Fundamental Reform of Unprofitable Businesses
First written in FY2016. 7 of 15 entries say "Advanced", first in FY2018. Latest entry: 2026-09-29.
40 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In the logistics business, in addition to the full-scale operation of the Yokohama Port Distribution Center (Yokohama, Kanagawa) and the Hazardous Materials Multi-Workstation Asakura Site (Asakura, Fukuoka), we are working to restructure unprofitable businesses and collect appropriate fees for various services.」
The Group has expressly stated that it is rebuilding unprofitable businesses and is proceeding with business restructuring involving the sale and review of low-profitability assets and the recognition of impairment losses. - FY2026-H1AdvancedAnnual report
「Strategic investments aimed at improving productivity and supporting future growth were front-loaded, resulting in a temporary decline in earnings. At the same time, the Group is reviewing low-profitability assets and acquiring new assets as necessary.」
In connection with its policy for improving unprofitable businesses, the Group specifically states that it is reviewing low-profitability assets and will acquire new assets as necessary. - FY2025RestatedAnnual report
「To improve capital efficiency, the Group is working to strengthen its business structure through the sale of fixed assets and organizational restructuring of affiliated companies, as well as to improve unprofitable businesses, with the aim of establishing a foundation for sustainable growth.」
Improvement of unprofitable businesses is continuing alongside efforts to strengthen the business structure through fixed-asset sales and the reorganization of affiliated companies. No completed reform measures or achievement of targets has been reported. - FY2024ReframedAnnual report
「Earnings stabilization (optimization businesses: land transportation, agriculture, Other, and unprofitable businesses)」
The new medium-term management plan classifies reform of unprofitable businesses, along with land transportation, agriculture and Other, as a challenge for stabilizing earnings in the optimization businesses. - FY2019RestatedAnnual report
「Challenges remain, including measures to address labor shortages that threaten the presence of the core businesses and the improvement of unprofitable businesses that continue to exist.」
The company has reaffirmed that improving unprofitable businesses remains a challenge. - FY2018AdvancedAnnual report
「Regarding (2), improvement of unprofitable divisions, the Group strengthened sales activities and reviewed contracts with business partners.」
Regarding the improvement of unprofitable divisions, the company states that it implemented specific measures, including strengthening sales activities and reviewing contracts with business partners. - FY2018-Q3RestatedAnnual report
「Under these operating conditions, the Group positioned fiscal 2017 as an important one-year transition period linking the “16 Medium-Term Management Plan” with the “next medium-term management plan,” whose first year would be fiscal 2018. It established four key priorities for the year: (1) expanding operating revenue and improving the ordinary income margin, (2) improving unprofitable divisions, (3) rebuilding overseas subsidiaries, and (4) strengthening safety management.」
Improvement of unprofitable divisions continues to be presented as a key single-year priority for the transition year. No new reform measures or completion milestones have been presented. - FY2018-Q2RestatedAnnual report
「Fiscal 2017 was positioned as an important one-year transition period linking the “16 Medium-Term Management Plan” with the “next medium-term management plan,” whose first year would be fiscal 2018. Four key priorities for the year were established: (1) expanding operating revenue and improving the ordinary income margin, (2) improving unprofitable divisions, (3) rebuilding overseas subsidiaries, and (4) strengthening safety management.」
Improvement of unprofitable divisions has been reaffirmed as a key single-year priority for the transition year. No new reform measures or completion milestones have been presented. - FY2018-Q1RestatedAnnual report
「Fiscal 2017 was positioned as an important one-year transition period linking the “16 Medium-Term Management Plan” with the “next medium-term management plan,” whose first year would be fiscal 2018. Four key priorities for the year were established: (1) expanding operating revenue and improving the ordinary income margin, (2) improving unprofitable divisions, (3) rebuilding overseas subsidiaries, and (4) strengthening safety management.」
Improvement of unprofitable divisions has been reaffirmed as a key single-year priority for the transition year. No new reform measures or completion milestones have been presented. - FY2017ReframedAnnual report
「As the president's policy for the current fiscal year, the Group identified "expanding operating revenue and improving the ordinary profit margin," "improving unprofitable divisions," "restructuring overseas subsidiaries" and "strengthening safety management" as its most important issues, and will work as one group to enhance corporate value.」
The previous wording, “fundamental reforms of unprofitable businesses,” has been changed to “improvement of unprofitable divisions” as a key priority for the transition year and incorporated into the single-year policy. - FY2016First statedAnnual report
「The Group will undertake fundamental reforms of its unprofitable businesses.」
A reform policy targeting unprofitable businesses has been presented.