Restructuring Domestic Operations
First written in FY2017-Q1. 10 of 16 entries say "Advanced", first in FY2018. Latest entry: FY2026.
The whole theme swung hardest in 2024: 1 of 6 companies on the "Worse" side.
4 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In Japan, earnings recovery is the top priority. Under the priority measure of “rebuilding our earning power,” we are consolidating plants for electrical components and making rationalization investments, including automated equipment centered on the Gifu Plant, linking these efforts to lower fixed costs and higher production efficiency.」
Regarding the rebuilding of the domestic business, the company consolidated factories producing electrical equipment products and made investments in automation equipment and rationalization centered on the Gifu Plant, linking these efforts to fixed-cost reductions and improved production efficiency. - FY2025AdvancedAnnual report
「The company plans to optimize its production sites by using the space created by transferring the electrical equipment production line at the Okayama Plant to the Chubu region to support expanding electronics production, and by transferring production at the Harusato and Kani plants to the Gifu Plant.」
Regarding the rebuilding of the domestic business, the company presented a new production-site optimization plan involving the transfer of the electrical equipment production line at the Okayama Plant and the transfer of production from the Harusato and Kani plants to the Gifu Plant. - FY2022AchievedAnnual report
「In Japan, the reorganization of plants, including the consolidation and integration of aging factory buildings in the Chubu region, has been completed, and the company is working to reduce logistics costs between plants and processes.」
The company explicitly stated that the plant reorganization, including the consolidation and integration of aging factory buildings in the Chubu region, had been completed. - FY2022-Q2AchievedAnnual report
「九州イマセン was dissolved on 31 March 2021 and excluded from the scope of consolidation beginning with the first-quarter consolidated accounting period because its materiality had declined. The liquidation procedures were completed during the current second-quarter consolidated accounting period.」
The liquidation procedures that continued after the dissolution of 九州イマセン were completed during the current second-quarter consolidated accounting period. - FY2022-Q1AdvancedAnnual report
「九州イマセン, a consolidated subsidiary, was dissolved on 31 March 2021 and is undergoing liquidation procedures. As its materiality had declined, it was excluded from the scope of consolidation beginning with the current first-quarter consolidated accounting period.」
In connection with the review of the domestic production structure, 九州イマセン was dissolved and excluded from the scope of consolidation. Liquidation procedures remain ongoing. - FY2021-Q3AdvancedAnnual report
「The breakdown of the loss on the reorganization of affiliated companies was ¥78 million in retirement benefit expenses and ¥39 million in other expenses associated with the termination of production at a subsidiary.」
Regarding the termination of production at a subsidiary in connection with the rebuilding of the domestic business, the company recorded a restructuring loss comprising ¥78 million in retirement benefit expenses and ¥39 million in other expenses. - FY2021-Q2AdvancedAnnual report
「The breakdown of the loss on the reorganization of affiliated companies was ¥90 million in retirement benefit expenses and ¥33 million in other expenses associated with the termination of production at a subsidiary.」
The company reported specific progress in reviewing the production structure related to the rebuilding of the domestic business, including a restructuring loss associated with the termination of production at a subsidiary. - FY2020AdvancedAnnual report
「To further improve profitability and achieve future growth, the Group has worked to promote production-line automation, transfer production to the Gifu Plant, its mother plant, and launch an integrated lamp production system at the Okayama Plant.」
Regarding the rebuilding of the domestic business, the company cited production-line automation, the transfer of production to the Gifu Plant, and the launch of an integrated lamp production system at the Okayama Plant. It also presented a plan to end production by 九州イマセン in March 2021 and switch to in-house production. - FY2019AdvancedAnnual report
「In addition, as part of rebuilding the domestic business, we consolidated the lamp business at the Okayama Plant and established an integrated production system covering processes from molding through assembly.」
As a specific result of rebuilding the domestic business, the company cited the consolidation of the lamp business at the Okayama Plant and the establishment of an integrated production system covering processes from molding through assembly. - FY2018AdvancedAnnual report
「To improve profitability, we have worked to build optimized production lines with reduced losses by consolidating and integrating the assembly lines at the Nagoya Plant into the Gifu Plant as part of our efforts to rebuild the domestic business.」
As a specific measure to rebuild the domestic business, the company consolidated and integrated the assembly lines at the Nagoya Plant into the Gifu Plant and worked to build optimized production lines with reduced losses. - FY2017RestatedAnnual report
「③ Increase the presence of non-automotive businesses by rebuilding the domestic business through the development of fields such as welfare equipment, aerospace, and inspection equipment. The company will continue to reduce fixed costs by reorganizing domestic plants and integrating the administrative functions of overseas operations.」
For rebuilding the domestic business, the company identified the development of non-automotive businesses, the reorganization of domestic plants, and fixed-cost reductions through the integration of administrative functions at overseas operations as specific measures. This was an annual reconfirmation of the existing policy, with no completed results stated. - FY2017-Q3RestatedAnnual report
「“Rebuilding the domestic business” as a key strategic initiative」
Rebuilding the domestic business continues to be listed as one of the key strategic initiatives under “Dream 2020.” - FY2017-Q2RestatedAnnual report
「“Rebuilding the domestic business” as a key strategic initiative」
Rebuilding the domestic business continues to be listed as one of the key strategic initiatives under “Dream 2020.” - FY2017-Q1First statedAnnual report
「“Rebuilding the domestic business” as a key strategic initiative」
It is listed as one of the key strategic initiatives under “Dream 2020.”