Building a Leaner, More Robust Organization through Portfolio Optimization and Productivity Improvement
First written in FY2021. 5 of 7 entries say "Advanced", first in FY2022-Q3. Latest entry: FY2026.
84 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We will promote monitoring of the allocation of management resources, led by the Administration Department, and periodically review the strategy concerning the basic policy for the business portfolio at Board meetings, based on monitoring and evaluation, once a year.」
Made portfolio optimisation concrete in operational terms through monitoring the allocation of management resources, evaluating KPIs, reviewing strategy at an annual Board meeting, and disclosing investment results. - 2026-05-13AdvancedManagement Planning
「We will further improve total asset turnover through an asset-light approach, including real estate sales.」
The company specifically identified asset reduction through real estate sales and improved total asset turnover as measures to optimize the portfolio and enhance productivity. - FY2024RaisedAnnual report
「¥17.8 billion in growth investment (¥12.0 billion for M&A and ¥5.8 billion in capital expenditure). Active investment centered on the logistics and food processing businesses. Strengthening and expanding the business platform and entering new areas through synergies with our businesses, including food manufacturing, frozen food manufacturing, confectionery manufacturing, and the production and processing of agricultural, marine and livestock products, among others.」
The medium-term management targets specify the ¥17.8 billion in growth investment as ¥12.0 billion for M&A and ¥5.8 billion in capital expenditure, and expand the investment scope primarily into logistics and food processing. - FY2023AdvancedAnnual report
「The Board of Directors will periodically review the strategy for revising the basic policy on the business portfolio, once a year, based on monitoring and evaluating the established KPIs.」
Made business diversification concrete through a portfolio management framework incorporating returns on capital above the cost of capital, KPI monitoring, and an annual Board review. - FY2022AdvancedAnnual report
「For the temporarily abnormal vacancy rate, we reviewed each property individually, adjusted the rate to an appropriate level and worked to improve the profit margin.」
The company optimized vacancy rates for each property, leading to higher profit margins in the store outsourcing business. - FY2022-Q3AdvancedAnnual report
「We are continuing to transform the business model into a leaner one by thoroughly curbing vacant stores as an important ongoing measure, while working to realize management focused on cash flow in this business and improve resilience to changes in the external environment.」
The company continued to prioritize curbing vacant stores and gave concrete form to the direction of portfolio and productivity improvement through cash flow-focused management, a leaner business model and greater resilience to the external environment. - FY2021First statedAnnual report
「The group confronted the strengths and weaknesses of each business that had been exposed by the COVID-19 pandemic, examined the challenges facing each business in depth in order to survive, and advanced portfolio optimization. We also reaffirmed that higher productivity was essential to surviving these significant changes in the business environment, pursued greater efficiency in each business and focused on building a leaner structure.」
The company explicitly identified the analysis of each business's strengths and weaknesses prompted by the COVID-19 pandemic, business selection and concentration, the separation of unprofitable businesses, higher productivity and the pursuit of efficiency as an integrated management theme.