Optimizing Global and Local Management and Splitting Head Office Functions
First written in FY2017. 2 of 5 entries say "Advanced", first in FY2018-Q1. Latest entry: FY2020.
No other company in this theme has enough history to compare yet.
- FY2020AdvancedAnnual report
「The group aims to establish a global group management structure in order to further capitalize on its strengths as a corporate group comprising businesses centered on a diverse range of outstanding technologies. …The group will strengthen portfolio management at the group headquarters and strategically allocate and invest resources such as personnel, capital and technology in global expansion and growth areas.」
The company continues to pursue a global group management structure and portfolio management at headquarters, and the next plan moves toward streamlining the operating structure and strengthening resource allocation. - FY2019RestatedAnnual report
「The group aims to establish a global group management structure in order to further capitalize on its strengths as a corporate group comprising businesses centered on a diverse range of outstanding technologies. …The group will strengthen portfolio management at the group headquarters and strategically allocate and invest resources such as personnel, capital and technology in global expansion and growth areas.」
The company continues to pursue global management, portfolio management at group headquarters and the allocation of resources to growth areas. - FY2018-Q2RestatedAnnual report
「As part of this initiative, the company and certain domestic consolidated subsidiaries decided to change the method of accounting for the costs of corporate departments at operating sites and other functions that evolved from conventional plant management functions into functions supporting consolidated management as part of the transition to a global management structure. These costs will be recorded as selling, general and administrative expenses rather than construction costs, and the change was implemented from the first quarter of the consolidated fiscal year in which the changes to internal rules, systems and other matters were completed.」
The change in the cost-accounting method associated with the transition to a global management structure continues to apply from the first quarter. - FY2018-Q1AdvancedAnnual report
「As part of this initiative, the company and certain domestic consolidated subsidiaries decided to change the method of accounting for the costs of corporate departments at operating sites and other functions that evolved from conventional plant management functions into functions supporting consolidated management as part of the transition to a global management structure. These costs will be recorded as selling, general and administrative expenses rather than construction costs, and the change was implemented from the first quarter of the consolidated fiscal year in which the changes to internal rules, systems and other matters were completed.」
As a specific management-control measure supporting the transition to a global management structure, changes to internal rules and systems were completed, and the cost-accounting method was changed from the current quarter. - FY2017First statedAnnual report
「To address this, the company decided to split the functions of its current Shinagawa head office between global management and local management and will work to optimize each. The transition to the new management structure is targeted for around the end of 2018, and the company will promote various measures, including the rollout of global policies common to group companies in Japan and overseas.」
The company has outlined a plan to split head-office functions between global and local management and transition to a new management structure around the end of 2018.