Risks associated with exiting unprofitable businesses and restructuring sites
First written in FY2016. 12 of 18 entries say "Advanced", first in FY2019. Latest entry: FY2026.
Lixil moved to the "Worse" side of this theme in 2026, 9 years after the typical company in this theme (2017).
The whole theme swung hardest in 2017: 6 of 15 companies on the "Worse" side.
7 other companies' latest entry also says "Materialised".
- FY2026MaterialisedAnnual report
「Structural reform costs (Note) 1,560 7,383」
Structural reform costs associated with optimizing personnel allocation, the supply chain and the business portfolio increased from ¥1,560 million in the previous fiscal year to ¥7,383 million, making the burden associated with the restructuring a realized cost. - 2026-05-25MaterialisedGeneral Meetings of Shareholders
「追加の構造改革の実施などに伴うその他の費用の計上が前連結会計年度に比べて増加しました。」
追加の構造改革に伴う費用増加が当期の営業利益の減益要因として実績化している。 - FY2026-H1MaterialisedAnnual report
「Other operating income and expenses for the interim consolidated accounting period included ¥4,722 million in structural reform costs. We pursued structural reforms, including optimizing workforce allocation, rebuilding the supply chain and optimizing the business portfolio.」
Structural reform costs of ¥4,722 million were incurred in connection with changes in personnel allocation, supply-chain restructuring and portfolio restructuring. - FY2025AdvancedAnnual report
「In its overseas businesses, the company pursued structural reforms during the fiscal year under review, including optimizing personnel allocation, rebuilding the supply chain and optimizing the business portfolio.」
As part of structural reforms in its overseas businesses, the company optimized personnel allocation, the supply chain and the business portfolio, and largely completed the major reforms. - FY2024AdvancedAnnual report
「In its overseas businesses, the company pursued structural reforms during the fiscal year under review, including optimizing personnel allocation, rebuilding the supply chain and optimizing the business portfolio.」
The company implemented structural reforms in personnel allocation, the supply chain and the portfolio in its overseas businesses, and indicated a policy of completing the main structural reforms in the next fiscal year. - FY2024-Q3AdvancedAnnual report
「The transfer was completed on 1 September 2023.」
As part of streamlining the business portfolio and concentrating on core businesses, the company completed the transfer of LIXILリアルティ's asset securitization business on 1 September 2023. It also completed the transfer of all shares of ソニテック on 1 December 2023. - FY2024-Q2AdvancedAnnual report
「We have entered into an agreement to transfer all shares of Sonitech Co., Ltd. (hereinafter “Sonitech”), a consolidated subsidiary in the Housing Technology business segment, to SKY Holdings Co., Ltd., a special-purpose company wholly funded by NMC Fourth Investment Limited Partnership, for which Nippon Mirai Capital Co., Ltd. provides investment support services. The transfer is expected to be completed on 1 December 2023.」
As part of its business restructuring and the streamlining of non-core businesses, the company entered into an agreement to transfer all shares of ソニテック, making additional progress in restructuring its sites and business portfolio. - FY2024-Q1AdvancedAnnual report
「We decided to transfer the asset securitisation business of 株式会社LIXILリアルティ, a consolidated subsidiary in the Housing Technology business segment, through an absorption-type company split to トーセイ・アール株式会社, a subsidiary of TOSEI CORPORATION. The transfer of this asset securitisation business was expected to be completed on 1 September 2023.」
The company made an additional decision to transfer non-core businesses, advancing the streamlining of its business portfolio and concentration on core businesses. - FY2023AdvancedAnnual report
「In the next fiscal year as well, the company will continue to pursue an asset-light business model by restructuring its supply chain to resolve recent supply-chain issues.」
The company indicated a policy of continuing to pursue an asset-light business model through supply-chain restructuring, in addition to closing the Maebashi and Yokohama plants and downsizing and relocating its head office. - FY2021AdvancedAnnual report
「Continuing from the previous consolidated fiscal year, our Group transferred shares in subsidiaries, including Permasteelisa S.p.A. (September 2020) and 株式会社ＬＩＸＩＬビバ (November 2020).」
The company completed the transfers of Permasteelisa, LIXILビバ, 川島織物セルコン and Japan Home Shield, advancing business restructuring and withdrawals and concentrating on core businesses. - FY2021-Q3AdvancedAnnual report
「As a result, while advancing various transformations in business operations, including focusing on core businesses and promoting synergies among businesses to strengthen governance and improve productivity and efficiency, and optimizing the business portfolio to achieve future growth and strengthen the financial position, the company determined that the proposal from 川島織物セルコン was also consistent with the direction of initiatives being pursued by the group. Accordingly, to developively dissolve the capital alliance, the company decided to transfer all of its shares in the company to 川島織物セルコン.」
With regard to streamlining the business portfolio, the company completed the transfer of all shares in 川島織物セルコン and advanced to the stage of entering into an agreement to transfer Japan Home Shield. - FY2021-Q2AdvancedAnnual report
「Most recently, the sale of Permasteelisa was completed in September 2020, and the company continues to strengthen its financial base in line with its strategy.」
The completion of the sale of Permasteelisa added a concrete track record of portfolio streamlining in relation to the policy on business restructuring and withdrawals. - FY2020-Q2AdvancedAnnual report
「Our Group is optimising its business portfolio across all areas to improve management efficiency and strengthen its financial position. This share transfer is consistent with our efforts to simplify the business structure and create further synergies and improve efficiency.」
The company completed the transfers of 建デポ, Senior Life Company and LIXIL鈴木シャッター, making concrete progress in streamlining the portfolio in connection with business restructuring and withdrawals. - FY2020-Q1AdvancedAnnual report
「Share transfer date 3 June 2019」
The transfer of shares in 建デポ, aimed at simplifying the business structure and strengthening the financial position, was completed, advancing the streamlining of the business portfolio. - FY2019AdvancedAnnual report
「Our Group is optimising its business portfolio across all areas to improve management efficiency and strengthen its financial position. This share transfer is consistent with our efforts to simplify the business structure and create further synergies and improve efficiency.」
The company entered into an agreement to transfer all shares of LIXIL鈴木シャッター and also completed the transfer of all shares of 建デポ. It is making concrete progress in simplifying its business structure and strengthening its financial position. - FY2018RestatedAnnual report
「To strengthen subsidiary governance through the effective and appropriate establishment and operation of PMI processes, we are updating guidelines and clarifying the PMI implementation framework and progress-reporting processes as part of strengthening PMI for acquired companies in M&A, with the aim of building an organization that avoids large-scale business restructuring.」
The company continues to address the risks associated with withdrawing from unprofitable businesses and reorganizing its sites through its PMI guidelines, implementation framework and progress reporting. - FY2017RestatedAnnual report
「To improve management efficiency and strengthen competitiveness, the Group may restructure its businesses by exiting unprofitable operations, reorganizing subsidiaries and affiliates, restructuring manufacturing sites and sales and logistics networks, and optimizing its workforce.」
The impacts associated with exiting unprofitable businesses, reorganizing companies and sites, and optimizing the workforce continue to be identified as risks. - FY2016First statedAnnual report
「To improve management efficiency and strengthen competitiveness, the Group may restructure its businesses by exiting unprofitable operations, reorganizing subsidiaries and affiliates, restructuring manufacturing sites and sales and logistics networks, and optimizing its workforce.」
Costs and impacts on performance associated with portfolio optimization and business restructuring are identified as risks.