Transition from "Regeneration" to "Growth" and securing stable earnings power
First written in FY2016. 23 of 37 entries say "Restated". Latest entry: 2026-08-07.
34 other companies' latest entry also says "Restated".
- FY2026AdvancedAnnual report
「The planned and actual results for the indicators set out in the “Kumagai Gumi Group Medium-Term Management Plan (FY2024–FY2026) — A New Challenge for Sustainable Growth —,” and the progress made in implementing the management strategy, are as follows.」
For the second year of the plan, fiscal 2026 planned values were compared with fiscal 2025 actual results. Consolidated revenue was ¥487.698 billion versus a plan of ¥500.0 billion, consolidated ordinary income was ¥27.049 billion versus ¥30.0 billion, ROE was 10.9% versus 10.0%, the equity ratio was 41.8% versus 45.0%, and the dividend payout ratio was 40.2% versus 40.0%. - FY2026-H1RestatedAnnual report
「Under these business conditions, the Group is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2024–FY2026) — A New Challenge for Sustainable Growth,” formulated in May 2024 around the basic policies of ① strengthening the construction business, ② accelerating construction-related businesses, and ③ enhancing the management base, and continues to take on the challenge of sustainable growth.」
The Medium-Term Management Plan for FY2024–FY2026 and its 3 basic policies were reiterated, with no material change to management policy. - FY2025AdvancedAnnual report
「The planned and actual results for the indicators set out in the “Kumagai Gumi Group Medium-Term Management Plan (FY2024–FY2026) — A New Challenge for Sustainable Growth —,” and the progress made in implementing the management strategy, are as follows.」
The Group disclosed its first comparison of FY2024 actual results with FY2026 targets. Consolidated revenue was ¥498.581 billion, approaching the ¥500 billion target, while consolidated ordinary profit was ¥14.411 billion versus the ¥30 billion target, ROE was 5.2% versus 10.0%, and the equity ratio was 39.3% versus 45.0%. - FY2025-H1RestatedAnnual report
「Under these business conditions, the Group is working as one to implement the “Kumagai Gumi Group Medium-Term Management Plan (FY2024–FY2026) — A New Challenge for Sustainable Growth,” formulated in May of this year around ① strengthening the construction business, ② accelerating peripheral businesses, and ③ enhancing the management platform, and continues to take on the challenge of achieving sustainable growth.」
The Medium-Term Management Plan for fiscal 2024–fiscal 2026 and its basic policies of strengthening the construction business, accelerating peripheral businesses, and enhancing the management base were reiterated in the first half. - FY2024ReframedAnnual report
「Under the slogan “A New Challenge for Sustainable Growth,” the Group will continue its previous initiatives, thoroughly strengthen its “earning power” and “power to be chosen,” accelerate peripheral businesses, and pursue ambidextrous management.」
The Group transitioned from the previous medium-term management plan to a new plan for FY2024–FY2026. The target of consolidated ordinary profit of ¥50 billion for FY2030 was repositioned as a target under the long-term vision for FY2035, while a new target of consolidated ordinary profit of ¥30 billion during the plan period was established. - FY2024-Q3RestatedAnnual report
「Under these business conditions, the Group is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” formulated in May 2021 around the basic policies of ① deepening the construction contracting business, ② advancing construction-related businesses, ③ developing new business areas, and ④ strengthening the management base, and continues to take on the challenge of sustainable growth.」
The Medium-Term Management Plan for FY2021–FY2023, its 4 basic policies, and the challenge of sustainable growth were reiterated using the same content as in the previous quarter. - FY2024-Q2RestatedAnnual report
「Under these business conditions, the Group is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” formulated in May 2021 around the basic policies of ① deepening the construction contracting business, ② advancing construction-related businesses, ③ developing new business areas, and ④ strengthening the management base, and continues to take on the challenge of sustainable growth.」
The Medium-Term Management Plan for FY2021–FY2023, its 4 basic policies, and the challenge of sustainable growth were reiterated as before. - FY2024-Q1RestatedAnnual report
「Under these business conditions, the Group is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” formulated in May 2021 around the basic policies of ① deepening the construction contracting business, ② advancing construction-related businesses, ③ developing new business areas, and ④ strengthening the management base, and continues to take on the challenge of sustainable growth.」
The Medium-Term Management Plan for FY2021–FY2023 and its 4 basic policies were reiterated, together with the commitment to sustainable growth. - FY2023WorsenedAnnual report
「The prolonged impact of the COVID-19 pandemic and the sharp changes in economic and social conditions that could not have been anticipated when the plan was formulated, including soaring materials prices caused by the situation in Ukraine, have been significant. Accordingly, fiscal 2023 performance is expected to fall below the financial targets for the final year of the plan.」
For the final year of the Medium-Term Management Plan, fiscal 2023 targets were consolidated revenue of ¥470.0 billion, consolidated ordinary income of ¥33.0 billion, and ROE of 12.0%. Fiscal 2022 actual results were ¥403.502 billion, ¥12.236 billion, and 4.7%, respectively, and were stated to be expected to fall below the financial targets for the final year of the plan. - FY2023-Q1RestatedAnnual report
「Under these business conditions, the Group is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” formulated in May 2021 around the basic policies of ① deepening the construction contracting business, ② advancing construction-related businesses, ③ developing new business areas, and ④ strengthening the management base, and continues to take on the challenge of sustainable growth.」
The Medium-Term Management Plan for FY2021–FY2023, its 4 basic policies, and the commitment to sustainable growth were reiterated as before. - FY2022AdvancedAnnual report
「The comparison between the plan and actual results for the indicators set out in the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023),” and the achievement status of the management strategies, are as follows.」
The planned and actual figures for fiscal 2021 were disclosed. Consolidated revenue was ¥425.216 billion versus a plan of ¥451.0 billion, consolidated ordinary income was ¥23.732 billion versus ¥27.4 billion, ROE was 9.5% versus 10.9%, and the dividend payout ratio was 35.1% versus 30.1%. - FY2022-Q3RestatedAnnual report
「Under these business conditions, the Group is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” formulated in May 2021 around the basic policies of ① deepening the construction contracting business, ② advancing construction-related businesses, ③ developing new business areas, and ④ strengthening the management base, and continues to take on the challenge of sustainable growth.」
The Medium-Term Management Plan for FY2021–FY2023, its 4 basic policies, and the challenge of sustainable growth were reiterated using the same content. - FY2022-Q2RestatedAnnual report
「Under these business conditions, the Group is working as one to implement the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” formulated in May of this year around ① deepening the construction contracting business, ② advancing construction-related businesses, ③ developing new business areas, and ④ strengthening the management platform, and continues to take on the challenge of achieving sustainable growth.」
The Medium-Term Management Plan for FY2021–FY2023 and its 4 basic policies were reiterated following the previous quarter. - FY2022-Q1RestatedAnnual report
「Under these business conditions, the Group is working as one to implement the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” formulated in May of this year around ① deepening the construction contracting business, ② advancing construction-related businesses, ③ developing new business areas, and ④ strengthening the management platform, and continues to take on the challenge of achieving sustainable growth.」
The Group continues to work on the Medium-Term Management Plan for FY2021–FY2023 and its 4 basic policies covering the construction contracting business, construction-related businesses, new business areas, and strengthening the management base. - FY2021ReframedAnnual report
「Under the Kumagai Gumi Group Vision, the Group established its long-term vision, “Management Policy Looking Beyond 2030,” in May of this year, and formulated the “Kumagai Gumi Group Medium-Term Management Plan (FY2021–FY2023) — Relentless Challenge for Sustainable Growth,” setting out policies, strategies and targets for the next 3 years.」
The framework was updated from the Medium-Term Management Plan for fiscal 2018–fiscal 2020 to a long-term vision looking beyond 2030 and a new Medium-Term Management Plan for fiscal 2021–fiscal 2023. - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group established in November 2017 a medium- to long-term management policy targeting consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years. It is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2018–FY2020) — Challenge for Growth,” formulated in March 2018 based on this policy and built around ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies, while taking on the challenge of further growth.」
The medium- to long-term targets of consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years, together with the Medium-Term Management Plan for FY2018–FY2020 and its 3 pillars, were reiterated using the same content as in the previous quarter. - FY2021-Q2RestatedAnnual report
「Against this backdrop, the Group established in November 2017 a medium- to long-term management policy targeting consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years. It is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2018–FY2020) — Challenge for Growth,” formulated in March 2018 based on this policy and built around ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies, while taking on the challenge of further growth.」
The medium- to long-term targets of consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years, together with the Medium-Term Management Plan for FY2018–FY2020 and its 3 pillars, were reiterated using the same content as in the previous quarter. - FY2021-Q1RestatedAnnual report
「Against this backdrop, the Group established in November 2017 a medium- to long-term management policy targeting consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years. It is working as one on the “Kumagai Gumi Group Medium-Term Management Plan (FY2018–FY2020) — Challenge for Growth,” formulated in March 2018 based on this policy and built around ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies, while taking on the challenge of further growth.」
The medium- to long-term targets of consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years, together with the Medium-Term Management Plan for FY2018–FY2020 and its 3 pillars, were reiterated. - FY2020AdvancedAnnual report
「The comparison between the planned and actual values of the indicators set out in the “Kumagai Gumi Group Medium-Term Management Plan (Fiscal 2018–Fiscal 2020) — Challenge for Growth —,” and the progress of the management strategies, are as follows.」
For the second year of the Medium-Term Management Plan, the 2019 planned and actual figures were disclosed. Consolidated revenue was ¥436.1 billion versus a plan of ¥420.0 billion, consolidated operating income was ¥25.4 billion versus ¥26.0 billion, ROE was 13.7% versus 12.0%, and the dividend payout ratio was 28.8% versus 30.0%. - FY2020-Q3RestatedAnnual report
「In this environment, the Group established in November 2017 a medium- to long-term management policy targeting consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years. Based on this policy, it formulated in March 2018 the “Kumagai Gumi Group Medium-Term Management Plan (Fiscal 2018–Fiscal 2020) — Challenge for Growth —,” with the following 3 strategic pillars: ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies. The Group will work as one to implement the plan and aims to achieve sustainable growth and enhance corporate value.」
The medium- to long-term targets of consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years, the Medium-Term Management Plan for FY2018–FY2020, and its 3 pillars were reiterated using the same content as previously. - FY2020-Q2RestatedAnnual report
「In this environment, the Group established in November 2017 a medium- to long-term management policy targeting consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years. Based on this policy, it formulated in March 2018 the “Kumagai Gumi Group Medium-Term Management Plan (Fiscal 2018–Fiscal 2020) — Challenge for Growth —,” with the following 3 strategic pillars: ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies. The Group will work as one to implement the plan and aims to achieve sustainable growth and enhance corporate value.」
The medium- to long-term targets of consolidated revenue of ¥500 billion and consolidated operating income of ¥50 billion in 5 years, together with the Medium-Term Management Plan for fiscal 2018–fiscal 2020, continue to be presented. - FY2020-Q1Quantification of Medium- to Long-Term TargetsAnnual report
「In November 2017, the Group established a medium- to long-term management policy targeting consolidated revenue of ¥500 billion and consolidated operating profit of ¥50 billion in 5 years. Based on this policy, in March 2018 it formulated the “Kumagai Gumi Group Medium-Term Management Plan (FY2018–FY2020) — Challenge for Growth —,” centered on ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies.」
In addition to the previous qualitative description of the medium-term management plan, the Group disclosed quantitative medium- to long-term targets established in November 2017 of consolidated revenue of ¥500 billion and consolidated operating profit of ¥50 billion in 5 years. - FY2019-Q3RestatedAnnual report
「In this environment, the Group is working as one to implement the “Kumagai Gumi Group Medium-Term Management Plan (Fiscal 2018–Fiscal 2020) — Challenge for Growth —,” formulated in March 2018 with the following 3 strategic pillars: ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies, with the aim of achieving sustainable growth and enhancing corporate value.」
The Medium-Term Management Plan for FY2018–FY2020, its 3 pillars, and the objectives of sustainable growth and enhanced corporate value were reiterated using the same content as in the previous quarter. - FY2019-Q2RestatedAnnual report
「In this environment, the Group is working as one to implement the “Kumagai Gumi Group Medium-Term Management Plan (Fiscal 2018–Fiscal 2020) — Challenge for Growth —,” formulated in March 2018 with the following 3 strategic pillars: ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies, with the aim of achieving sustainable growth and enhancing corporate value.」
The Medium-Term Management Plan for fiscal 2018–fiscal 2020 and its 3 pillars of maintaining and expanding the construction contracting business, creating new businesses, and forming strategic alliances with other companies remain unchanged, with the Group aiming for sustainable growth and enhanced corporate value. - FY2019-Q1ReframedAnnual report
「Under these circumstances, the Group is working as one to implement the “Kumagai Gumi Group Medium-Term Management Plan (FY2018–FY2020) — Challenge for Growth,” formulated in March 2018 around ① maintaining and expanding the construction contracting business, ② creating new businesses, and ③ strategic alliances with other companies, and is taking on the challenge of achieving further growth.」
The Group transitioned from the previous Medium-Term Management Plan (Fiscal 2015–Fiscal 2017) to the new plan for fiscal 2018–fiscal 2020, setting out the maintenance and expansion of the construction contracting business, the creation of new businesses, and strategic alliances with other companies as its 3 pillars, and highlighting the challenge of achieving further growth. - FY2018-Q3ReframedAnnual report
「Ahead of formulating a new medium-term management plan to begin after the “Medium-Term Management Plan (FY2015–FY2017)” ends, the Group established a medium- to long-term management policy centered on the following 3 strategic pillars.」
While reiterating the previous medium-term management plan, the Group broadened its framework ahead of the next plan to a medium- to long-term management policy centered on technical capabilities and proposal capabilities, new business creation, and strategic alliances with other companies. - FY2018-Q2RestatedAnnual report
「The Group has formulated the Medium-Term Management Plan (fiscal 2015–2017) to secure stable earnings power that will not be affected by market conditions in the future as it transitions from "Regeneration" to "Growth," and is working to establish an earnings base for the future.」
The transition from Rebuilding to Growth, the securing of stable earnings power and the establishment of an earnings base under the Medium-Term Management Plan (Fiscal 2015–Fiscal 2017) are restated. - FY2018-Q1RestatedAnnual report
「The Group has formulated its “Medium-Term Management Plan (FY2015–FY2017)” with the aim of securing stable earnings power that will not be affected by market conditions in the future as it moves from “rebuilding” to “growth,” and is working to establish an earnings base for the future.」
The transition from “revitalization” to “growth,” the securing of stable earnings power, and the establishment of an earnings base under the Medium-Term Management Plan (Fiscal 2015–Fiscal 2017) are reiterated. - FY2017AdvancedAnnual report
「The performance targets are as follows.」
For the final year of the Medium-Term Management Plan (Fiscal 2015–Fiscal 2017), consolidated performance targets for the fiscal year ending March 2018 were set at net sales of ¥380 billion, operating income of ¥15.8 billion (operating margin of 4.2%), and ordinary income of ¥15.4 billion (ordinary income margin of 4.1%). In fiscal 2016, actual net sales of ¥344.7 billion fell short of the plan, while operating income of ¥25.1 billion and ordinary income of ¥25.3 billion exceeded the targets. - FY2017-Q3RestatedAnnual report
「The Group has formulated the Medium-Term Management Plan (fiscal 2015–2017) to secure stable earnings power that will not be affected by market conditions in the future as it transitions from "Regeneration" to "Growth," and is working to establish an earnings base for the future.」
The transition from Rebuilding to Growth, the securing of stable earnings power and the establishment of an earnings base under the Medium-Term Management Plan (Fiscal 2015–Fiscal 2017) are restated using the same wording as through the previous quarter. - FY2017-Q2RestatedAnnual report
「The Group has formulated the Medium-Term Management Plan (fiscal 2015–2017) to secure stable earnings power that will not be affected by market conditions in the future as it transitions from "Regeneration" to "Growth," and is working to establish an earnings base for the future.」
The transition from Rebuilding to Growth, the securing of stable earnings power and the establishment of an earnings base under the Medium-Term Management Plan (Fiscal 2015–Fiscal 2017) are restated. - FY2017-Q1RestatedAnnual report
「The Group has formulated the Medium-Term Management Plan (fiscal 2015–2017) to secure stable earnings power that will not be affected by market conditions in the future as it transitions from "Regeneration" to "Growth," and is working to establish an earnings base for the future.」
The Medium-Term Management Plan (Fiscal 2015–Fiscal 2017), the transition from Rebuilding to Growth, and the establishment of stable earnings power and an earnings base are restated using the same wording as in the previous fiscal year. - FY2016First statedAnnual report
「The Group has formulated the Medium-Term Management Plan (fiscal 2015–2017) to secure stable earnings power that will not be affected by market conditions in the future as it transitions from "Regeneration" to "Growth," and is working to establish an earnings base for the future.」
The Medium-Term Management Plan for fiscal 2015–2017 sets out the establishment of stable earnings power and an earnings base.