Structural Reform of Existing Domestic Businesses
First written in FY2016. 10 of 12 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2026.
2 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「a) Growth strategy: Optimizing the business portfolio The group aims to achieve its operating income target for fiscal 2027 by promptly passing through selling prices, restructuring unprofitable business areas and sites, primarily in the domestic packaging container business, and steadily achieving business growth in growth fields.」
It identified the pass-through of selling prices and the restructuring of unprofitable business areas and sites in the domestic packaging container business as specific measures toward achieving the fiscal 2027 operating income target. - FY2021ReframedAnnual report
「Without being constrained by the existing business structure, the group aims for sustainable growth in its existing business areas by decisively reviewing its business portfolio.」
The approach to reform has broadened from individual structural reforms in existing domestic businesses to reviewing the business portfolio without being constrained by the existing business structure. - FY2021-Q3AdvancedAnnual report
「As ＫＹテクノロジー株式会社 completed its liquidation in November 2020, it was excluded from the scope of consolidation in the current third-quarter consolidated accounting period.」
In connection with the previously decided withdrawal of ＫＹテクノロジー from its other businesses, the company completed its liquidation and was removed from the scope of consolidation. - FY2019-Q3AdvancedAnnual report
「The company decided to transfer its cycle-related business, which generates stable earnings, to 鋼鈑商事 through an absorption-type company split and withdraw from its other businesses. Effective date of the absorption-type company split: 1 April 2019 (予定)」
The group decided to reorganize ＫＹテクノロジー by transferring its cycle-related business to 鋼鈑商事 and withdrawing from its other businesses. The effective date was scheduled for 1 April 2019. - FY2018AdvancedAnnual report
「The businesses were integrated into メビウスパッケージング株式会社 through an absorption-type company split effective 1 April 2018.」
The overlapping plastic container businesses of 東洋製罐, 東罐興業 and 日本クロージャー were integrated. The group also decided to and completed the full transfer of the shares of ペットリファインテクノロジー, advancing business restructuring and the concentration of resources on priority businesses. - FY2018-Q3AdvancedAnnual report
「メビウスパッケージング株式会社 was newly established as the Preparation Company for the Company Split to integrate the plastic bottle and plastic cap businesses, primarily for non-beverage applications, of the group’s consolidated subsidiaries 東洋製罐株式会社, 東罐興業株式会社 and 日本クロージャー株式会社 through an absorption-type company split effective 1 April 2018 (予定). The company has been included as a consolidated subsidiary since the current third-quarter consolidated accounting period.」
To integrate the overlapping plastic container businesses, the group established メビウスパッケージング株式会社 and made it a consolidated subsidiary. It also entered into an absorption-type company split agreement on 7 February 2018, with the integration scheduled for 1 April 2018. - FY2018-Q2AdvancedAnnual report
「Profit attributable to owners of the parent was ¥12,726 million, down 9.7% year on year, mainly because the group recorded an extraordinary loss as an expense for business restructuring provisions.」
The group recorded ¥2,568 million in expenses for business restructuring provisions, among other items, reflecting the impact of the restructuring on quarterly earnings. - FY2018-Q1AdvancedAnnual report
「At a meeting of the board of directors held on 31 July 2017, the company resolved to establish a wholly owned subsidiary on 2 October 2017 (予定) (the “Preparation Company for the Company Split”) and, with 1 April 2018 (予定) as the effective date, integrate the plastic bottle and plastic cap businesses, primarily for non-beverage applications (the “Plastic Container Business”), through a company split between the Preparation Company for the Company Split and each of the company’s consolidated subsidiaries, 東洋製罐株式会社, 東罐興業株式会社 and 日本クロージャー株式会社.」
The group resolved to establish a wholly owned subsidiary and integrate the overlapping plastic container businesses through company splits from 3 companies, giving concrete form to domestic business restructuring. - FY2017AdvancedAnnual report
「In the consolidated fiscal year, the group recorded ¥110 million related to voluntary retirements and ¥1,566 million related to facility consolidation, for a total of ¥1,677 million, in connection with structural reform of the domestic packaging container business.」
Costs, primarily related to facility consolidation, were recorded as results of structural reform in the domestic packaging container business, indicating progress in implementing the reforms. - FY2017-Q2AdvancedAnnual report
「The group concluded that transferring all of the MPIB shares held by 東洋製罐 to 大成ラミック and having 大成ラミック lead MPIB’s management would further enhance MPIB’s corporate value. After considering its future strategy, the group also concluded that the transfer would enable it to advance structural reform of its existing businesses and concentrate management resources on priority businesses.」
All MPIB shares were transferred on 29 September 2016, implementing structural reform of existing businesses and the concentration of management resources on priority businesses. - FY2017-Q1AdvancedAnnual report
「After considering its future strategy, the group concluded that transferring the MPIB shares would enable it to advance structural reform of its existing businesses and concentrate management resources on priority businesses.」
The group decided to transfer all shares of overseas film subsidiary MPIB, giving concrete form to structural reform of existing businesses and the concentration of resources on priority businesses. The transfer was scheduled for early September 2016. - FY2016First statedAnnual report
「Further advancing structural reform of existing businesses, centered on the domestic packaging container business」
Recognizing that profitability improvements in the domestic packaging container business remain incomplete, the group is pursuing reforms including rationalization and labor-saving measures in its production structure, business alliances, voluntary retirement programs and facility consolidation.