Creating New Businesses Through Group Synergy Initiatives
First written in FY2016. 10 of 23 entries say "Advanced", first in FY2018. Latest entry: FY2024.
The whole theme swung hardest in 2025: 1 of 7 companies on the "Worse" side.
7 other companies' latest entry also says "Restated".
- FY2024RestatedAnnual report
「We will also continue gathering information on new businesses to support the Group's growth.」
Efforts to create new businesses are reconfirmed as the continued collection of information on new businesses, rather than the launch of a specific new business. - FY2024-Q1Cited as achievedAnnual report
「We expect future cash flow to improve as a result of withdrawing from unprofitable businesses, including the closure of the main outlet of T.O. Department Store in August 2023.」
The company describes the closure of the main outlet of T.O. Department Store as a completed portfolio restructuring measure expected to improve future cash flow through the withdrawal from an unprofitable business. - FY2023-Q3AdvancedAnnual report
「Having determined that it would be difficult to improve profitability over the medium term, we decided to close the store.」
As a specific portfolio restructuring measure, the company decided to close the department store's main outlet after determining that improving its profitability would be difficult. - FY2023-Q2Cited as achievedAnnual report
「The benefits of improved profitability from the business portfolio restructuring implemented in prior years have begun to materialize」
The company cites the business portfolio restructuring implemented in prior years as a measure whose benefits in terms of improved profitability emerged in the second quarter under review. - FY2022RestatedAnnual report
「Under these circumstances, from the perspectives of restructuring the portfolio and reallocating management resources, our consolidated subsidiary 株式会社テーオーリテイリング entered into a capital and business alliance with DCM Co., Ltd. of the DCM Group, one of Japan's largest home improvement center operators, on 15 July 2021, and transferred part of the TORT shares held by our company to DCM. In addition, after scaling back the housing business operated by our consolidated subsidiary 株式会社テーオーフォレスト, we transferred the sports club business operated by our consolidated subsidiary 株式会社テーオー総合サービス to OKAMOTO INDUSTRIES,INC., which operates "JOYFIT" and "FIT365," on 1 January 2022.」
The company reconfirms for the full fiscal year that the alliance with DCM and share transfer, the scaling back of the housing business, and the transfer of the sports club business were implemented as part of its portfolio restructuring and reallocation of management resources. - FY2022-Q3AdvancedAnnual report
「Under these circumstances, from the perspectives of restructuring the portfolio and reallocating management resources, our consolidated subsidiary 株式会社テーオーリテイリング entered into a capital and business alliance with DCM Co., Ltd. of the DCM Group, one of Japan's largest home improvement center operators, on 15 July 2021, and transferred part of the TORT shares held by our company to DCM. In addition, after scaling back the housing business operated by our consolidated subsidiary 株式会社テーオーフォレスト, we transferred the sports club business operated by our consolidated subsidiary 株式会社テーオー総合サービス to OKAMOTO INDUSTRIES,INC., which operates "JOYFIT" and "FIT365," on 1 January 2022.」
Specific business rationalization progressed as part of the portfolio restructuring, including the transfer of the sports club business to OKAMOTO INDUSTRIES,INC. effective 1 January 2022. - FY2022-Q2AdvancedAnnual report
「Under these circumstances, from the perspectives of restructuring the portfolio and reallocating management resources, our consolidated subsidiary 株式会社テーオーリテイリング (hereinafter, "TORT") entered into a capital and business alliance with DCM Co., Ltd. of the DCM Group, one of Japan's largest home improvement center operators, on 15 July 2021, and transferred part of the TORT shares held by our company to DCM. In addition, after scaling back the housing business operated by our consolidated subsidiary 株式会社テーオーフォレスト, we decided to transfer the sports club business operated by our consolidated subsidiary 株式会社テーオー総合サービス to OKAMOTO INDUSTRIES,INC., which operates "JOYFIT" and "FIT365," effective 1 January 2022.」
Specific portfolio restructuring measures have expanded to include the alliance with DCM, the share transfer, the scaling back of the housing business, and the decision to transfer the sports club business. - FY2022-Q1AdvancedAnnual report
「From the perspectives of restructuring the business portfolio and reallocating management resources, our consolidated subsidiary 株式会社テーオーリテイリング entered into a capital and business alliance with DCM Co., Ltd. of the DCM Group, one of Japan's largest home improvement center operators, on 15 July 2021, and transferred part of the shares in TORT held by our company to DCM. In addition, our consolidated subsidiary 株式会社テーオーフォレスト decided to scale back its housing business.」
Specific progress in restructuring the business portfolio and reallocating management resources is described, including the capital and business alliance with DCM and the decision to scale back the housing business. - FY2021-Q3AdvancedAnnual report
「In the timber business of our Group, profitability continued to improve through measures including the partial transfer of underperforming divisions」
The company states that the partial transfer of underperforming divisions was implemented in the timber business and that profitability continues to improve. This represents specific progress in restructuring the business portfolio. - FY2021-Q2AdvancedAnnual report
「Under these circumstances, in the timber business of our Group, profitability continued to improve through measures including the partial transfer of underperforming divisions」
The company states that the partial transfer of underperforming divisions was implemented in the timber business and that profitability continues to improve. This is treated as specific progress in restructuring the business portfolio. - FY2021-Q1RestatedAnnual report
「We will proceed with the withdrawal from and sale of unprofitable businesses, verify the profitability of divisions and sites in each business, and pursue rationalization. We will also reallocate the various resources generated by business withdrawals and sales toward restructuring the business portfolio.」
The company continues to restructure its business portfolio through withdrawal from and sale of unprofitable businesses, verification of the profitability of divisions and sites, and reallocation of resources. - FY2020-Q3Cited as achievedAnnual report
「As part of various measures to improve profitability, in November 2019 we transferred the flooring business operated by our consolidated subsidiary 株式会社テーオーフォレスト through an absorption-type company split to 株式会社テーオーフローリング, a newly established wholly owned subsidiary (hereinafter, "TOFL"), and transferred 50% of TOFL's shares to Daiken Corporation.」
The company again cites the company split of the flooring business and the transfer of 50% of TOFL's shares as a completed profitability improvement measure undertaken in preparation for the alliance with Daiken Corporation. - FY2020-Q2AchievedAnnual report
「The company split, specifically the absorption-type company split, and the transfer of TOFL shares were completed on 1 November 2019. As a result of the Share Transfer, TOFL changed from a consolidated subsidiary of our company to an equity-method affiliate.」
The company split of the flooring business and the transfer of 50% of TOFL's shares in preparation for the alliance with Daiken Corporation were completed on 1 November 2019. - FY2020-Q1AdvancedAnnual report
「Under these circumstances, our Group is restructuring its business portfolio, positioning its existing distribution business, namely the home improvement center business, and automotive-related business as core businesses and actively expanding them. In the automotive-related business, we are strengthening and expanding our automobile sales business, including by acquiring all shares of Kitami Mitsubishi Motors Sales Co., Ltd. (head office: Kitami, Hokkaido) in June 2019.」
As part of the business portfolio restructuring, the distribution and automotive-related businesses were clearly identified as core businesses, and the company implemented the specific measure of acquiring all shares of Kitami Mitsubishi Motors Sales. - FY2019-Q3AdvancedAnnual report
「At a meeting of our Board of Directors held on 27 December 2018, we resolved, in order to advance the alliance between our company and Daiken Corporation (hereinafter, "Daiken"), to transfer through an absorption-type company split the flooring business, which forms part of the business of our wholly owned subsidiary 株式会社テーオーフォレスト (hereinafter, "TOFR"), to 株式会社テーオーフローリング, a wholly owned subsidiary that we plan to establish (hereinafter, the "New Company"). We also decided to transfer 50% of the shares in the New Company from our company to Daiken (hereinafter, the "Share Transfer").」
The alliance with Daiken Corporation progressed to specific procedural steps, including the establishment of the New Company on 17 January 2019, execution of the absorption-type company split agreement, transfer of 50% of the shares, and planned implementation during June 2019. - FY2019-Q2AdvancedAnnual report
「At a meeting of our Board of Directors held on 27 December 2018, we resolved, in order to advance the alliance between our company and Daiken Corporation (hereinafter, "Daiken"), to transfer through an absorption-type company split the flooring business, which forms part of the business of our wholly owned subsidiary 株式会社テーオーフォレスト (hereinafter, "TOFR"), to 株式会社テーオーフローリング, a wholly owned subsidiary that we plan to establish (hereinafter, the "New Company"). We also decided to transfer 50% of the shares in the New Company from our company to Daiken (hereinafter, the "Share Transfer").」
The business alliance with a new partner in the timber business progressed from the consideration stage to the stage of a Board resolution and planned execution involving the company split of the flooring business and the transfer of 50% of the New Company's shares to Daiken Corporation. - FY2019-Q1RestatedAnnual report
「Under these circumstances, as part of its business structural reforms and efforts to strengthen profitability, our Group has been actively expanding its businesses, including considering a business alliance with a new partner in the timber business and entering new businesses capable of generating synergies with existing businesses in the housing business.」
As part of its business structural reforms and efforts to strengthen profitability, the company is considering a business alliance with a new partner in the timber business and entering new businesses that have synergies with existing businesses in the housing business. Specific measures are described, but no milestone for completion or achievement is stated. - FY2018AdvancedAnnual report
「Our Group will fully consider and begin restructuring its business portfolio.」
With regard to business synergies and portfolio restructuring, the company states that it has moved from presenting its policy to the stage of full-scale consideration and commencement of initiatives. - FY2018-Q3RestatedAnnual report
「We launched the medium-term management plan "TO Future Plan (TFP)," whose basic strategies are "building new businesses (innovation)" and "enhancing existing businesses (deepening)" by leveraging the benefits of the new structure.」
The basic strategies of TFP, including the development of new businesses, have been reiterated. - FY2018-Q2RestatedAnnual report
「We launched the medium-term management plan "TO Future Plan (TFP)," whose basic strategies are "building new businesses (innovation)" and "enhancing existing businesses (deepening)" by leveraging the benefits of the new structure.」
The basic strategies of TFP, including the development of new businesses, have been reiterated. - FY2018-Q1RestatedAnnual report
「We launched the medium-term management plan "TO Future Plan (TFP)," whose basic strategies are "building new businesses (innovation)" and "enhancing existing businesses (deepening)" by leveraging the benefits of the new structure.」
The basic strategy of pursuing the development of new businesses as "innovation" has been reiterated with the launch of TFP. - FY2017ReframedAnnual report
「④ Maximizing business synergies and restructuring the business portfolio We will actively pursue alliances and M&A with external businesses and companies expected to generate synergies with our existing business areas. On the other hand, if we determine that integration with another company is likely to produce greater economies of scale and improve business profitability, we will also consider carving out the relevant business.」
The wording has evolved from the previous expression, "creating new businesses through Group synergies," to explicitly state maximizing business synergies and restructuring the business portfolio as objectives of the holding company structure. - FY2016First statedAnnual report
「We have worked to create new businesses and enhance corporate value by promoting Group synergies.」
This describes measures to link synergies among existing businesses to the creation of new businesses and enhancement of corporate value.