Two-Pillar Growth: Shipbuilding as the Core and Land-Based Operations, Leisure and Services as the Second Core

「Although the Company has traditionally advocated a “two core businesses” structure, it has now substantially revised that structure in light of changes in the operating environment, adopting a business portfolio centred on the former M&T business with the shipbuilding business removed.」

「In particular, the Company will work to build a stronger business by placing greater emphasis than before on “demonstrating the Group's collective capabilities,” “differentiating and enhancing the value of products and services through technological innovation and the accumulation of expertise,” and “pursuing growth through the development and acquisition of new businesses.”」

「The Company had anticipated that this situation would persist for some time and worked to expand and strengthen its M&T (Machinery & Technology) business, which manufactures, constructs and sells industrial and construction machinery and amusement park facilities, while focusing on orders for vessels other than standard commercial ships, such as workboats and ferries, marine gas tanks and ship repair work.」

「The M&T business is positioned as the Group's “second core business.” From the perspective that, in addition to business diversification, strengthening the management foundations of each operating company is important for stabilising Group management, the Company is proceeding with internal organisational reorganisation. On 1 April 2020, サノヤス建機㈱, whose main business is the sale and rental of elevators for construction work, was additionally integrated into the new company formed through the April 2019 merger of サノヤス・エンジニアリング㈱ and ㈱大鋳, expanding its management scale and enhancing its function-based organisation. Going forward, the Company plans to pursue further synergies by shifting personnel created through organisational integration to strategic areas, expanding development investment and sharing existing plants.」

「Third, on 12 December 2019, the Company resolved to acquire all shares of ハピネスデンキ㈱, a manufacturer of motor control panels, distribution boards and switchboards, and make it a subsidiary. It became a wholly owned subsidiary effective 6 January 2020.」

「The M&T business was positioned as the Group's “second core business,” and the Company pursued business diversification. Considering that further strengthening it was an urgent priority for stabilising management across the Group, the Company proceeded with an internal reorganisation.」

「The M&T business was positioned as the Group's “second core business,” and the Company pursued business diversification. Considering that further strengthening it was an urgent priority for stabilising management across the Group, the Company proceeded with an internal reorganisation.」

「The Company had positioned the land-based and leisure businesses as the Group's “second core business” and pursued business diversification. Considering that further strengthening these businesses was an urgent priority for stabilising management across the Group, it integrated the 2 operating company groups engaged in the land-based and leisure businesses on 2 April 2018 and reorganised them as the M&T Group (Machinery&Technology Group), while establishing サノヤスＭＴＧ㈱ on the same date as the company overseeing and supporting the Group. Subsequently, at the annual general meeting of shareholders in June, approval was obtained for an “absorption-type company split agreement” transferring the shares of the M&T Group companies to サノヤスＭＴＧ㈱, which became effective on 2 July. In addition, on 31 October 2018, the Company resolved to integrate 3 M&T Group subsidiaries, サノヤス・エンジニアリング㈱, ㈱大鋳 and サノヤス建機㈱, whose main business was manufacturing industrial machinery and which focused on maintenance and other services, and reorganise the new company by function. This was intended to further improve management efficiency and optimise the allocation of personnel, strengthen and expand the business structure, and pursue synergies through the shared use of existing plants.」

「The Company had positioned the land-based and leisure businesses as the Group's “second core business” and pursued business diversification. Considering that further strengthening these businesses was an urgent priority for stabilising management across the Group, it integrated the 2 operating company groups engaged in the land-based and leisure businesses on 2 April 2018 and reorganised them as the M&T Group (Machinery & Technology Group), while establishing サノヤスＭＴＧ㈱ on the same date as the company overseeing and supporting the Group. Subsequently, at the annual general meeting of shareholders in June, approval was obtained for an “absorption-type company split agreement” transferring the shares of the M&T Group companies to サノヤスＭＴＧ㈱, which became effective on 2 July.」

「The Company integrated the subsidiary groups operating the land-based and leisure businesses and reorganised them as the M&T Group (Machinery & Technology Group, hereinafter “MTG”). It also established サノヤスＭＴＧ株式会社 as the company overseeing and supporting the Group, thereby seeking to further strengthen the “second core business.”」

「Against this backdrop, the Company positions shipbuilding, the Group's origin, as its “core business” and its various diversified businesses outside shipbuilding, namely the land-based and leisure businesses, as its “second core businesses.” To strengthen its business foundation, respond flexibly to changes in the environment and sustainably enhance corporate value through balanced growth in these two businesses, it is advancing measures centred on “high technical expertise,” “strong operational capabilities,” “cost competitiveness,” “continuous management innovation” and “people-focused management,” and is working to build a foundation for continued growth and stronger profitability in the future.」

「Against this backdrop, the Company positions shipbuilding, the Group's origin, as its “core business” and its various diversified businesses outside shipbuilding, namely the land-based and leisure businesses, as its “second core businesses.” To strengthen its business foundation, respond flexibly to changes in the environment and sustainably enhance corporate value through balanced growth in these two businesses, it is advancing measures centred on “high technical expertise,” “strong operational capabilities,” “cost competitiveness,” “continuous management innovation” and “people-focused management,” and is working to build a foundation for continued growth and stronger profitability in the future.」

「Against this backdrop, the Company positions shipbuilding, the Group's origin, as its “core business” and its various diversified businesses outside shipbuilding, namely the land-based and leisure businesses, as its “second core businesses.” To strengthen its business foundation, respond flexibly to changes in the environment and sustainably enhance corporate value through balanced growth in these two businesses, it is advancing measures centred on “high technical expertise,” “strong operational capabilities,” “cost competitiveness,” “continuous management innovation” and “people-focused management,” and is working to build a foundation for continued growth and stronger profitability in the future.」

「Against this backdrop, the Company positions shipbuilding, the Group's origin, as its “core business” and its various diversified businesses outside shipbuilding, namely the land-based and leisure businesses, as its “second core businesses.” To strengthen its business foundation, respond flexibly to changes in the environment and sustainably enhance corporate value through balanced growth in these two businesses, it is advancing measures centred on “high technical expertise,” “strong operational capabilities,” “cost competitiveness,” “continuous management innovation” and “people-focused management,” and is working to build a foundation for continued growth and stronger profitability in the future.」

「The Company positions shipbuilding, the Group's origin, as its “core business” and its various diversified businesses outside shipbuilding, namely the land-based and leisure businesses, as its “second core businesses.” It will strengthen its business foundation, respond flexibly to changes in the environment and sustainably enhance corporate value through balanced growth in these two businesses.」

「The Company positions shipbuilding as its “core business” and its various diversified businesses outside shipbuilding, namely the land-based and leisure businesses, as its “second core businesses.”」

「The environment surrounding the Company is expected to remain challenging. Against this backdrop, the Company positions shipbuilding, the Group's origin, as its “core business” and its various diversified businesses outside shipbuilding, namely the land-based, leisure and services businesses, as its “second core businesses.” It will strengthen its business foundation, respond flexibly to changes in the environment and sustainably enhance corporate value through balanced growth in these two businesses.」