Execution of the Keio Group Medium-Term Three-Year Management Plan
First written in FY2016. 20 of 27 entries say "Restated". Latest entry: FY2026.
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- FY2026RestatedAnnual report
「In fiscal 2026, while taking into account changes in the external environment, including accelerating inflation, rising interest rates and global geopolitical uncertainty, we will steadily advance each initiative in the second year of the Medium-Term Management Plan based on the basic policies of promoting integrated hardware and software urban development, creating transportation for a new era, balancing business growth with the resolution of financial issues, and promoting sustainability management.」
In the second year of the new medium-term management plan, continues initiatives in urban development, transportation, business growth and finance, and sustainability. - FY2025ReframedAnnual report
「We formulated the new medium-term management plan, HIRAKU 2030 (hereinafter, the “Medium-Term Plan”), covering a six-year business period from fiscal 2025 through fiscal 2030.」
Moved from the previous medium-term management plan for fiscal 2022–2024 to the new plan for fiscal 2025–2030. The plan combines large-scale urban development, digital transformation of the transportation business, improvements in safety and productivity, profit growth and improved capital efficiency. - FY2024-Q3RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2022, our Group is advancing initiatives to complete a fundamental transformation into a business structure that responds to changes in society, including strengthening the management foundation, beginning with building a financial foundation in anticipation of a period of large-scale investment, and creating new demand for mobility through urban development.」
Continues to strengthen the management foundation, pursue urban development, create demand for mobility and transform the business structure under the new medium-term management plan. - FY2024-Q2RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2022, our Group is advancing initiatives to complete a fundamental transformation into a business structure that responds to changes in society, including strengthening the management foundation, beginning with building a financial foundation in anticipation of a period of large-scale investment, and creating new demand for mobility through urban development.」
Continues to strengthen the management foundation, pursue urban development, create demand for mobility and transform the business structure under the new medium-term management plan. - FY2024-Q1RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2022, our Group is advancing initiatives to complete a fundamental transformation into a business structure that responds to changes in society, including strengthening the management foundation, beginning with building a financial foundation in anticipation of a period of large-scale investment, and creating new demand for mobility through urban development.」
Regarding execution of the new medium-term management plan, continues to strengthen the management foundation, pursue urban development, create demand for mobility and transform the business structure. - FY2023RestatedAnnual report
「Based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2022, our Group worked throughout the fiscal year on two broad initiatives to restore pre-COVID profit levels and financial strength: stopping cash losses in each business as quickly as possible and completing business transformation with the 2030s in mind.」
Confirms for the full fiscal year the two pillars of the new medium-term management plan: containing current losses and pursuing business transformation with the 2030s in mind. - FY2023-Q2RestatedAnnual report
「Based on the Keio Group Medium-Term Three-Year Management Plan, starting in fiscal 2022, our Group is advancing initiatives to improve profit levels in each business through the selection and concentration of businesses and, in anticipation of the full-scale launch of future large-scale investments, complete a fundamental transformation into a business structure adapted to changes in society.」
Continues to pursue the selection and concentration of businesses, improvement in profit levels and transformation of the business structure under the medium-term three-year management plan starting in fiscal 2022. - FY2022ReframedAnnual report
「In light of these circumstances, our Group formulated the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2022. Reconsidering our role in society, we will create demand for mobility that captures customer needs, the starting point of a railway company, lead new lifestyles, promote attractive urban development that people want to live in, and work to enhance the strength of areas along our railway lines.」
Moved from the previous plan starting in fiscal 2018 to the new Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2022, with creating demand for mobility, new lifestyles, urban development and enhancing the strength of areas along the railway lines as its core initiatives. - FY2022-Q3RestatedAnnual report
「Under these circumstances, our Group prioritized the peace of mind and safety of customers, worked to restore profit levels, and pursued initiatives for medium- to long-term growth.」
States that initiatives aimed at medium- to long-term growth are continuing. - FY2020RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2018, our Group has promoted initiatives to realize growth, including monetizing strategic investment projects and selecting and concentrating businesses.」
Continues to pursue the monetization of strategic investment projects and the selection and concentration of businesses under the Medium-Term Three-Year Management Plan starting in fiscal 2018. - FY2020-Q3RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2018, our Group is promoting initiatives to realize growth, including monetizing strategic investment projects and selecting and concentrating businesses.」
Continues to pursue the monetization of strategic investment projects and the selection and concentration of businesses under the Medium-Term Three-Year Management Plan starting in fiscal 2018. - FY2020-Q2RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2018, our Group is promoting initiatives to realize growth, including monetizing strategic investment projects and selecting and concentrating businesses.」
Continues to pursue the monetization of strategic investment projects and the selection and concentration of businesses under the Medium-Term Three-Year Management Plan starting in fiscal 2018. - FY2020-Q1RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2018, our Group is promoting initiatives to realize growth, including monetizing strategic investment projects and selecting and concentrating businesses.」
Continues to pursue the monetization of strategic investment projects and the selection and concentration of businesses under the second three-year plan starting in fiscal 2018. - FY2019-Q3RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan beginning in the current fiscal year, our Group is promoting initiatives to achieve growth, including monetizing strategic investment projects and selecting and concentrating businesses.」
Reconfirms the policy of monetizing strategic investment projects and selecting and concentrating businesses under the second three-year medium-term management plan. - FY2019-Q2RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan beginning in the current fiscal year, our Group is promoting initiatives to achieve growth, including monetizing strategic investment projects and selecting and concentrating businesses.」
Reconfirms the policy of monetizing strategic investment projects and selecting and concentrating businesses under the second three-year medium-term management plan. - FY2019-Q1RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan beginning in the current fiscal year, our Group is promoting initiatives to achieve growth, including monetizing strategic investment projects and selecting and concentrating businesses.」
Reconfirms the policy of monetizing strategic investment projects and selecting and concentrating businesses under the second three-year plan beginning in the current fiscal year. - FY2018ReframedAnnual report
「During the first three-year period, we worked to build the foundation for growth, including through strategic investments. Under the Medium-Term Three-Year Management Plan for the second three-year period, from fiscal 2018 through fiscal 2020, we will grow and harvest the shoots of growth from the seeds planted to date, promote the monetization of strategic investment projects and the selection and concentration of businesses, and complete the realization of growth.」
The plan’s positioning changed from building the foundation for growth during the first three-year period to the growth realization stage during the second three-year period. - FY2018-Q3RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2015, our Group is promoting initiatives to achieve growth, including improving the safety and earnings capacity of the railway business, revitalizing areas along the railway lines, and investing for future revenue growth while responding flexibly to changes in the management environment.」
Continues to pursue improvements in safety and earnings capacity, revitalization of areas along the railway lines, and investment for future revenue growth under the Medium-Term Three-Year Management Plan. - FY2018-Q2RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2015, our Group is promoting initiatives to achieve growth, including improving the safety and earnings capacity of the railway business, revitalizing areas along the railway lines, and investing for future revenue growth while responding flexibly to changes in the management environment.」
Continues to pursue improvements in safety and earnings capacity, revitalization of areas along the railway lines, and investment for future revenue growth under the Medium-Term Three-Year Management Plan. - FY2018-Q1RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2015, our Group is promoting initiatives to achieve growth, including improving the safety and earnings capacity of the railway business, revitalizing areas along the railway lines, and investing for future revenue growth while responding flexibly to changes in the management environment.」
Continues to pursue improvements in safety and earnings capacity, revitalization of areas along the railway lines, and investment for future revenue growth under the Medium-Term Three-Year Management Plan. - FY2017AdvancedAnnual report
「In fiscal 2017, the final year, we will complete the key initiatives for building the foundation for growth and prepare for the next Medium-Term Three-Year Management Plan from fiscal 2018 through fiscal 2020, the “growth realization stage.”」
The first Medium-Term Three-Year Plan entered its final year, reaching the stage of completing key initiatives and preparing to move to the next plan. - FY2017-Q3RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2015, our Group is promoting initiatives to achieve growth while responding flexibly to changes in the management environment, including improving the safety and earnings capacity of the railway business, revitalizing areas along the railway lines, selecting and concentrating existing businesses, and investing for future revenue growth.」
Continues to pursue improvements in safety and earnings capacity, revitalization of areas along the railway lines, selection and concentration of businesses, and investment for future revenue growth under the Medium-Term Three-Year Management Plan. The closure of unprofitable stores also continues to be reported. - FY2017-Q2AdvancedAnnual report
「Bookstore operations recorded lower revenue due mainly to the closure of unprofitable stores.」
As a specific measure related to the selection and concentration of existing businesses, it describes the closure of unprofitable stores. The Medium-Term Three-Year Management Plan itself also continues to be implemented. - FY2017-Q1RestatedAnnual report
「Under these circumstances, based on the Keio Group Medium-Term Three-Year Management Plan starting in fiscal 2015, our Group is promoting initiatives to achieve growth while responding flexibly to changes in the management environment, including improving the safety and earnings capacity of the railway business, revitalizing areas along the railway lines, selecting and concentrating existing businesses, and investing for future revenue growth.」
Restates the policy under the Medium-Term Three-Year Management Plan of pursuing improvements in safety and earnings capacity, revitalizing areas along the railway lines, selecting and concentrating businesses, and investing for future revenue growth. - FY2016First statedAnnual report
「We formulated the Keio Group Medium-Term Three-Year Management Plan for the first three-year period of the six years from fiscal 2015 through fiscal 2020, divided into two three-year periods, and are implementing each initiative. Fiscal 2016, the second year of the plan, was positioned as the execution phase, during which we will diversify our strategy in consideration of the business portfolio and promote initiatives to identify new shoots of growth.」
Divided the six years into first and second three-year periods and positioned the current fiscal year as the plan’s execution phase.