Transforming the Business Portfolio through Investment in Growth Regions and Growth Businesses
First written in FY2018. 10 of 19 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2021: 1 of 8 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We are currently pursuing TQM activities to make business value added visible and sustain growth while running the PDCA cycle. Increasing value added requires the ability to increase sales and improve gross profit margins in existing businesses, as well as to grow newly acquired businesses appropriately through PMI and other measures.」
The company disclosed EV of ¥78.1 billion, ROIC of approximately 30%, a 3-year gross profit growth rate of 8.1%, and a corresponding operating profit growth rate of 14.3%, providing specific details on growth management through visualization of value added, TQM and PMI. The overseas EV ratio also increased to 16%. - FY2025AdvancedAnnual report
「The goal is to achieve sustainable growth by increasing value added (approximately gross profit). In terms of investment efficiency, the return on net profit of ¥19.0 billion generated from the amount used in the businesses (EV approximately equal to IC: net assets of ¥192.1 billion + borrowings of ¥8.3 billion − cash and deposits of ¥128.4 billion = ¥72.0 billion), or ROIC, was approximately 26% in the current fiscal year (¥19.0 billion ÷ ¥72.0 billion). The company is currently pursuing TQM activities aimed at sustaining growth by making business value added visible while running the PDCA cycle.」
With sustainable growth in value added as its goal, the company is measuring ROIC of approximately 26%, EV of ¥72.0 billion, and historical growth rates in gross and operating profit, while advancing visualization through TQM and the PDCA cycle. - FY2024SoftenedAnnual report
「Overseas business EV was ¥9.1 billion, accounting for 12% of total EV (¥9.1 billion ÷ ¥72.3 billion). The company will continue to increase the proportion of overseas businesses capable of generating foreign-currency earnings.」
While the overseas EV ratio declined from 13% in the previous fiscal year to 12%, the company continues to pursue a policy of increasing its overseas exposure. - FY2024Making value added visible and establishing growth management through the PDCA cycleAnnual report
「The challenge is to grow by increasing value added (approximately gross profit). The return on operating profit generated from the amount invested in the businesses (EV or IC = net assets + borrowings − cash and deposits) is approximately 35% (¥25.9 billion ÷ ¥72.3 billion), but we believe that growth in value added remains a challenge. We are currently working to make value added visible and increase it across both existing and new businesses. We then aim to establish methods for sustainable growth by running the PDCA cycle.」
The company gave specific form to its existing policy on portfolio transformation and investment efficiency by making value added visible, targeting an operating profit return of approximately 35%, and establishing growth methods through the PDCA cycle. - FY2023AdvancedAnnual report
「Investment during the current fiscal year was ¥8.089 billion. Investment in existing businesses focused mainly on FTTH conversion in the cable television business and the gondola business. In new businesses, the company acquired a wholesale distributor of automotive tires in Malaysia. Of net assets of ¥169.3 billion, ¥77.6 billion was used in the businesses (EV*), generating ordinary profit of ¥24.3 billion, for a return of 31% (¥24.3 billion ÷ ¥77.6 billion).」
The company disclosed annual investment of ¥8.089 billion, the acquisition of a new business in Malaysia, and an ordinary profit return of 31% on EV of ¥77.6 billion, providing specific details on portfolio transformation and investment efficiency. - FY2023-Q1RestatedAnnual report
「Rather than remaining dependent on the domestic market and existing businesses, we will demonstrate the founding principle of an entrepreneurial spirit and actively invest in overseas markets and new businesses to achieve a sustained increase in corporate value over the medium to long term.」
The company has reiterated its policy of transforming the business portfolio through investment in overseas markets and new businesses. - FY2022Existing businesses at the core, with no investment in new businessesAnnual report
「Investment during the current fiscal year was ¥5.462 billion. Most of the investment was in Japan, focused on FTTH conversion in the cable television business, with additional investment in existing business areas including the gondola business and the newly opened roadside station. There was no investment in new business areas.」
While maintaining its policy of transforming the portfolio, the company invested ¥5.462 billion during the period, primarily in domestic and existing businesses, with no investment in new business areas. - FY2022-Q3RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
The company continues to emphasize transforming the portfolio through investment in new businesses, recovery of investments, and post-acquisition management. - FY2022-Q2RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
The company continues to emphasize transforming the portfolio through investment in new businesses, recovery of investments, and post-acquisition management. - FY2022-Q1RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
The company has reiterated its policy of investing in new businesses globally, including in Japan, and changing the portfolio while emphasizing recovery of investments and post-acquisition management. - FY2021-Q3RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
The company continues to emphasize transforming the portfolio through investment in new businesses, investment returns and recovery of investments, and post-acquisition management. - FY2021-Q2RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
The company continues to emphasize transforming the portfolio through investment in new businesses, investment returns and recovery of investments, and post-acquisition management. - FY2021-Q1RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
In addition to transforming the portfolio through investment in new businesses, the company has reiterated its policy of emphasizing investment returns and recovery of investments, as well as post-acquisition management. - FY2020-Q3RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
The company continues to emphasize transforming the portfolio through investment in new businesses, investment returns and recovery of investments, and post-acquisition management. - FY2020-Q2RestatedAnnual report
「As its basic approach, in addition to its existing lean, low-cost and efficient corporate activities, the company will invest globally, including in Japan, in new businesses capable of growing with the times, transform its business portfolio and grow. It will also consider returns on and recovery of investments, place importance on management after acquisitions, and work to enhance corporate value and the common interests of shareholders.」
The company continues to emphasize investment in new businesses, transformation of the business portfolio, investment returns and recovery of investments, and post-acquisition management. - FY2019RestatedAnnual report
「Our current challenge is to transform the business portfolio while adding new businesses that can grow with the times globally, including in Japan.」
The company continues to identify the transformation of its domestically concentrated business portfolio through investment in growth regions and growth businesses as a key challenge. - FY2018First statedAnnual report
「Our management strategy and key challenges are to transform the business portfolio into a structure that can grow with the times while adding new businesses.」
The company explicitly states that its management strategy is to transform its business portfolio through investment in growth regions and growth businesses, moving away from its domestic concentration amid population decline and stagnant GDP. Of the ¥60 billion invested in the businesses, overseas EV was approximately ¥4 billion and domestic EV approximately ¥56 billion.