Transforming DENSO through Reborn21
First written in FY2021. 3 of 8 entries say "Advanced", first in FY2022-Q2. Latest entry: FY2024.
No other company in this theme has enough history to compare yet.
- FY2024ReframedAnnual report
「From fiscal 2021, the company established a new vision for people and organizations, PROGRESS, and is advancing reforms to its human resources policies and systems as it continues to evolve and take on challenges with the aim of becoming a group of professionals in execution.」
The company has reorganized its messaging from emphasizing the Reborn21 name to a framework centered on the PROGRESS vision for people and organizations, human capital and business portfolio transformation. - FY2023-Q3RestatedAnnual report
「The company has worked to strengthen its management foundation and financial position and develop a growth strategy centered on the Environment and Safety, and results are beginning to emerge from initiatives such as efficiency gains through the digitalization of work and more appropriate resource allocation through business portfolio reorganization. While embedding these activities, the company is moving forward with efforts to create new value, including by providing products and solutions that leverage its existing strengths.」
The company continues to explain that results are beginning to emerge from Reborn21 and other transformation initiatives relating to strengthening the management foundation and financial position, digitalization and business portfolio reorganization. - FY2023-Q2RestatedAnnual report
「Results are beginning to emerge from initiatives such as efficiency gains through the digitalization of work and more appropriate resource allocation through business portfolio reorganization. While embedding these activities, the company is moving forward with efforts to create new value, including by providing products and solutions that leverage its existing strengths.」
The company continues to explain that results are beginning to emerge from Reborn21 and other transformation initiatives relating to the digitalization of work, business portfolio reorganization and more appropriate resource allocation. - FY2023-Q1RestatedAnnual report
「Results are beginning to emerge from initiatives such as efficiency gains through the digitalization of work and more appropriate resource allocation through business portfolio reorganization. While embedding these activities, the company is moving forward with efforts to create new value, including by providing products and solutions that leverage its existing strengths.」
The company continues to explain that results are beginning to emerge from Reborn21 and other transformation initiatives relating to the digitalization of work, business portfolio reorganization and more appropriate resource allocation. - FY2022AdvancedAnnual report
「Against a continuing challenging external environment, including vehicle production cuts and soaring parts and material costs, the company has since 2020 pursued the Reborn21 transformation plan in response to quality issues and the COVID-19 pandemic, working to strengthen its management foundation and financial position and develop a growth strategy centered on the Environment and Safety. Results are beginning to emerge from initiatives such as efficiency gains through the digitalization of work and more appropriate allocation of resources through business portfolio reorganization, and the company will work to develop these initiatives further as they become established.」
The company explains that results are beginning to emerge from Reborn21 initiatives, including efficiency gains through the digitalization of work and more appropriate resource allocation through business portfolio reorganization. - FY2022-Q3AdvancedAnnual report
「Operating income increased to ¥256.3 billion, up ¥189.6 billion, or 284.6%, year on year, due to the effects of corporate transformation activities, including lower fixed costs and rationalization.」
Lower fixed costs and rationalization from corporate transformation activities were identified as factors behind the increase in operating income to ¥256.3 billion for the 9 months ended in the third quarter, and the reported benefits of the transformation have been updated. - FY2022-Q2AdvancedAnnual report
「Operating income was ¥159.3 billion, compared with an operating loss of ¥69.6 billion in the same quarter of the previous year. Despite a negative impact from lower operating rates due to vehicle production cuts caused by the recent semiconductor shortage and other factors, as well as worsening external conditions such as higher material and logistics costs, the company benefited from improved operating rates accompanying the recovery in vehicle sales from the previous year and lower fixed costs resulting from its corporate transformation.」
The company identifies lower fixed costs resulting from its corporate transformation as a factor behind the recovery in operating income and explains that the benefits of the transformation have been realized globally. - FY2021First statedAnnual report
「The company launched the Reborn21 transformation plan with the aim of making a fresh start as a new DENSO by the end of fiscal 2021.」
In response to quality issues and changes in the business environment caused by the novel coronavirus pandemic, the company established a new transformation plan aimed at making a fresh start by the end of fiscal 2021. The plan is described as a company-wide initiative covering quality recovery, a growth strategy, a stronger corporate structure, organizational transformation, financial strengthening and a review of the business portfolio.