Customer Value Creation and Business Renewal
First written in FY2016. 11 of 18 entries say "Advanced", first in FY2020. Latest entry: 2026-07-10.
The whole theme swung hardest in 2024: 2 of 16 companies on the "Worse" side.
13 other companies' latest entry also says "Advanced".
- 2026-07-10AdvancedM&A and Subsidiary Changes
「当社及び共同出資者は、当該合弁事業は一定の役割を終えたとの共通認識に至ったことから、本持分譲渡に合意いたしました。」
中国の光ファイバ用母材の研究開発・製造・販売を行う合弁事業について、保有持分60％の全てを譲渡する合意が示され、事業ポートフォリオの見直しが具体化した。持分譲渡の実行は2026年9月下旬予定である。 - FY2026ReframedAnnual report
「Under the 2028 Medium-Term Management Plan, built on a strong financial foundation, we will shift from the previous “defensive selection and concentration” to “offensive selection and concentration” and accelerate strategic investment in growth areas.」
Business renewal, selection and concentration were reframed from the previous “defensive” approach aimed at business recovery to an “offensive” approach focused on strategic investment in growth areas. - 2026-05-14RaisedRevisions to earnings forecasts
「２８中期では、強固な財務基盤を土台に、これまでの「守りの選択と集中」から「攻めの選択と集中」へと舵を切り、成長分野への戦略的投資を加速していく方針です。」
事業ポートフォリオの選択と集中が、「守り」から「攻め」へ転換し、成長分野への投資加速を掲げる表現に変わっている。 - FY2024AdvancedAnnual report
「We have designated “information infrastructure,” “information storage,” and “information terminals,” where we can fully leverage our foundational and core technologies, as our 3 core business areas. We will concentrate our management resources in these areas and strive to become a highly profitable corporate group.」
Business renewal and portfolio management took concrete form in concentrated investment in the 3 core business areas under the 2025 Medium-Term Management Plan. - FY2024-Q1AdvancedAnnual report
「To align with the business strategy of the 2025 Medium-Term Management Plan announced on 19 May 2023, we reviewed our management structure. Accordingly, from the first quarter of the current fiscal year, we changed the reportable segment classification from the former 4 segments, “Energy and Information Communications,” “Electronics,” “Automotive,” and “Real Estate,” to 5 segments: “Information Communications,” “Electronics,” “Automotive,” “Energy,” and “Real Estate.”」
The policy for business portfolio management took concrete form in the review of the management structure to align with the 2025 Medium-Term Management Plan and the separation of the Information Communications and Energy business divisions, as disclosed. - FY2023AdvancedAnnual report
「With the information and communications, electronics, and automotive business divisions as our core platforms in these 3 fields, we will pursue high profitability through timely and appropriate business portfolio management.」
Business renewal and structural reforms were clarified as business portfolio management centered on 3 fields under the 2025 Medium-Term Management Plan. - FY2023-Q3RestatedAnnual report
「As one of these initiatives, we decided to split off our power transmission and metal cable businesses and transfer them to our wholly owned subsidiary, 株式会社フジクラエナジーシステムズ, to create a single business entity capable of more streamlined and efficient operations.」
The purpose and positioning of the split-off of the power transmission and metal cable businesses, pursued as part of selection and concentration in existing businesses and business restructuring, were reaffirmed following the company split on 1 October 2022. - FY2023-Q2AdvancedAnnual report
「On 1 October 2022, we carried out a simplified absorption-type company split with 株式会社フジクラエナジーシステムズ as the successor company. Through this company split, the power transmission and metal cable businesses held by us were transferred to 株式会社フジクラエナジーシステムズ.」
Selection and concentration in existing businesses and business restructuring were implemented through the transfer of the power transmission and metal cable businesses to a wholly owned subsidiary. - FY2022AdvancedAnnual report
「With the decisions announced in February 2022 regarding the policies for spinning off the FPC business and the Energy business, we judged that a series of initiatives aimed at restoring our businesses had reached a certain stage of completion, and decided to shift toward a sustainable growth phase.」
Selection and concentration in existing businesses progressed to the stage of deciding on policies to spin off the FPC and Energy businesses and bringing a series of business recovery initiatives to a certain stage of completion. - FY2022-Q3AdvancedAnnual report
「The recovery of the FPC business is based on curbing investment, optimizing the scale of the business, and emphasizing profitability. From this perspective, we decided to review the current business structure comprising our company and several subsidiaries and reorganize it into a business entity capable of more streamlined and efficient operations.」
Business renewal, selection and concentration in the FPC business took concrete form in a plan to reorganize the business structure based on curbing investment, optimizing the scale of the business, and emphasizing profitability. - FY2022-Q2AdvancedAnnual report
「株式会社フジクラエンジニアリング was excluded from the scope of consolidation in the second quarter of the current fiscal year as a result of the sale of its shares.」
Selection and concentration in existing businesses was also reflected in the accounts through the sale of shares in the subsidiary operating the Engineering business and its exclusion from the scope of consolidation. - FY2022-Q1AdvancedAnnual report
「In considering the priority initiative of “unsparing selection and concentration in existing businesses,” we concluded that it would be difficult for us to continue promoting further growth in the Engineering business. We therefore transferred all shares of our wholly owned subsidiary 株式会社フジクラエンジニアリング, which operates the Engineering business, to KINDEN CORPORATION.」
Selection and concentration in existing businesses progressed to the concrete restructuring of the business portfolio through the transfer of all shares in the wholly owned subsidiary operating the Engineering business. - FY2021AdvancedAnnual report
「In fiscal 2021, we will further pursue selection and concentration in our domestic businesses in accordance with the 100-Day Plan announced in September 2020.」
Business renewal and structural reforms have taken concrete form in the further pursuit of selection and concentration in domestic businesses based on the 100-Day Plan. - FY2021-Q2RestatedAnnual report
「Although the performance of our group declined due to lower net sales caused by factors including automakers suspending production as a result of the COVID-19 pandemic, operating income and ordinary income increased, supported by the effects of business structural reforms, various cost-reduction measures, valuation gains from higher copper prices, and the capture of stay-at-home demand for digital equipment in the Electronics Business Division.」
The effects of business structural reforms and cost-reduction measures continue to be identified as performance drivers. - FY2020AdvancedAnnual report
「In fiscal 2020, we established “focusing on an early recovery in the business” as our basic strategy, narrowed our priority initiatives to 2 areas, “unsparing selection and concentration in existing businesses” and “strengthening group governance,” and will carry out business structural reforms, while further strengthening risk management through measures including the establishment of a Group Governance Promotion Office.」
The former policy of business renewal was given concrete form in fiscal 2020 through the priority initiatives of unsparing selection and concentration in existing businesses, business structural reforms, and stronger group governance. - FY2018RestatedAnnual report
「We will accelerate business renewal as we strive to become a company that creates customer value.」
There has been no substantive change in the policy of pursuing business renewal. - FY2017RestatedAnnual report
「We will accelerate business renewal as we strive to become a company that creates customer value.」
There has been no substantive change in the policy of pursuing business renewal. - FY2016First statedAnnual report
「We will accelerate business renewal as we strive to become a company that creates customer value.」
Business replacement and revitalization of the business portfolio are positioned as means of becoming a company that creates customer value.