Alliances, M&A and Talent Development for Growth Business Innovation
First written in FY2017. 12 of 17 entries say "Advanced", first in FY2018-Q1. Latest entry: 2026-10-01.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The company also began initiatives to create new value for future growth by launching efforts to generate innovation based on employees’ own ideas. As part of this initiative, it introduced a system for collecting and considering a broad range of ideas, including ideas for creating new businesses and improving and reforming operations, and began operating it on a pilot basis in certain departments.」
Regarding growth business innovation and talent utilization, the company introduced a system for collecting and considering employee-originated ideas for new businesses and operational improvements, and began pilot operation in certain departments. - 2026-05-12AdvancedEarnings presentation
「A capital alliance with MAZIN, Inc., with which we have a collaborative relationship regarding an AI system for injection molding」
The collaboration on the AI system for injection molding advanced to a capital alliance. - FY2025AdvancedAnnual report
「The company launched a succession development plan in fiscal 2024. It will develop management talent capable of leading the company in the near future by helping candidates broaden their perspectives through new experiences.」
Regarding talent development, the company launched a succession development plan in fiscal 2024, progressing toward the planned development of management talent. - FY2024-Q2AdvancedAnnual report
「Promoting collaboration in industrial drones」
Regarding industrial drones, the company progressed from considering collaboration in the previous quarter to promoting collaboration. - FY2024-Q1AdvancedAnnual report
「Considering collaboration to commercialize various services using industrial drones」
Regarding the use of alliances in growth businesses, the company began considering collaboration to commercialize various industrial drone services. - FY2023AdvancedAnnual report
「For OLED displays, as previously reported, the company entered into a business alliance with RiTdisplay Corporation (hereinafter, “RiT”) to address intensifying cost competition from overseas manufacturers.」
The company made concrete progress in its alliance strategy by establishing production, technology and sales partnerships for OLEDs with Taiwan-based RiTdisplay Corporation. - FY2021AdvancedAnnual report
「The company also worked to reduce overhead costs by improving productivity, consolidating and eliminating sites, and improving operational efficiency through digital technologies. In addition, it is reforming its personnel systems to make it easier to appoint employees with motivation and ability, thereby revitalizing the organization.」
The company implemented personnel system reforms to promote appointments, as well as site consolidation and elimination and operational efficiency improvements through digital technologies. - FY2020-Q3RestatedAnnual report
「In addition, the company had recognized goodwill based on expected excess earning power when it acquired shares in its consolidated subsidiary カブク. However, as performance no longer supported the business plan initially anticipated, it recognized an impairment loss of ¥885 million as an extraordinary loss.」
The company reconfirmed the ¥885 million goodwill impairment associated with the expansion of growth businesses through the acquisition of カブク, following the loss of support for the business plan initially anticipated. - FY2020-Q2Goodwill impairment due to a deterioration in the acquired company’s business plan outlookAnnual report
「In addition, the company had recognized goodwill based on expected excess earning power when it acquired shares in its consolidated subsidiary カブク. However, as performance no longer supported the business plan initially anticipated, it recognized an impairment loss of ¥885 million as an extraordinary loss.」
For カブク, which became a subsidiary through M&A, the company no longer expects the business plan initially anticipated to be achieved and impaired goodwill of ¥885 million. - FY2019RestatedAnnual report
「The company formed a group with セントラル電子制御株式会社 to strengthen and accelerate the development of “synergy products supporting the IoT and robotics era,” as set out in its medium-term management plan (Futaba Innovation Plan 2020).」
The grouping of セントラル電子制御 was confirmed for the full fiscal year as a measure to develop synergy products for the IoT and robotics era. - FY2019-Q2AdvancedAnnual report
「As セントラル電子制御株式会社 became a subsidiary through the acquisition of its shares during the second quarter of the current consolidated fiscal year, it has been included in the scope of consolidation.」
The company’s use of M&A and alliances progressed to the point where セントラル電子制御株式会社 became a subsidiary through a share acquisition and was included in the scope of consolidation. - FY2018RestatedAnnual report
「As part of the initiative to “evolve the company’s strengths and innovate into growth businesses,” the company is fostering a challenging corporate culture by combining and applying internal resources, leveraging alliances and M&A, and developing talent based on strategic thinking.」
The company reconfirmed measures to drive innovation into growth businesses through the integration of internal resources, alliances and M&A, and talent development. - FY2018-Q2AdvancedAnnual report
「In September 2017, the company made Kabuku Inc. a subsidiary to develop a digital manufacturing platform that would enable new approaches to manufacturing in the IoT era. Through this move, it aims to create new value in manufacturing by adding software elements to its conventional hardware.」
The company carried out the M&A transaction identified as a means of innovating its growth businesses and made カブク a subsidiary. In addition, its Korean subsidiary acquired 原振精工, and synergies in the production equipment business are also expected. - FY2018-Q1AdvancedAnnual report
「From the first quarter of the current fiscal year, in line with changes to the corporate organization aimed at creating synergies through the integration of the technology and sales divisions and developing new integrated products, the Company changed its reportable segments from the previous 3 categories of “Electronic Components,” “Electronic Equipment” and “Production Equipment” to 2 categories, “Electronic Devices-Related” and “Production Equipment.”」
The policy of transforming into growth businesses through the integration of internal resources was given concrete form through an organizational change aimed at integrating the technology and sales divisions and creating integrated products. - FY2017First statedAnnual report
「The company will evolve its strengths and pursue transformation into growth businesses. It will foster a challenging corporate culture by combining and applying internal resources, leveraging alliances and M&A, and developing talent based on strategic thinking.」
The company first set out in a comprehensive manner a series of measures combining the integration of internal resources, alliances, M&A and talent development as means of transforming into growth businesses.