Medium-Term Management Plan “Kyoso 136 Plan”
First written in FY2018. 14 of 21 entries say "Restated". Latest entry: 2026-05-19.
No other company in this theme has enough history to compare yet.
- FY2026-H1ReframedAnnual report
「During the 3 years toward achieving the “NANKAI Group Medium-Term Management Plan 2025-2027,” based on the improvement in the financial structure, the Group will accelerate investments to expand earnings and investments in safety and renewal while securing fundamental financial soundness.」
The name and framework of the medium-term plan changed from the Co-Creation 140 Plan to the NANKAI Group Medium-Term Management Plan 2025-2027, covering fiscal 2025 through fiscal 2027. - FY2024AdvancedAnnual report
「Management indicators Fiscal 2023 (actual) Fiscal 2024 (target) Operating profit (*1) ¥32.0 billion ¥28.0 billion Net interest-bearing debt/EBITDA multiple (*2) 6.5x 7.5x or less」
The Co-Creation 140 Plan reported fiscal 2023 operating profit of ¥32.0 billion and a net interest-bearing debt/EBITDA multiple of 6.5x, exceeding the final-year operating profit target and coming in below the target multiple. - FY2024-Q3RestatedAnnual report
「There were no material changes to the management policies, management strategies or other matters established by our Group during the cumulative third quarter.」
The Group has reaffirmed that there have been no material changes to its management policies, management strategies or other matters, including the Co-Creation 140 Plan. - FY2024-Q2RestatedAnnual report
「Under the "Kyoso 140 Plan," our basic policy is to execute necessary investments, including safety and renewal investments and growth investments, from a medium- to long-term perspective, while maintaining financial soundness as the overriding priority.」
Under the Co-Creation 140 Plan, the Group has reaffirmed its policy of making necessary investments, including safety, renewal and growth investments, while maintaining financial soundness. - FY2024-Q1RestatedAnnual report
「Under the "Kyoso 140 Plan," our basic policy is to execute necessary investments, including safety and renewal investments and growth investments, from a medium- to long-term perspective, while maintaining financial soundness as the overriding priority.」
Under the Co-Creation 140 Plan, the Group continues to pursue a policy of making necessary safety, renewal and growth investments while maintaining financial soundness. - FY2023AdvancedAnnual report
「Following the COVID-19 pandemic, the Group is currently implementing the Co-Creation 140 Plan, a medium-term management plan covering the 3-year period from fiscal 2022 through fiscal 2024, to rebuild its businesses and establish a foundation for growth.」
The Group continues to monitor progress toward implementing the first-year initiatives and achieving the fiscal 2024 targets under the Co-Creation 140 Plan, which succeeded the Co-Creation 136 Plan. - FY2023-Q3RestatedAnnual report
「Although the impact of COVID-19 continues, our basic policy under the Co-Creation 140 Plan is to make necessary investments, including safety, renewal and growth investments, from a medium- to long-term perspective, based on maintaining financial soundness.」
The Group has reaffirmed its policy under the Co-Creation 140 Plan of making safety, renewal and growth investments while maintaining financial soundness, even as the impact of COVID-19 continues. - FY2022ReframedAnnual report
「To realize this "2050 corporate vision," our group formulated and began implementing the new medium-term management plan "Kyoso 140 Plan" covering the 3-year period from fiscal 2022 through fiscal 2024, in order to rebuild the business after the COVID-19 pandemic and lay the foundations for growth.」
The Group transitioned from the Co-Creation 136 Plan to the Co-Creation 140 Plan, aimed at rebuilding the business and establishing a foundation for growth following the COVID-19 pandemic. - FY2022-Q3RestatedAnnual report
「During the 10-year period from fiscal 2018 through fiscal 2027 to achieve the “Nankai Group Management Vision 2027,” the Company basically intends to prioritize the allocation of operating cash flow to growth investments and strengthen its financial position by improving profitability. In response to the ongoing spread of COVID-19, however, it is pursuing thorough cost reductions and restraining capital investment based on assessments of safety and urgency until there is a clear prospect of the situation coming under control.」
While setting out a policy of prioritizing the allocation of operating cash flow to growth investments related to the medium-term plan, the Group continues to restrain capital investment amid the spread of COVID-19. - FY2022-Q2RestatedAnnual report
「During the 10-year period from fiscal 2018 through fiscal 2027 to achieve the “Nankai Group Management Vision 2027,” the Company basically intends to prioritize the allocation of operating cash flow to growth investments and strengthen its financial position by improving profitability. In response to the ongoing spread of COVID-19, however, it is pursuing thorough cost reductions and restraining capital investment based on assessments of safety and urgency until there is a clear prospect of the situation coming under control.」
While setting out a growth investment policy under the Nankai Group Management Vision 2027, the Group continues to reduce costs and restrain capital investment amid the spread of COVID-19. - FY2022-Q1RestatedAnnual report
「During the 10-year period from fiscal 2018 through fiscal 2027 to achieve the “Nankai Group Management Vision 2027,” the Company basically intends to prioritize the allocation of operating cash flow to growth investments and strengthen its financial position by improving profitability. In response to the ongoing spread of COVID-19, however, it is pursuing thorough cost reductions and restraining capital investment based on assessments of safety and urgency until there is a clear prospect of the situation coming under control.」
While setting out a policy of prioritizing the allocation of operating cash flow to growth investments related to the Co-Creation 136 Plan and the Nankai Group Management Vision 2027, the Group is restraining capital investment amid the spread of COVID-19. - FY2021-Q3RestatedAnnual report
「During the 10-year period from fiscal 2018 through fiscal 2027 to achieve the “Nankai Group Management Vision 2027,” the Company basically intends to prioritize the allocation of operating cash flow to growth investments and strengthen its financial position by improving profitability. In response to the ongoing spread of COVID-19, however, it is pursuing thorough cost reductions and restraining capital investment based on assessments of safety and urgency until there is a clear prospect of the situation coming under control.」
While setting out a policy of prioritizing the allocation of operating cash flow to growth investments under the Nankai Group Management Vision 2027, the Group continues to reduce costs and restrain capital investment amid the spread of COVID-19. - FY2021-Q1SoftenedAnnual report
「During the 10-year period from fiscal 2018 through fiscal 2027 to achieve the “Nankai Group Management Vision 2027,” the Company basically intends to prioritize the allocation of operating cash flow to growth investments and strengthen its financial position by improving profitability. In response to the ongoing spread of COVID-19, however, it is pursuing thorough cost reductions and restraining capital investment based on assessments of safety and urgency until there is a clear prospect of the situation coming under control.」
In addition to the policy of prioritizing the allocation of operating cash flow to growth investments, the Group added cost reductions and restraint of capital investment until the COVID-19 situation subsides as measures to respond to the spread of COVID-19. - FY2020RestatedAnnual report
「As the first phase of our efforts toward achieving the Nankai Group Management Vision 2027, the Group formulated the Co-Creation 136 Plan, a medium-term management plan covering the initial three-year period from fiscal 2018 through fiscal 2020. We positioned this period as the “foundation-building period” for laying the groundwork for future growth and are implementing the plan with the aim of creating new value together with stakeholders connected to the Group.」
The Group has reaffirmed that it is implementing the Co-Creation 136 Plan as the foundation-building period for fiscal 2018 through fiscal 2020. - FY2020-Q2RestatedAnnual report
「As the first phase of our efforts toward achieving this, we formulated and are implementing the Co-Creation 136 Plan, a medium-term management plan covering the initial three-year period from fiscal 2018 through fiscal 2020.」
The Group continues to implement the Co-Creation 136 Plan as the first-phase plan for fiscal 2018 through fiscal 2020, with the aim of enhancing corporate value. - FY2019-Q3RestatedAnnual report
「As the first phase of our efforts toward achieving this, we formulated and are implementing the Co-Creation 136 Plan, a medium-term management plan covering the initial three-year period from fiscal 2018 through fiscal 2020. Under this Co-Creation 136 Plan, we established the following 5 basic policies and will pursue sustainable growth and medium- to long-term enhancement of corporate value.」
The Group continues to implement the Co-Creation 136 Plan as the first-phase plan for fiscal 2018 through fiscal 2020 and has reaffirmed its implementation based on the 5 basic policies. - FY2019-Q2RestatedAnnual report
「As the first phase of our efforts toward achieving this, we formulated and are implementing the Co-Creation 136 Plan, a medium-term management plan covering the initial three-year period from fiscal 2018 through fiscal 2020. Under this Co-Creation 136 Plan, we established the following 5 basic policies and will pursue sustainable growth and medium- to long-term enhancement of corporate value.」
The Co-Creation 136 Plan has been reaffirmed as the first-phase plan for fiscal 2018 through fiscal 2020, with 5 basic policies specified. - FY2018First statedAnnual report
「We will steadily implement the Co-Creation 136 Plan, a medium-term management plan covering the initial three-year period from fiscal 2018 through fiscal 2020. We have positioned this period as the “foundation-building period” for laying the groundwork for future growth, with the aim of creating new value together with stakeholders connected to the Group.」
First introduced as the medium-term plan covering fiscal 2018 through fiscal 2020. The period was positioned as a foundation-building period, with a commitment to co-creating value with stakeholders.