Business Reform and Business Structural Reform
First written in FY2016. 17 of 26 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「Under the previous medium-term management plan, we pursued more sophisticated management control, strategic business operations and the restructuring of our business portfolio to achieve sustainable growth, while improving earnings capacity and strengthening our financial position. Under the 28 Mid-Term Plan, we will use our strong financial base as a foundation to shift from the previous “defensive selection and concentration” to “offensive selection and concentration,” and accelerate strategic investment in growth areas.」
The focus of business structural reform shifted from reforms under the previous medium-term plan aimed at strengthening the financial position to the next plan, which includes offensive investment in growth areas. - FY2024AdvancedAnnual report
「Through this corporate split, we decided to transfer the conductor business operated by us to FDC, thereby establishing a framework under which FDC can procure copper wire rod, a key material for copper wire, internally and improving the efficiency of its business operations.」
Business structural reform progressed to the absorption-type corporate split of the conductor business into Fujikura Dia Cable Co., Ltd. and the establishment of an internal procurement framework for copper wire rod. - FY2023AdvancedAnnual report
「We will also continue structural reforms, including the consolidation and closure of locations in each block, in order to revitalise this business.」
Business structural reform continued, expanding in the automotive business into revitalisation measures including the consolidation and closure of locations in each regional block, and in the Energy business into the restructuring of the remaining businesses. - FY2023-Q3RestatedAnnual report
「1 October 2022」
The simplified absorption-type corporate split of the power transmission and metal cable business, pursued as part of business structural reform, was also confirmed in the accounting disclosure following the business combination date. - 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.」
Business structural reform progressed to the implementation stage of a specific corporate split to transfer the power transmission and metal cable business to a newly established subsidiary. - FY2023-Q1AdvancedAnnual report
「Power transmission and metal cable business (net sales for the fiscal year ended March 2022: ¥5,380 million)」
Energy business structural reform progressed to a specific implementation plan to absorb the power transmission and metal cable business through a corporate split into a wholly owned subsidiary. A company preparing for the split was established on 5 August 2022, with 1 October 2022 scheduled as the effective date. - FY2022AdvancedAnnual report
「In fiscal 2022, while steadily advancing organisational restructuring to ensure a successful transition to the next phase, we will formulate during the current fiscal year a medium-term business plan beginning in 2023 and aim to become a corporate entity capable of enhancing corporate value through sustainable growth.」
Business structural reform progressed to organisational restructuring following the incorporation of the FPC and Energy businesses and the formulation of a medium-term business plan aimed at sustainable growth. - FY2022-Q3AdvancedAnnual report
「As one measure in this initiative, we decided to spin off our existing power transmission and metal cable business from the company and establish it as an entity capable of operating the business in a leaner and more efficient manner.」
As part of business structural reform, a decision was made to transfer the power transmission and metal cable business to a newly established subsidiary through a corporate split, with 1 October 2022 scheduled as the effective date. - FY2022-Q2RestatedAnnual report
「Business structural improvement expenses consist of special additional payments arising from the implementation of our preferential early-retirement programme and special retirement payments and other expenses associated with the consolidation of subsidiaries’ locations.」
Business structural reform, including the preferential early-retirement programme and consolidation of subsidiaries’ locations, continued, and ¥222 million in business structural improvement expenses was recognised for the 6 months ended Q2. - FY2022-Q1AdvancedAnnual report
「For many years, we had operated an engineering business in the Energy segment to help promote the spread of power infrastructure in Japan. However, after considering the matter in line with our priority measure of “selection and concentration without sacred cows in existing businesses,” we concluded that it would be difficult for us to continue pursuing further growth in the engineering business. Accordingly, we transferred all shares of Fujikura Engineering Co., Ltd., our wholly owned subsidiary engaged in the engineering business, to KINDEN CORPORATION.」
As part of business structural reform, the engineering subsidiary was transferred, implementing a specific restructuring that placed the future growth of the business in the hands of the transferee. - FY2021AdvancedAnnual report
「Our overseas production sites, which had primarily contributed to society by helping build power infrastructure in emerging markets for many years, completed their role, and we effectively withdrew from all sites by fiscal 2020. In addition, we withdrew from the overseas EPC business and pursued selection and concentration in our domestic businesses.」
Effective withdrawal from overseas production sites, withdrawal from the overseas EPC business and selection and concentration in domestic businesses were presented as completed structural reforms. - FY2021-Q2AdvancedAnnual report
「These consist of special additional payments arising from the implementation of our preferential early-retirement programme, estimated costs for outplacement support and special retirement payments and other expenses associated with the consolidation of our subsidiaries’ locations.」
Specific business structural reform measures were disclosed, including the consolidation of subsidiaries’ locations, implementation of a preferential early-retirement programme and outplacement support. - FY2021-Q1RestatedAnnual report
「Business structural improvement expenses consist of special retirement payments and other expenses associated with the consolidation of subsidiaries’ locations.」
Business structural improvement associated with the consolidation of subsidiaries’ locations continued, with ¥239 million in expenses recognised in the first quarter. No new structural reform measures were specified. - FY2020AdvancedAnnual report
「Specifically, we have integrated the power distribution cable business into a group company and closed a power cable production site in Malaysia. In addition, we decided to withdraw from the overseas EPC business, which had recorded substantial losses through fiscal 2019.」
Business structural reform progressed from the announcement of policy to the implementation of specific measures, including integration, the closure of overseas production sites and withdrawal from the overseas EPC business. - FY2020-Q3RestatedAnnual report
「Special retirement payments and other expenses associated with the consolidation of subsidiaries’ locations, ¥2,436 million; asset-related expenses associated with the consolidation of subsidiaries’ locations, ¥1,005 million; total, ¥3,441 million.」
The recognition of special retirement payments and asset-related expenses associated with the consolidation of subsidiaries’ locations continued, indicating that business structural reform was ongoing. - FY2020-Q1AdvancedAnnual report
「This was mainly attributable to the restructuring of manufacturing companies in China.」
The restructuring of manufacturing companies in China was implemented and specifically disclosed as a factor behind the decrease in total assets. - FY2019AdvancedAnnual report
「In the Energy business division, we will continue implementing fundamental reforms to the cost structure of our existing wire and cable-related businesses in order to establish a framework that secures the earnings necessary to continue operations. In light of the substantial losses recorded in fiscal 2018 in our overseas EPC business developed in emerging markets such as Brazil and other Asian countries, we will also reconsider our corporate structure, including the future direction of the EPC business.」
In addition to continuing the existing business structural reforms, the company progressed to the stage of reconsidering the future direction of its EPC business and corporate structure following substantial losses in its overseas EPC business. - FY2019-Q2AdvancedAnnual report
「In response to poor performance at our non-consolidated subsidiaries in the Federative Republic of Brazil, ProCable Energia e Telecomunicações S.A. and Fujikura Cabos Para Energia e Telecomunicações Ltda., we decided to restructure our business serving Brazil’s power sector.」
The Brazil power business progressed to a specific structural reform measure, with a decision to implement a business restructuring in response to poor performance. Related losses are reported as ¥8.0 billion, including those recorded in the first quarter. - FY2019-Q1AdvancedAnnual report
「From the first quarter of the current consolidated fiscal year, we reviewed the management structure for certain businesses previously included in the Energy and Information & Communications Company in order to operate them more efficiently, and changed their reporting segment classification to “Other.”」
Certain businesses were reclassified from the Energy and Information & Communications Company to “Other,” and specific operating changes were implemented through a review of the management structure. - FY2018RestatedAnnual report
「For the consolidated fiscal year (1 April 2017 to 31 March 2018): special retirement payments and other expenses associated with the consolidation of subsidiaries’ locations, ¥1,976 million; asset-related expenses associated with the consolidation of subsidiaries’ locations, ¥474 million; total, ¥2,450 million.」
Expenses associated with the consolidation of subsidiaries’ locations were also recognised for the full year, confirming that business structural reform was continuing. - FY2018-Q3RestatedAnnual report
「The breakdown of business structural improvement expenses is as follows: special retirement payments and other expenses associated with the consolidation of subsidiaries’ locations, ¥1,632 million; asset-related expenses associated with the consolidation of subsidiaries’ locations, ¥283 million; total, ¥1,915 million.」
Special retirement payments and asset-related expenses associated with the consolidation of subsidiaries’ locations totalled ¥1,915 million for the 9 months ended Q3, indicating that business structural reform was continuing. As no new measures were specified, this is treated as a continuation of the existing disclosure. - FY2018-Q2AdvancedAnnual report
「The breakdown of business structural improvement expenses is as follows: special retirement payments and other expenses associated with the consolidation of subsidiaries’ locations, ¥1,442 million; asset-related expenses associated with the consolidation of subsidiaries’ locations, ¥283 million; total, ¥1,725 million.」
Special retirement payments and asset-related expenses associated with the consolidation of subsidiaries’ locations were recognised, indicating that business structural reform had progressed to the stage of implementing specific location consolidations. - FY2017RestatedAnnual report
「Business reform involves responding to the Corporate Governance Code, improving the quality and speed of decision-making for our diversified businesses, and strengthening our management base.」
The policy of linking business reform to governance compliance, improved decision-making and a stronger management base has been reiterated. - FY2017-Q3AdvancedAnnual report
「Despite the impact of foreign exchange rates, net sales decreased 5.3% year on year to ¥97.2 billion and operating profit increased 105.5% to ¥2.4 billion, owing to the launch of new vehicle models and fixed-cost reductions resulting from structural reform.」
For the Automotive Electronics Company, fixed-cost reductions through structural reform were specifically identified as a factor affecting performance, and the increase in operating profit was also reported. - FY2017-Q1AdvancedAnnual report
「From the first quarter of the current fiscal year, we reviewed our management structure for certain businesses previously included in “Other” because their commercialization prospects had become clearer, with the aim of improving operational efficiency, and changed the reportable segment classification to “Energy and Information Communications Company.”」
The management structure was reviewed based on the prospects for commercialisation, and the reporting segments were changed, resulting in specific changes to the business structure and operating framework. - FY2016First statedAnnual report
「Business reform involves responding to the Corporate Governance Code, improving the quality and speed of decision-making for our diversified businesses, and strengthening our management base.」
Governance compliance and faster decision-making are identified as objectives of business reform.