Organizational Structure and Corporate Culture Reform for Agile Business Operations
First written in FY2018. 5 of 8 entries say "Restated". Latest entry: FY2022.
49 other companies' latest entry also says "Advanced".
- FY2022AdvancedAnnual report
「To integrate existing CSR and environmental activities within a broader framework and conduct them consistently, the Group abolished the CSR Department and Environmental Department and established the Sustainability Promotion Department effective 1 April 2022.」
As part of the organizational structure and corporate culture reforms, the CSR Department and Environmental Department were abolished, and the Sustainability Promotion Department was established. - FY2020AdvancedAnnual report
「Toyo Seikan Co., Ltd. aims to reduce environmental impact at the aluminum beverage can manufacturing facility by promoting resource and energy conservation in the manufacturing process, and to achieve production of the world's lightest aluminum cans through the introduction of new technologies. The facility is scheduled to begin operations in or after April 2021.」
As part of the organizational structure and corporate culture reform initiatives, the company decided to expand automated and labor-saving equipment using IoT at the Ishioka Plant, with operations scheduled to begin in or after April 2021. - FY2020-Q3RestatedAnnual report
「Under this medium-term management plan, fiscal 2018 was designated as a year of a "foundational new start," and we are pursuing sustainable growth by advancing the Toyo Seikan Group's growth strategy, organizational structure and corporate culture reforms supporting that strategy, and financial and capital policies.」
Organizational structure and corporate culture reforms supporting the growth strategy of the Fifth Medium-Term Management Plan have continued. - FY2020-Q2RestatedAnnual report
「Under this medium-term management plan, fiscal 2018 was designated as a year of a "foundational new start," and we are pursuing sustainable growth by advancing the Toyo Seikan Group's growth strategy, organizational structure and corporate culture reforms supporting that strategy, and financial and capital policies.」
Organizational structure and corporate culture reforms supporting the growth strategy of the Fifth Medium-Term Management Plan have continued. - FY2020-Q1RestatedAnnual report
「Under this medium-term management plan, fiscal 2018 was designated as a year of a "foundational new start," and we are pursuing sustainable growth by advancing the Toyo Seikan Group's growth strategy, organizational structure and corporate culture reforms supporting that strategy, and financial and capital policies.」
Organizational structure and corporate culture reforms supporting the growth strategy of the Fifth Medium-Term Management Plan have continued. - FY2019-Q3RestatedAnnual report
「Under the Toyo Seikan Group Fifth Medium-Term Management Plan, launched by our group in May 2018, fiscal 2018 was designated as a year of a foundational new start. We are pursuing sustainable growth by advancing the Toyo Seikan Group's growth strategy, organizational structure and corporate culture reforms supporting that strategy, and financial and capital policies.」
Organizational structure and corporate culture reforms have continued as initiatives supporting the growth strategy of the Fifth Medium-Term Management Plan. - FY2019-Q1RestatedAnnual report
「Under the Toyo Seikan Group Fifth Medium-Term Management Plan, launched by our group in May 2018, fiscal 2018 was designated as a year of a foundational new start. We are pursuing sustainable growth by advancing the Toyo Seikan Group's growth strategy, organizational structure and corporate culture reforms supporting that strategy, and financial and capital policies.」
Organizational structure and corporate culture reforms have continued as initiatives supporting the growth strategy of the Fifth Medium-Term Management Plan. - FY2018First statedAnnual report
「We will advance organizational structure and corporate culture reforms to support sustainable growth. We will implement initiatives centered on the following 3 policies: organizational restructuring to achieve agile business operations; optimization of scale, functions and locations; and fulfillment of the social responsibilities expected of a leading company.」
The Fifth Medium-Term Management Plan was the first to explicitly identify organizational restructuring, optimization of scale, functions and locations, and fulfillment of social responsibilities as initiatives for the entire group.