Transition to a Holding Company Structure and Strengthening Group Collaboration and Synergies
First written in FY2018-Q3. 11 of 22 entries say "Restated". Latest entry: FY2026-H1.
Yamashita Health Care Holdings moved to the "Worse" side of this theme in 2026, the same year as the typical company in this theme.
0 other companies' latest entry also says "Softened".
- FY2026-H1SoftenedAnnual report
「As all shares of 株式会社イーディライト, formerly a consolidated subsidiary, were transferred, the company was excluded from the scope of consolidation. As a result, as of 30 November 2025, our group consisted of the Company and 8 consolidated subsidiaries.」
Following the transfer of all shares of イーディライト, the number of consolidated subsidiaries decreased from 9 in the previous interim period to 8. - FY2024AdvancedAnnual report
「After transitioning to a holding-company structure in December 2017, we reached the current structure of 9 operating companies in June 2024. We are working as a group to increase stakeholders’ genuine satisfaction and contribute to the local community and society by enhancing the group’s capabilities through the holding-company structure.」
The group expanded from the previous 8-company structure to a 9-operating-company structure following the conversion of マイクロソニック into a subsidiary in June 2024. - FY2024-Q3AdvancedAnnual report
「Under these circumstances, although sales activities remained subject to certain constraints, the 8 operating companies in our group each conducted sales activities.」
The number of operating companies increased from 7 to 8, establishing a group operating structure in which each of the 8 companies conducts sales activities. - FY2024-Q2RestatedAnnual report
「Under these circumstances, although sales activities remained subject to certain constraints, the 7 operating companies in our group each conducted sales activities.」
Under the 7-operating-company structure, the operating policy of having each company continue its sales activities despite the remaining constraints was reaffirmed. - FY2024-Q1AdvancedAnnual report
「Under these circumstances, although sales activities remained subject to certain constraints due to the COVID-19 pandemic, the 7 operating companies in our group each conducted sales activities.」
The number of operating companies increased from 6 to 7, establishing a group operating structure in which each of the 7 companies conducts sales activities. - FY2023RestatedAnnual report
「We are working as a group to increase stakeholders’ genuine satisfaction and contribute to the local community and society by enhancing the group’s capabilities through the holding-company structure.」
The continued policy of enhancing group capabilities through the holding-company structure, improving stakeholder satisfaction, and contributing to the local community and society was reaffirmed. - FY2023-Q3RestatedAnnual report
「Against this backdrop, although the COVID-19 pandemic placed certain restrictions on sales activities, each of the Group's 6 operating companies conducted its respective sales activities within the permitted scope.」
Under the 6-operating-company structure, the operating policy of having each company continue sales activities within acceptable limits, while taking account of the sales constraints caused by the COVID-19 pandemic, was reaffirmed. - FY2023-Q1AdvancedAnnual report
「Against this backdrop, although the COVID-19 pandemic placed certain restrictions on sales activities, each of the Group's 6 operating companies conducted its respective sales activities within the permitted scope.」
The number of operating companies increased from the 5 previously reported to 6, with each of the 6 companies operating under the constraints of the COVID-19 pandemic. - FY2022-Q3AdvancedAnnual report
「Against this backdrop, each of the Group's 5 operating companies conducted independent sales activities during the COVID-19 pandemic.」
The operating structure in which each operating company conducts independent sales activities was described on the assumption that the Group had expanded from 4 to 5 operating companies. - FY2022-Q2RestatedAnnual report
「Against this backdrop, each of the Group's 4 operating companies conducted independent sales activities within the permitted scope during the COVID-19 pandemic.」
Under the 4-operating-company structure, the policy of having each company continue its independent sales activities while taking account of the restrictions imposed by the COVID-19 pandemic was reaffirmed. - FY2022-Q1RestatedAnnual report
「Against this backdrop, although the COVID-19 pandemic placed certain restrictions on sales activities, each of the Group's 4 operating companies conducted independent sales activities within the permitted scope.」
Under the 4-operating-company structure, the policy of having each company continue sales activities while taking account of the restrictions imposed by the COVID-19 pandemic was reaffirmed. - FY2021AdvancedAnnual report
「As part of the Group's organisational restructuring in June this year, we newly established within the holding company the Human Resources Strategy Headquarters, which oversees the Group's human resources strategy; the Business Strategy Headquarters, which likewise oversees business strategy; and the DX Promotion Office, which promotes the development of the Group's DX structure. We will strengthen the Group's management functions by ensuring that these new organisations fully perform their respective functions at an early stage and by strengthening collaboration with each operating company.」
The establishment of the Human Resources Strategy Headquarters, Business Strategy Headquarters and DX Promotion Office gave concrete form to an organisational structure for strengthening Group management functions. - FY2021-Q3RestatedAnnual report
「As this fiscal year marks the second fiscal year since the launch of the structure comprising 4 operating companies, we aim to establish an organisational structure capable of securing earnings on a sustained basis and to improve business earnings power by strengthening collaboration across the Group and enhancing synergies.」
In the second fiscal year of the 4-operating-company structure, the policy of pursuing an organisational structure that secures earnings on a sustained basis through collaboration and synergies across the Group was reaffirmed. - FY2020AdvancedAnnual report
「When relocating our head office to Hakata Ward, Fukuoka City, in July this year, we also relocated part of the sales headquarters of our core subsidiary from Tosu City, Saga Prefecture, to the same building. Going forward, we will strengthen Group management functions by working more closely with the core subsidiary, strengthening the sales structure and improving operational efficiency.」
The relocation of the head office and part of the core subsidiary's sales headquarters to the same building represented specific management progress in strengthening Group collaboration, the sales structure and operational efficiency. - FY2020-Q3AdvancedAnnual report
「In December 2019, we established a company specialising in highly specialised consulting services for medical management to address growing demand for management support for medical institutions, hospital-bed conversions, M&A and business succession, while enhancing synergies across the Group. We also launched a structure comprising 4 Group operating companies.」
The establishment of a medical-management consulting company and launch of a structure comprising 4 Group operating companies represented specific organisational and business progress. - FY2020-Q2RestatedAnnual report
「Against this backdrop, our Group is working to strengthen its competitiveness in regional markets by reinforcing the sales structure of its 3 operating companies and actively engaging in consultative sales to medical-institution customers, including proposals to improve the efficiency of medical-materials management and reduce costs.」
The strengthening of the sales structure through the 3 operating companies and enhancement of regional competitiveness through consultative sales as a Group were reaffirmed. - FY2019RestatedAnnual report
「Against this backdrop, from this fiscal year our Group transitioned to a new structure in which the Group's 3 companies operate as parallel direct subsidiaries of the Company, and has worked to strengthen and improve the efficiency of management through centralised Group administration.」
Under the structure following the establishment of 3 companies as direct, parallel subsidiaries, the policy of centralising Group administration and strengthening and improving the efficiency of management was reaffirmed. - FY2019-Q3RestatedAnnual report
「Against this backdrop, from June 2018 our Group transitioned to a new structure in which the Group's 3 companies became parallel direct subsidiaries of the Company, and is working to generate sales synergies by strengthening collaboration across the Group and to strengthen and improve efficiency in management through centralised Group administration.」
Under the structure following the establishment of 3 subsidiaries as parallel entities in June 2018, the policy of generating sales synergies, centralising Group administration, and strengthening and improving the efficiency of management was reaffirmed. - FY2019-Q2RestatedAnnual report
「Against this backdrop, from June 2018 our Group transitioned to a new structure in which the 3 companies under the Group became parallel direct subsidiaries of the Company, and is working to generate sales synergies by strengthening collaboration across the Group and to strengthen and improve efficiency in management through centralised Group administration.」
Under the new structure following the establishment of 3 subsidiaries as parallel entities, the policy of generating sales synergies, centralising Group administration, and strengthening and improving the efficiency of management was reaffirmed. - FY2019-Q1RestatedAnnual report
「Against this backdrop, from June this year our Group transitioned to a new structure in which the Group's 3 subsidiaries operate as parallel entities. Under this structure, the entire Group is working to generate sales synergies by strengthening collaboration across the Group and to strengthen and improve efficiency in management through centralised Group administration.」
Under the new structure following the establishment of 3 subsidiaries as parallel entities, the policy of generating sales synergies, centralising Group administration, and strengthening and improving the efficiency of management was reaffirmed. - FY2018AdvancedAnnual report
「Our Group transitioned to a holding-company structure in December 2017, and from June this year transitioned to a new structure in which 3 subsidiaries are parallel direct subsidiaries of the holding company. Going forward, the holding company will be responsible for formulating the Group's overall management strategy, allocating management resources and supervising the business execution of its subsidiaries.」
From June 2018, 3 subsidiaries were established as parallel direct subsidiaries of the holding company, clarifying the holding company's functions in strategy formulation, resource allocation and supervision. - FY2018-Q3AdvancedAnnual report
「In addition, on 1 December 2017, the Company transitioned to a holding company structure and has been working to further strengthen coordination among its operating companies and expand earnings by realizing synergies.」
The transition to a holding-company structure on 1 December 2017 represented specific organisational progress, while earnings expansion through collaboration and synergies is described as an ongoing initiative.