Komori
Nippon Ski Resort Development (6040) · InitiativeRestated

Streamlining the organization and reviewing costs in preparation for a prolonged COVID-19 impact

First written in FY2020-Q3. 5 of 7 entries say "Restated". Latest entry: FY2022.

7entries
3years
0from disclosures
Share on X
How it moved
ProgressHeldSoftenedWorseRestatedFY2020-Q3 – FY2021-Q1RestatedFY2021-Q3 – FY20222020: 320202021: 320212022: 12022
Same theme, other companies
Comprehensive Business Restructuring and Fundamental Fixed-Cost Reduction During Infectious DiseaseA theme 8 companies write about · 0 as a headwind · 8 as a tailwind

1 other company's latest entry also says "Restated".

Ridges = years it wrote progress, valleys = years it wrote worse. Most hopeful companies at the back. Drag to turn, scroll to zoom, right-drag to pan. On a phone, two fingers turn and pinch to zoom; one finger scrolls the page.
Full recordFilings, disclosures and news, newest first
  1. FY2022RestatedAnnual report

    「We will also continue to thoroughly control costs by reviewing various back-office expenses at each operating company, including by bringing outsourced operations in-house.」

    The Group continues to control costs through organizational restructuring, integration of head-office functions, personnel transfers to local operating companies, and insourcing of outsourced operations.
  2. FY2021RestatedAnnual report

    「In response to the COVID-19 pandemic, we thoroughly reviewed inefficiencies and waste in the Group's organizational structure and partially reorganized it, integrated overlapping head-office functions, and actively reassigned personnel to local operating companies to strengthen operational capabilities. We will also continue to thoroughly control costs by reviewing various back-office expenses at each operating company, including by bringing outsourced operations in-house.」

    The Group continues to control costs through organizational restructuring, integration of head-office functions, personnel transfers to local operating companies, and insourcing of outsourced operations.
  3. FY2021-Q3RestatedAnnual report

    「In response to the COVID-19 pandemic, we adjusted costs by operating lifts in line with visitor numbers, closing facilities such as restaurants with low utilization rates, and reducing operating expenses including advertising costs. We also strengthened cooperation with local governments and applied for subsidies and grants for infection-prevention measures and regional revitalization.」

    The Group continued to adjust costs by operating lifts in line with visitor numbers, closing underutilized facilities, reducing advertising expenses, and applying for subsidies in cooperation with local governments.
  4. FY2021-Q2AdvancedAnnual report

    「In response to the COVID-19 pandemic, we adjusted costs by operating lifts in line with visitor numbers, closing facilities such as restaurants with low utilization rates, and reducing operating expenses including advertising costs. We also strengthened cooperation with local governments and applied for subsidies and grants for infection-prevention measures and regional revitalization.」

    In response to the COVID-19 pandemic, the Group operated lifts in line with visitor numbers, closed underutilized facilities, and reduced advertising and other expenses. It also worked with local governments to apply for subsidies and grants related to infection prevention and regional revitalization.
  5. FY2021-Q1RestatedAnnual report

    「In response to the COVID-19 pandemic, we thoroughly reviewed inefficiencies and waste in the Group's organizational structure and partially reorganized it, integrated overlapping head-office functions, and actively reassigned personnel to local operating companies to strengthen operational capabilities. We also thoroughly controlled costs by reviewing various expenses, including by bringing outsourced operations in-house.」

    The Group continues to control costs through partial organizational restructuring, integration of head-office functions, personnel transfers to local operating companies, and insourcing of outsourced operations.
  6. FY2020RestatedAnnual report

    「We will thoroughly review inefficiencies and waste in the Group's organizational structure and partially reorganize it, integrate overlapping head-office functions, and actively reassign personnel to local operating companies to strengthen operational capabilities. We will also thoroughly control costs by reviewing various expenses, including by bringing outsourced operations in-house.」

    Cost control measures to address a prolonged pandemic have been made specific, including partial organizational restructuring, integration of head-office functions, personnel transfers to local operating companies, and insourcing of outsourced operations.
  7. FY2020-Q3First statedAnnual report

    「Assuming that the impact of COVID-19 will be prolonged, we will streamline the organization and conduct a thorough review of costs to improve management efficiency.」

    On the premise that COVID-19 would be prolonged, organizational streamlining and a thorough cost review were first presented as measures to improve management efficiency from the fourth quarter onward.
Moved together

None of this company's other threads moved the same way in the same document twice or more.

When this could move next
No upcoming earnings preview for Nippon Ski Resort Development yet.
News
No news is linked to this thread yet. When an article touches it, it will appear here by date.