Long-Term Vision 2025: “Deepening Our Railway Corridor, Expanding Our Fields”
First written in FY2017. 12 of 18 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「We are also working to specify initiatives aimed at achieving the fiscal 2030 business profit target of ¥160 billion. We are beginning to establish a path toward achieving the target ROE of 8%, a financial metric target, by closing the gap to the profit target through expansion of the real estate business driven by growth in condominium sales, short-cycle businesses and overseas operations, as well as growth in the sports and travel businesses.」
The company states that, under the Long-Term Management Concept, it advanced condominium sales, short-cycle businesses, overseas operations, and sports and travel businesses as specific growth initiatives toward the fiscal 2030 business profit target of ¥160 billion. - FY2026-H1RestatedAnnual report
「During the interim consolidated accounting period, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management policies concerning the long-term vision and its strategies. - FY2025ReframedAnnual report
「Accordingly, we formulated the Long-Term Management Concept to build on the value and strengths the Group has provided to date, reflect changes in the environment surrounding the Group, refine the current long-term vision, and close the gap between our current position and the future state we seek to achieve.」
Building on Long-Term Vision 2040, the company updated its planning framework to the Long-Term Management Concept, reflecting changes in the environment and rising stakeholder expectations. The business strategy was also reorganized into 4 directions: the railway corridor, content, the Tokyo metropolitan area and overseas markets, and business solutions. - FY2025-H1RestatedAnnual report
「During the interim consolidated accounting period, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management policies concerning the long-term vision and its strategies. - FY2024-Q2RestatedAnnual report
「During the cumulative second quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under the long-term vision and medium-term management plan. - FY2024-Q1RestatedAnnual report
「During the cumulative first quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under the long-term vision and medium-term management plan. - FY2023-Q2RestatedAnnual report
「During the cumulative second quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under the long-term vision and medium-term management plan. - FY2023-Q1RestatedAnnual report
「During the cumulative first quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under the long-term vision and medium-term management plan. - FY2022ReframedAnnual report
「The new “Long-Term Vision: Toward 2040” sets out the Group's long-term aspirations, as well as the strategies and financial policies for achieving them, with a view to around 2035–2040, when large-scale projects such as the Shibata 1-chome Project and the Naniwasuji Connecting Line and Shin-Osaka Connecting Line projects are expected to begin contributing to profits.」
Long-Term Vision 2025 was updated to a long-term vision toward 2040. While retaining the slogan “Deepening Our Railway Corridor, Expanding Our Fields,” the strategy was reorganized into 4 areas: becoming the clear No. 1 railway corridor in Kansai, maximizing the appeal of content, expanding the geographic reach of the railway corridor business model, and increasing business share through high-value-added services. - FY2022-Q3RestatedAnnual report
「During the cumulative third quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under Long-Term Vision 2025 and the medium-term management plan. - FY2022-Q2RestatedAnnual report
「During the cumulative second quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under Long-Term Vision 2025 and the medium-term management plan. - FY2022-Q1RestatedAnnual report
「During the cumulative first quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under Long-Term Vision 2025 and the medium-term management plan. - FY2021ReframedAnnual report
「As a result, progress was broadly in line with expectations until the outbreak of COVID-19, but after the infection spread, the assumed business environment changed significantly, making achievement of the plan entirely impossible. In light of this situation, fiscal 2021 was repositioned from the previously defined “interim target year for realizing the long-term vision” as an “emergency recovery period” during which every business would make its utmost efforts to recover from the impact of COVID-19 as quickly as possible.」
The company fundamentally revised the positioning of fiscal 2021 as the interim target year of Long-Term Vision 2025 and redefined it as an emergency recovery period. It also plans to update the long-term vision in spring 2022 and announce the Group's vision for around 2030. - FY2021-Q3RestatedAnnual report
「During the cumulative third quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under Long-Term Vision 2025 and the medium-term management plan. - FY2021-Q2RestatedAnnual report
「During the cumulative second quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company reconfirms that there have been no material changes to its existing management strategies under Long-Term Vision 2025 and the medium-term management plan. - FY2021-Q1RestatedAnnual report
「During the cumulative first quarter of the fiscal year, there were no material changes to the management policies, management strategies or other matters established by our group, nor to the business and financial issues that our group should address as priorities.」
The company explicitly states that there have been no material changes to its existing management strategies under Long-Term Vision 2025 and the medium-term management plan. - FY2019AdvancedAnnual report
「Based on this plan, we will advance initiatives aligned with the 4 strategies set out in the long-term vision, with the initial aim of becoming a corporate group capable of consistently generating operating income of ¥110 billion in fiscal 2021, the interim target year, toward achieving the fiscal 2025 operating income target of ¥120 billion.」
The company specified the plan period from fiscal 2018 through fiscal 2021 and the interim target of ¥110 billion in operating income for fiscal 2021 as part of the medium-term management plan for implementing the 4 strategies of Long-Term Vision 2025. - FY2017First statedAnnual report
「This long-term vision targets fiscal 2025, the 37th year of the Heisei era, marking 20 years since the management integration of Hankyu and Hanshin. Under the slogan “Deepening Our Railway Corridor, Expanding Our Fields,” we have established 4 business strategies based on 2 core axes, namely the business areas and business models, stock-type or flow-type businesses, while anticipating the changes in the business environment described above. Through these strategies, the Group aims to achieve sustainable growth in corporate value, targeting operating income of ¥120 billion, EBITDA (Note 3) of ¥200 billion, and a net debt-to-EBITDA multiple in the 5x range in fiscal 2025.」
With fiscal 2025 as the target year, the company set out 4 strategies: deepening its railway corridor, expanding into the Tokyo metropolitan area and overseas, strengthening the competitiveness of flow-type businesses, and leveraging the Group's comprehensive capabilities while developing new business areas.