entered into a merger agreement dated 1 August 2019.」
Regarding the group management structural reform announced in the previous fiscal year, the Board of Directors resolved to merge two wholly owned consolidated subsidiaries and entered into an agreement. The merger date is 1 October 2019, giving concrete form to the integration of group companies, strengthening of the processed products business, and cost optimization through the consolidation of administrative and indirect functions. - FY2019AdvancedAnnual report
「The Company is undertaking a reform of its group management structure centered on integrating the management of its group, which consists of 4 companies, into a single structure by 1 October this year, with the aim of maximizing group earnings by strengthening its processed products business and optimizing costs across the group. In connection with this, it established the Group Management Structural Reform Promotion Committee in January this year, newly established the Group Management Integration Promotion Department and Group Technology Reform Integration Promotion Department, and changed the name of the Safety and Environment Department to the Group Safety and Environment Department.」
The initiative expanded from establishing the Human Resources Strategy Department and Safety and Environment Department to reforming the group management structure by integrating 4 companies into one. The Promotion Committee was established in January 2019, and the Integration Promotion Department and Technology Reform Integration Promotion Department were newly established, with integration targeted for 1 October of the same year. - FY2018First statedAnnual report
「The Company needs to build a corporate group structure for the future in the final year of its medium-term management plan. Accordingly, it established the Human Resources Strategy Department and Safety and Environment Department in April of this year to accelerate and improve the efficiency of operations.」
The Human Resources Strategy Department and Safety and Environment Department were newly established in April 2018 to build a corporate group structure for the future and accelerate and improve the efficiency of operations.