Medium-Term Management Plan: “Hiroden Group Comprehensive Three-Year Management Plan 2022” and 2025 financial stability targets
First written in FY2020. 5 of 15 entries say "Restated". Latest entry: FY2026.
Hiroshima Electric Railway moved to the "Worse" side of this theme in 2026, 3 years after the typical company in this theme (2023).
The whole theme swung hardest in 2025: 6 of 19 companies on the "Worse" side.
8 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In its medium-term management plan covering fiscal 2026 through fiscal 2028, the “Hiroden Group Comprehensive Three-Year Management Plan 2028,” the group established a long-term vision. It views 2045, the centenary of the atomic bombing, as a starting point for inheriting the past and creating the future, and sets out its vision for a sustainable and attractive Hiroshima and Hiroden Group toward 2045.」
The company updated the plan from Medium-Term Management Plan 2025 to 2028, incorporating a long-term vision for 2045, rebuilding the financial base and allocating management resources to growth areas into the new planning framework. - FY2025AdvancedAnnual report
「KPI Fiscal 2019 Actual Fiscal 2024 Actual Fiscal 2025 Plan Operating revenue ¥32.9 billion ¥33.7 billion ¥33.5 billion Operating profit -¥300 million -¥1.4 billion -¥1.0 billion Profit attributable to owners of parent ¥600 million ¥1.3 billion ¥600 million Interest-bearing debt/EBITDA ratio Plan/target ― times 8.6 times 7.0 times Actual 4.5 7.5 ―」
The company disclosed the fiscal 2024 results under Medium-Term Management Plan 2025. Operating revenue of ¥33.7 billion and profit attributable to owners of parent of ¥1.3 billion exceeded plan. However, operating profit was negative ¥1.4 billion and the interest-bearing debt/EBITDA ratio was 7.5 times, with some metrics below plan. - FY2024ReframedAnnual report
「In its medium-term management plan, the “Hiroden Group Comprehensive Three-Year Management Plan 2025,” the group defined its vision and management strategies. With fiscal 2025 in view, when streetcar services are scheduled to extend to Hiroshima Station, an event expected to have a major impact on the group's business activities, it will steadily implement its management strategies while keeping the SDGs in mind from an ESG perspective, thereby strengthening its management base and enhancing corporate value.」
The company updated its plan from the previous “Hiroden Group Comprehensive Three-Year Management Plan 2022” to the “Hiroden Group Comprehensive Three-Year Management Plan 2025” with fiscal 2025 in view. The management strategy incorporates the extension to Hiroshima Station, revenue opportunities, human resources, the financial base and ESG/SDGs. - FY2023-Q1RestatedAnnual report
「Amid major changes in the operating environment, the group revised the “Hiroden Group Comprehensive Three-Year Management Plan 2022” in May 2022 to promote the “transformation of existing businesses” and the “challenge of new business opportunities” and achieve sustainable growth for the Hiroden Group.」
Under the medium-term management plan revised in May 2022, the company has continued to pursue transformation of existing businesses, challenges in new business opportunities and sustainable growth. - FY2022SoftenedAnnual report
「KPI Fiscal 2019 Actual Fiscal 2020 Actual Fiscal 2021 Actual Fiscal 2022 Plan Fiscal 2025 Target Interest-bearing debt /EBITDA ratio Before revision (announced 14 May 2020) 4.5 ― ― 5.1 4.8 After revision (announced 12 May 2022) 4.5 ― 40.6 13.7 6.2」
Following the revision of the medium-term management plan, the fiscal 2022 plan for the interest-bearing debt/EBITDA ratio changed from 5.1 to 13.7, and the fiscal 2025 target changed from 4.8 to 6.2. The fiscal 2021 actual result was 40.6 times, indicating that the timing and level of the financial stability target have been pushed back. - FY2022-Q3RestatedAnnual report
「In light of the impact of the spread of COVID-19 and other factors, the group revised the “Hiroden Group Comprehensive Three-Year Management Plan 2022” in May 2021. As social norms change due to COVID-19 and other factors, it will continue planned investment in projects expected to have a major impact on future business activities, while working to shift existing businesses to a high-profitability structure through their “transformation” and create new revenue through the “challenge” of new business opportunities.」
Under the medium-term management plan revised in May 2021, the company has continued planned investment, transformation of existing businesses, challenges in new business opportunities and a shift to a high-profitability business structure. - FY2022-Q2RestatedAnnual report
「To restore and stabilize its financial base, the group revised the “Hiroden Group Comprehensive Three-Year Management Plan 2022” in May 2021. Even amid dramatic changes in the operating environment due to COVID-19 and other factors, it will pursue the “transformation” of existing businesses and “challenge” new business opportunities to achieve sustainable growth in the post-pandemic era, reallocate management resources to higher-growth areas, shift to a high-profitability business structure and create new revenue streams.」
Under the medium-term management plan revised in May 2021, the company has continued to restore and stabilize its financial base, transform existing businesses, challenge new business opportunities and reallocate capital to growth areas. - FY2022-Q1RestatedAnnual report
「Amid major changes in the operating environment, the group revised the “Hiroden Group Comprehensive Three-Year Management Plan 2022” in May 2021 to clarify its targets and plans for sustainable growth and strengthen its management base and enhance corporate value. With the duration of the impact of the spread of COVID-19 remaining uncertain, it will pursue the “transformation” of existing businesses and “challenge” new business opportunities toward sustainable post-pandemic growth, reallocate management resources to higher-growth areas to restore and stabilize its financial base, and seek to shift to a high-profitability business structure and create new revenue streams.」
Under the medium-term management plan revised in May 2021, the company has continued to pursue transformation of existing businesses, challenges in new businesses, reallocation of management resources to growth areas and a shift to a high-profitability business structure. - FY2021SoftenedAnnual report
「KPI Fiscal 2019 Actual Fiscal 2020 Actual Fiscal 2022 Plan Fiscal 2025 Target Interest-bearing debt /EBITDA ratio Before revision (announced 14 May 2020) 4.5 ― 5.1 4.8 After revision (announced 13 May 2021) 4.5 ― 6.5 6.0」
Following the revision of the medium-term management plan, the fiscal 2022 plan for the interest-bearing debt/EBITDA ratio changed from 5.1 to 6.5, and the fiscal 2025 target changed from 4.8 to 6.0. EBITDA was negative in fiscal 2020 due to the impact of the pandemic, so the metric could not be presented. - FY2021-Q3RestatedAnnual report
「Amid major changes in the operating environment, the company formulated its seventh medium-term management plan, the “Hiroden Group Comprehensive Three-Year Management Plan 2022,” in May 2020 to clarify the group's targets and plans for sustainable growth and strengthen its management base and enhance corporate value. It is addressing various management issues, responding rapidly to changes in the operating environment, strengthening its management base and working to enhance corporate value.」
The company has continued addressing management issues under the seventh medium-term management plan, strengthening its management base and working to enhance corporate value. - FY2021-Q1AdvancedAnnual report
「Amid major changes in the operating environment, the group formulated its seventh medium-term management plan, the “Hiroden Group Comprehensive Three-Year Management Plan 2022,” in May 2020 to clarify its targets and plans for sustainable growth and strengthen its management base and enhance corporate value. It is addressing various management issues, responding rapidly to changes in the operating environment, strengthening its management base and working to enhance corporate value.」
In May 2020, the company formulated its seventh medium-term management plan, formally setting out specific plans to respond to changes in the operating environment, strengthen its management base and enhance corporate value. - FY2020First statedAnnual report
「The company formulated a three-year management plan through fiscal 2022, beginning in fiscal 2020, under the “Hiroden Group Comprehensive Three-Year Management Plan 2022,” with fiscal 2025 in view. As a consolidated management target for fiscal 2025, the target year, it set the interest-bearing debt/EBITDA ratio as a benchmark for future initiatives. KPI Fiscal 2019 Actual Fiscal 2022 Plan Fiscal 2025 Target Interest-bearing debt /EBITDA ratio 4.5 5.1 4.8」
The company newly formulated a three-year plan covering fiscal 2020 through fiscal 2022 and set an interest-bearing debt/EBITDA ratio of 4.8 for fiscal 2025. The fiscal 2022 plan is 5.1, compared with the fiscal 2019 actual result of 4.5.