Expanding Business Scope and Restructuring the Business Portfolio Through M&A
First written in FY2016. 2 of 5 entries say "Advanced", first in FY2020-Q1. Latest entry: FY2020-Q3.
1 other company's latest entry also says "Restated".
- FY2020-Q3RestatedAnnual report
「We will use methods such as M&A and alliances with other companies to invest in new businesses. While we will prioritize selecting target businesses and companies within the core region described above, the selection will not necessarily be limited to that region.」
The company reconfirms its policy of investing in new businesses through M&A and alliances with other companies, prioritizing the Donan region without limiting its selection to that region. No new acquisition completion or similar development is indicated. - FY2020-Q2AdvancedAnnual 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.」
As a specific portfolio restructuring measure, the company completed the transfer of 50% of TOFL's shares to Daiken Corporation and the company split. - FY2020-Q1AdvancedAnnual report
「We will further strengthen and expand the automobile sales business, which provides "affluence" to the local community and society in line with our Group's management philosophy. By combining the business assets of the company and our Group organically, we will seek to use and strengthen assets, including both companies' customer bases, more efficiently. We determined that pursuing synergies would enable both companies to achieve further growth and contribute to enhancing the Group's corporate value and shareholder value, and therefore proceeded with this share acquisition.」
Regarding business expansion and the pursuit of synergies through M&A, the company acquired shares in Kitami Mitsubishi Motors Sales and is working to strengthen its automobile sales business and make effective use of its customer base. - FY2018-Q1Cited as achievedAnnual report
「Under the medium-term management plan "T.O. Advance Plan (TAP)," which began in June 2013, we pursued various initiatives contributing to sustainable growth, centered on expanding the business scope through M&A as part of our growth strategy and strengthening core businesses through continuous transformation of our existing business areas.」
In explaining the reasons for the transition to a holding company structure, the company cites the use of M&A under the former TAP and the strengthening of core businesses as its track record and background. - FY2016First statedAnnual report
「As part of our growth strategy, we have pursued various initiatives contributing to sustainable growth, centered on expanding the business scope through M&A and strengthening core businesses through continuous transformation of our existing business areas.」
The company has identified portfolio restructuring through alliances and M&A with external businesses and companies, including carving out businesses through integration with other companies.