Strengthening the Corporate Foundation through Management Resource Allocation and Organizational Restructuring
First written in FY2017. 8 of 10 entries say "Advanced", first in FY2019. Latest entry: FY2026.
The whole theme swung hardest in 2025: 7 of 28 companies on the "Worse" side.
15 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The organizational restructuring implemented on 1 April 2026 advanced the development of the foundation supporting this direction and will underpin medium- to long-term growth in corporate value by strengthening project execution capabilities, the ability to create new businesses, and the strategic capabilities of corporate functions.」
The organizational restructuring dated 1 April 2026 advanced the company toward a structure that strengthens project execution, new business creation, and corporate functions in line with the new medium-term management plan. - FY2025AdvancedAnnual report
「The Project Management Headquarters was established in January 2025 as the execution organization for promoting and implementing these initiatives.」
The Project Management Headquarters was established in January 2025 as the execution organization responsible for risk management and management resource allocation across the Group. - FY2023AdvancedAnnual report
「In April this year, the company implemented a major organizational restructuring. To enable it to respond nimbly to customer needs amid a rapidly changing business environment on the way to a carbon-neutral society, it abolished the business division system that had been in place for many years and established a structure for allocating personnel resources to projects and business activities from a company-wide perspective. The company has also newly established a Business Portfolio Committee as an affiliated committee of the Executive Management Committee, an advisory body to the president, and put in place an execution structure for these initiatives.」
The company abolished the business division system and shifted to a company-wide resource allocation structure, while newly establishing a Business Portfolio Committee. Its organizational restructuring and resource allocation measures have progressed to the establishment of a specific execution structure. - FY2021AdvancedAnnual report
「Meanwhile, as a result of advancing operational optimization across the Group to strengthen organizational capabilities, the contribution of each of the Group's EPC locations to performance has been increasing.」
The company states that operational optimization across the Group has increased the contribution of each EPC location to performance, demonstrating concrete results from its organizational and management resource allocation measures. - FY2019AdvancedAnnual report
「In Japan, in line with the transformation of the business portfolio described above, the company is promoting a shift of personnel from the plant business to the infrastructure business, while also seeking to improve its JOB ratio by shifting personnel from indirect functions to operating functions and working to strengthen competitiveness by reducing order prices.」
The company identifies as specific organizational measures a personnel shift from plants to infrastructure in line with the transformation of the business portfolio, a shift from indirect functions to operating functions, and optimization of overseas EPC locations. - FY2018-Q3RestatedAnnual report
「① To transform the business structure and expand the infrastructure business, where continuing business opportunities are expected, the company will focus on increasing orders in this field, shifting human resources, and entering businesses outside EPC, such as O&M. ② To rebuild the plant business, the company will focus on medium-sized projects from the perspective of limiting risk, while specializing in products and regions where it can leverage its expertise, experience and locations. ③ The company will thoroughly reduce fixed costs, selling, general and administrative expenses, and project expenses.」
As measures to enhance the effectiveness of the restructuring plan, the company specifically lists shifting human resources to infrastructure, entering businesses outside EPC, specializing in products and regions, and reducing costs. - FY2017First statedAnnual report
「Through the strategic allocation of management resources, the company will seek to build a strong corporate foundation through organizational restructuring, strengthening the infrastructure business, reviewing its locations, and optimizing staffing across the Group. It will continue to promote initiatives for developing human resources to enhance corporate value and transforming its corporate culture.」
As measures to strengthen the restructuring plan, the company has identified organizational restructuring, strengthening the infrastructure business, reviewing its locations, optimizing staffing across the Group, human resource development, and corporate culture transformation.