Strengthening Group Synergies Across the Three Businesses and Developing High-Value-Added Services
First written in FY2016. 15 of 19 entries say "Restated". Latest entry: FY2026.
0 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The on-site operations launched at USS Tokyo and USS Yokohama in January 2026 are also positioned as an example of efforts to generate new transport demand and group-wide synergies by coordinating on-site operations with vehicle transportation.」
The Group began on-site operations at USS Tokyo and USS Yokohama, giving concrete shape to group-wide synergies by combining on-site operations with vehicle transportation. - 2026-03-31AdvancedM&A and Subsidiary Changes
「We will promote further expansion of our overseas business by creating synergies that leverage our expertise, including in vehicle transportation, together with ACT's operating and customer bases in Thailand.」
The company explicitly identifies synergies from combining its vehicle transportation expertise with ACT's operating and customer bases in Thailand. - FY2024-Q2RestatedAnnual report
「In the auction-site operations business, the Group will combine the operating expertise of 株式会社ソウイング with the infrastructure and resources of the Group to expand the business's market share. It will also identify new needs in anticipation of the shift to EVs, thereby maximising corporate value across the Group.」
The Group continues to pursue a policy of combining ソウイング's operating expertise with the Group's infrastructure and resources to expand the market share of its auction-site operations business and develop new demand associated with the shift to EVs. - FY2024-Q1AdvancedAnnual report
「In the auction-site operations business, the Group will combine the operating expertise of 株式会社ソウイング with the infrastructure and resources of the Group to expand the business's market share. It will also identify new needs in anticipation of the shift to EVs, thereby maximising corporate value across the Group.」
The policy of creating synergies across the Group by combining ソウイング's operating expertise with the Group's infrastructure and resources took concrete shape following the new acquisition. - FY2021RestatedAnnual report
「Under the Group's unified basic policy, the Board of Directors and other governing bodies, together with each group company, are combining their respective businesses to promote synergies and efficiency improvements as an integrated logistics business primarily supporting the automotive lifecycle.」
The Group continues to pursue synergies and efficiency improvements by combining its three businesses and group companies. - FY2020-Q3RestatedAnnual report
「⑤ Creating group synergies and promoting efficiency, including at subsidiaries and partner companies」
The group continues to pursue synergies and efficiency improvements across its subsidiaries and partner companies as key measures under its medium-term plan. - FY2020-Q2RestatedAnnual report
「Our group formulated a three-year medium-term plan covering July 2018 to June 2021 and is pursuing five initiatives: ① developing new businesses in anticipation of the contraction of Japan's domestic automobile market and the emergence of a next-generation mobility society; ② expanding the human resources business in response to tight labor supply and demand and the decline in the working-age population; ③ expanding overseas operations in anticipation of economic growth in ASEAN and elsewhere; ④ maximizing the benefits of regional block formation through transport reforms in the vehicle transport business; and ⑤ creating group synergies and improving efficiency, including among subsidiaries and partner companies.」
Creating group synergies and promoting efficiency, including at subsidiaries and partner companies, is continuing as one of the 5 measures under the medium-term plan. - FY2020-Q1RestatedAnnual report
「⑤ Creating group synergies and promoting efficiency, including at subsidiaries and partner companies」
Creating group synergies and promoting efficiency, including at subsidiaries and partner companies, remain ongoing priority measures under the medium-term plan. - FY2019-Q3RestatedAnnual report
「We also continued to pursue initiatives to strengthen group synergies, transportation reform, compliance-enhancement initiatives and work-style reform, but」
Strengthening group synergies, transportation reform, compliance enhancement and work-style reform are continuing. - FY2019-Q2RestatedAnnual report
「We also continued to pursue initiatives to strengthen group synergies, transportation reform, compliance-enhancement initiatives and work-style reform.」
Strengthening group synergies, transportation reform, compliance enhancement and work-style reform are continuing. - FY2019-Q1RestatedAnnual report
「We also continued to pursue initiatives to strengthen group synergies, transportation reform, compliance-enhancement initiatives and work-style reform.」
Strengthening group synergies, transportation reform, compliance enhancement and work-style reform are continuing. - FY2018RestatedAnnual report
「To create group synergies, we pursued the consolidation of similar businesses, sharing of group infrastructure, greater use of 株式会社ジャパン・リリーフ within the group and the development of new businesses through group-wide efforts.」
Synergy creation through the consolidation of similar businesses, infrastructure sharing, use of the group’s human-resources company and development of new businesses is continuing. - FY2018-Q2RestatedAnnual report
「We also continued to pursue initiatives to ensure compliance with laws and regulations and strengthen group synergies, as well as transportation reform and work-style reform.」
Strengthening group synergies, transportation reform and work-style reform are continuing. - FY2018-Q1RestatedAnnual report
「We also continued to pursue initiatives to ensure compliance with laws and regulations and strengthen group synergies, as well as transportation reform and work-style reform.」
Cross-group initiatives, including the strengthening of group synergies, are continuing. - FY2017RestatedAnnual report
「Against this backdrop, our group promoted strategic sales activities in each segment to respond to changes in market conditions, while working to create higher-value-added services by strengthening group synergies across the 3 businesses.」
Strengthening synergies across the 3 businesses and creating higher-value-added services are continuing. - FY2017-Q3RestatedAnnual report
「Against this backdrop, our group promoted strategic sales activities in each segment to respond to changes in market conditions, while working to create higher-value-added services by strengthening group synergies across the 3 businesses and implementing initiatives to strengthen profit-management systems, including cost reduction.」
Strengthening group synergies across the 3 businesses and creating higher-value-added services are continuing. - FY2017-Q2RestatedAnnual report
「Against this backdrop, our group promoted strategic sales activities in each segment to respond to changes in market conditions, while working to create higher-value-added services by strengthening group synergies across the 3 businesses and implementing initiatives to strengthen profit-management systems, including cost reduction.」
Strengthening synergies among the 3 businesses and creating higher-value-added services are continuing. - FY2017-Q1RestatedAnnual report
「Work to create higher-value-added services by strengthening group synergies across the 3 businesses」
Strengthening synergies among the 3 businesses and creating higher-value-added services remain ongoing priorities. - FY2016First statedAnnual report
「Work to create higher-value-added services by strengthening group synergies across the 3 businesses」
The combination of automotive-related services, human resources and general freight is being used as a means of creating value.