Productivity Revolution
First written in FY2018. 4 of 6 entries say "Advanced", first in FY2019. Latest entry: 2026-03-19.
The whole theme swung hardest in 2022: 8 of 38 companies on the "Worse" side.
28 other companies' latest entry also says "Advanced".
- 2026-03-19AdvancedChanges in Officers
「It will be renamed the Productivity Improvement Promotion Office.」
経営企画部管下のイノベーション推進室の一部機能を移管し、生産性向上推進室へ改称する組織変更が示された。 - FY2022-Q2AdvancedAnnual report
「Similarly, in August Tokai Tokyo Securities established a new base, the Joto Branch, to strengthen sales functions and improve the efficiency of management resources, while reorganising sales branches in the eastern Tokyo metropolitan area to create a branch structure consisting of the Joto Branch as the hub branch and satellite offices. The company expects this to improve customer convenience and enable efficient face-to-face sales activities, increasing the time and frequency of contact with customers, facilitating a closer understanding of their needs and enabling proposal-based sales, thereby further strengthening consulting-based sales.」
For the productivity revolution, the company established the Joto Branch and reorganised sales branches in the eastern Tokyo metropolitan area, advancing toward an efficient branch structure comprising a hub branch and satellite offices. - FY2021-Q3AdvancedAnnual report
「Against this backdrop, Tokai Tokyo Securities has been pursuing a branch structure that achieves “efficient branch operations” and “agile customer service” in response to new ways of working. As part of this effort, it reorganised its Osaka and Umeda branches, which serve as bases in the Kansai region. As a new efficiency initiative, it converted the Umeda branch into a satellite branch, thereby reducing office overhead, including rent and operating costs, and converted it to an FMC format (Note 4).」
For the productivity revolution, the company reorganised the Osaka and Umeda branches in the Kansai region, converting the Umeda branch into a satellite branch, reducing office overhead and implementing the FMC format. - FY2019AdvancedAnnual report
「Our Group is pursuing various initiatives to improve productivity, including consolidating and closing branches at Tokai Tokyo Securities, implementing business process re-engineering (BPR) using robotic process automation (RPA), promoting paperless operations and establishing a sales model incorporating database marketing.」
For the productivity revolution, the company specified concrete measures including branch consolidation and closures, BPR using RPA, paperless operations and database marketing. - FY2019-Q1RestatedAnnual report
「Going forward, using the new head office as our starting point, we will advance our metropolitan-area strategy, strengthen the functions of our markets division, promote the Great Platform strategy and a productivity revolution, while also strengthening our business continuity planning framework, with the aim of further enhancing corporate value.」
The company continues to pursue the productivity revolution alongside its metropolitan-area strategy and the strengthening of functions following the relocation of head office. - FY2018First statedAnnual report
「We are working to maximise the capabilities of the Group through measures including improving operating efficiency by consolidating and closing branches based on regional characteristics, developing database marketing using big data, introducing telework and reforming office functions within head-office organisations, and restructuring business processes across the Group.」
The company presented, as a new strategic theme, a productivity improvement initiative encompassing branch consolidation and closures, the use of big data, telework, office reform and business-process restructuring.