Gaining a Competitive Advantage through Operational Excellence
First written in FY2016-Q2. 8 of 24 entries say "Advanced", first in FY2017-Q3. Latest entry: FY2026-H1.
The whole theme swung hardest in 2025: 5 of 36 companies on the "Worse" side.
39 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「To improve operational efficiency, standardize service quality and enhance customer convenience through AI implementation and digital transformation, we introduced the cloud-based customer experience platform Genesys Cloud and began operating it in July 2026.」
Regarding operational quality and efficiency, the company describes the concrete progress of introducing Genesys Cloud using AI and digital transformation and beginning operations in July 2026. - 2026-07-31AdvancedOther Disclosures
「By combining the practical expertise in medical assistance that we have developed over many years with the latest AI technologies, we will provide an environment in which people can receive the necessary support more quickly and easily when they suddenly feel unwell or need advice about seeking medical care while traveling.」
The redefinition as "next-generation emergency assistance" has advanced into a specific initiative: the planned December 2026 release of an AI-enabled app for corporate members. - FY2025ReframedAnnual report
「We aim to realize “next-generation emergency assistance” by combining the extensive experience, advanced expertise and human-touch service cultivated through our 24-hour operating structure, our greatest strength, with the new technology of generative AI.」
The previous theme of operational quality and efficiency has been redefined as “next-generation emergency assistance,” combining the experience, expertise and human-touch service cultivated through 24-hour operations with generative AI. - FY2025-H1AdvancedAnnual report
「③ Fundamental reform of business processes—expanding the business through improved operational quality Review business processes company-wide, actively promote digital transformation, including the introduction of AI, substantially improve operational efficiency, profitability and ease of working, and expand existing businesses through upgraded service quality.」
The theme of operational quality and efficiency continues to be made more concrete through company-wide business-process reviews, digital transformation including the introduction of AI, improved profitability and ease of working, and expansion of existing businesses. - FY2024RaisedAnnual report
「C. Fundamental reform of business processes—expanding the business through improved operational quality It is an urgent priority to review business processes across the company, substantially improve operational efficiency, profitability and ease of working, raise quality and expand the business.」
The previous goals of efficiency improvement and higher operational quality were expanded as a priority for FY2025 to encompass company-wide business-process reform, improved profitability and ease of working, and the integrated pursuit of higher quality and business expansion. - FY2023RaisedAnnual report
「B. Creating a lean operating model for existing businesses ・Undertake fundamental organizational restructuring, consolidation and closure, and rebuild the operating structure」
The theme of operational quality and efficiency was made more concrete for FY2024 through fundamental organizational restructuring, consolidation and closure in existing businesses and the rebuilding of the operating structure. - FY2022RaisedAnnual report
「In FY2023, we will pursue priority business initiatives based primarily on the following management policies and execution measures by business area. <Management policy> A. Business efficiency (a) Building a structure that enables existing businesses to operate with a lean workforce (lean operating model)」
The theme of operational quality and efficiency was made more concrete as a FY2023 management policy focused on creating a lean operating model for existing businesses and a structure capable of operating with a small workforce. - FY2021RaisedAnnual report
「(Key business objectives) a. Building a high-quality, lean medical assistance business ・Reorganize the medical assistance business, centered on non-life insurance underwriting, and promote a lean operating model ・Improve confidence in the company’s business as a whole through high operational quality, transforming it into a flagship business ・Add healthcare services that meet customer needs and introduce assistance methods that are easier for customers to use」
The previous focus on operational quality and efficiency was expanded as a key business objective for FY2022 to building a “high-quality, lean” business, including the reorganization of the non-life insurance underwriting business, a lean operating model and the addition of healthcare functions. - FY2021-Q3AdvancedAnnual report
「Selling, general and administrative expenses were held to ¥342 million, down 1.7% year on year, while operating profit was ¥181 million, up 298.7% year on year.」
In connection with operational efficiency and cost control, the company reports that selling, general and administrative expenses were held to a 1.7% year-on-year decline. - FY2021-Q1AdvancedAnnual report
「Meanwhile, cost of sales for the first quarter of the current consolidated fiscal year was ¥497 million, down 22.8% year on year, as we worked to control costs, primarily fixed costs such as personnel expenses. Selling, general and administrative expenses were ¥105 million, down 21.7% year on year,」
Regarding operational efficiency and cost control, the quarterly results show cost of sales down 22.8% and selling, general and administrative expenses down 21.7% year on year, mainly due to lower fixed costs such as personnel expenses. - FY2020RaisedAnnual report
「a. Continued fundamental efficiency improvements in existing businesses ・All organizations to adopt working arrangements commensurate with their workload ・Thorough identification and improvement of waste and risks across all organizations ・Improvement of information management ・Review of the operational management structure」
The previous focus on operational quality and efficiency was expanded as a key business objective for FY2021 to include a fundamental review of working arrangements, waste and risks, information management and the operational structure across all organizations. - FY2019AdvancedAnnual report
「Meanwhile, the Canada center began full-scale operations to realize the “Single Operation Platform,” which aims to provide the same high-quality service for the group’s call-handling operations, resulting in higher expenses.」
A specific milestone is described: the Canada center began full-scale operations toward realizing the Single Operation Platform. - FY2019-Q3RestatedAnnual report
「With a view to expanding the business, we are developing the “Single Operation Platform,” a system that enables the entire group to provide the same high-quality service for call-handling operations, and are actively recruiting personnel and investing in equipment at the Canada center established at the end of the previous fiscal year.」
We continue to develop the Single Operation Platform and recruit personnel and invest in equipment at the Canada center. No new milestone, such as completion, is described. - FY2019-Q2RestatedAnnual report
「With a view to expanding the business, we are developing the “Single Operation Platform,” a system that enables the entire group to provide the same high-quality service for call-handling operations, and are actively recruiting personnel and investing in equipment at the Canada center established at the end of the previous fiscal year.」
We continue to develop the Single Operation Platform and recruit personnel and invest in equipment at the Canada center. These are described as continuing existing measures, rather than as new milestones such as completion. - FY2019-Q1RestatedAnnual report
「At the Canada center established at the end of last year, we are actively recruiting personnel to realize the “Single Operation Platform,” a system that enables the entire group, including its overseas centers, to provide the same high-quality service for call-handling operations.」
We continue to work toward realizing a Single Operation Platform that provides the same high-quality service across the group and recruiting personnel at the Canada center. - FY2018AdvancedAnnual report
「The establishment of the Canada center, a new source of expenses, was necessary to realize the “Single Operation Platform,” a system enabling the group as a whole, including its overseas centers, to provide the same high-quality service for call-handling operations. At the same time, it will enable us to recruit highly skilled personnel and strengthen sales activities in North America.」
As a measure to improve operational quality and efficiency, the Canada center is positioned as a means of realizing the “Single Operation Platform,” which integrates the group’s call-handling operations. - FY2018-Q3RestatedAnnual report
「Segment expenses increased due to the establishment of a new center in Vancouver, Canada, to streamline the medical assistance business and strengthen sales in North America, as well as higher capital investment accompanying business expansion and higher expenses, including increased recruitment costs resulting from the recent labor shortage.」
In addition to continuing to target greater efficiency in the medical assistance business, the establishment of a new center in Canada is identified as a specific measure. - FY2017ReframedAnnual report
「As our top priority, we must fundamentally review our business processes, further improve and streamline operational quality, enhance our competitiveness and aim to grow to a higher stage.」
In FY2018, the focus shifted from the previous themes of “operational excellence” and “pursuit of quality” to fundamentally reviewing the business processes of the entire group. - FY2017-Q3AdvancedAnnual report
「To improve the quality of our medical assistance services, we strengthened coordination with the clinic opened in August by our medical adviser and established a structure capable of providing agile, detailed services for medical consultations, medical transportation, and medical care for foreign patients. This is expected to support future business expansion.」
As a specific measure to improve service quality, we strengthened cooperation with a clinic established by our consulting physician and built a system capable of providing medical consultations, transport and care for foreign patients. - FY2017-Q2RestatedAnnual report
「The Life Assistance business also pursued the 2017 objective of “pursuing quality” and provided high-quality services that competitors could not match.」
The company continues to pursue the 2017 objective of “pursuing quality” and provide high-quality services that competitors cannot match. - FY2017-Q1RestatedAnnual report
「Regarding costs in this segment, we are pursuing the 2017 operational objective of “pursuing quality,” working to secure a high level of service quality that competitors cannot replicate and to develop products tailored to customer needs, while advancing the provision of new services combining internal and external resources and the development of new systems.」
“Pursuing quality,” the reworded version of “operational excellence,” continued as the 2017 operational objective, with efforts advancing in quality assurance, product development, and new service and system development. - FY2016ReframedAnnual report
「This year, we will change the wording to “pursuing quality” and make it a year in which we once again take on the challenge of improving operational quality.」
For 2017, the wording changed from “operational excellence” in 2016 to “pursuing quality,” while the same themes of operational quality and differentiation continued. - FY2016-Q3RestatedAnnual report
「In our assistance operations, we practiced “operational excellence” with the aim of gaining a competitive advantage, while promoting appropriate staffing levels and further use of IT and working to control costs. In addition, we pursued the “operational excellence” objective for 2016, aiming to gain a competitive advantage over industry peers and establish an efficient service delivery structure. As a result, we were able to keep costs below the previous year's level.」
The existing priorities of the 2016 objectives, competitive advantage, appropriate staffing, use of IT, and cost control remain in place. - FY2016-Q2First statedAnnual report
「We pursued the objective of “operational excellence” for 2016, including the introduction of a new system to share information and thorough call monitoring, with the aim of gaining a competitive advantage over industry peers and establishing an efficient service delivery structure. As a result, we were able to keep costs below the previous year's level.」
For 2016, we set out efficient service delivery and a competitive advantage through information sharing, call monitoring, appropriate staffing, and the use of IT. The Life Assistance business pursued the same objectives and continued to seek high-quality services.