Worth reading
44Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
8
¥100 millionWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,025Target2,028100 million
Operating profit+0.1%
基準 2,025Target2,028100 million
Net income for the current fiscal year+0.1%
基準 2,025Target2,028100 million
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
What happened to the previous planOperating profit: ¥2.0 billion in FY2030; net income: at least ¥1.0 billion in each fiscal year → FY2025 actual: operating profit of ¥2.4 billion; net income attributable to owners of the parent of ¥1.8 billion（Operating profit: +20.0%; net income: +80.0%）-0.2%Calculated from the two disclosed figures
Key initiatives
01Provide safe and reliable transport services through the reliable implementation of transport safety management.
02Make capital investments to strengthen the foundation for the next generation, including the renewal of aging facilities.
03Continue introducing Mobo 1 KYOTRAM rolling stock featuring high levels of safety, comfort, design quality, and environmental performance.
04Continue reviewing timetables and bus routes in line with demand and improve the convenience of transfers.
05Continue introducing universal-design taxis.
06Plan and implement initiatives to attract visitors by developing tourism resources and disseminating information.
07Maximize and distribute tourism demand (Kyoto area).
08Provide comprehensive, next-generation regional transport infrastructure by leveraging collaboration with local governments, including demand-responsive transport and autonomous-driving demonstration trials (Fukui area).
09Develop a real estate business rooted in the community and contributing to local vibrancy by acquiring highly convenient income-producing properties.
10Strengthen the foundation for the next generation, including through the renewal of aging properties.
11Further revitalize the station-building business in collaboration with local communities and related parties (Arashiyama Station Building and Katabiranotsuji Station Building).
12Plan and implement initiatives to attract visitors by developing tourism resources and disseminating information.
13Make capital investments to strengthen the foundation for the next generation, including the renewal of aging facilities.
14Open a new exhibit facility where visitors can engage with nature and the environment (Echizen Matsushima Aquarium).
15Reduce GHG emissions and contribute to carbon neutrality.
16Continue environmental initiatives based on KES (Kyoto Environmental Management System Standard) certification.
17Foster a corporate culture in which individuals and the organization grow together by enabling diverse human resources to develop and demonstrate their capabilities.
18Continue implementing measures, including the construction of a new head office for Keifuku Electric Railroad Co.,Ltd., to improve the working environment while enhancing employee engagement and operational efficiency.
Risks identified by the company
Population decline, declining birthrate and population aging
Changes in lifestyles and values driven by technological innovation
Increasingly severe natural disasters
Normalization of geopolitical risks worldwide
| Item | Details |
|---|---|
| Plan name | Keifuku Group Medium-Term Management Plan 2028 |
| Plan period | FY2026-FY2028 |
| Progress against the plan | Formulated |
| Sales Target | FY2025 actual: ¥14.8 billion → FY2028 target: ¥16.0 billion（+8.1%） |
| Operating profit target | FY2025 actual: ¥2.4 billion → FY2028 target: ¥2.6 billion（+8.3%） |
| Net income target | FY2025 actual: ¥1.8 billion → FY2028 target: ¥2.0 billion（+11.1%） |
| Key initiatives | Provide safe and reliable transport services through the reliable implementation of transport safety management., Make capital investments to strengthen the foundation for the next generation, including the renewal of aging facilities., Continue introducing Mobo 1 KYOTRAM rolling stock featuring high levels of safety, comfort, design quality, and environmental performance., Continue reviewing timetables and bus routes in line with demand and improve the convenience of transfers., Continue introducing universal-design taxis., Plan and implement initiatives to attract visitors by developing tourism resources and disseminating information., Maximize and distribute tourism demand (Kyoto area)., Provide comprehensive, next-generation regional transport infrastructure by leveraging collaboration with local governments, including demand-responsive transport and autonomous-driving demonstration trials (Fukui area)., Develop a real estate business rooted in the community and contributing to local vibrancy by acquiring highly convenient income-producing properties., Strengthen the foundation for the next generation, including through the renewal of aging properties., Further revitalize the station-building business in collaboration with local communities and related parties (Arashiyama Station Building and Katabiranotsuji Station Building)., Plan and implement initiatives to attract visitors by developing tourism resources and disseminating information., Make capital investments to strengthen the foundation for the next generation, including the renewal of aging facilities., Open a new exhibit facility where visitors can engage with nature and the environment (Echizen Matsushima Aquarium)., Reduce GHG emissions and contribute to carbon neutrality., Continue environmental initiatives based on KES (Kyoto Environmental Management System Standard) certification., Foster a corporate culture in which individuals and the organization grow together by enabling diverse human resources to develop and demonstrate their capabilities., Continue implementing measures, including the construction of a new head office for Keifuku Electric Railroad Co.,Ltd., to improve the working environment while enhancing employee engagement and operational efficiency. |
| Results under the previous plan | Operating profit: ¥2.0 billion in FY2030; net income: at least ¥1.0 billion in each fiscal year → FY2025 actual: operating profit of ¥2.4 billion; net income attributable to owners of the parent of ¥1.8 billion（Operating profit: +20.0%; net income: +80.0%） |
| Risks identified | Population decline, declining birthrate and population aging, Changes in lifestyles and values driven by technological innovation, Increasingly severe natural disasters, Normalization of geopolitical risks worldwide |
| Publication date | 1 June 2026 |
Items this document does not state (15)
Operating profit margin targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsPlan assumptionsReason for revision or withdrawalSize of the Target MarketDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The business environment is undergoing increasing change and uncertainty due to population decline, a declining birthrate and an aging population, changes in lifestyles and values driven by technological innovation, increasingly severe natural disasters, and the normalization of geopolitical risks worldwide. To address these challenges, the Group will strengthen its management foundation by maintaining and securing safety, collaborating with communities along its railway lines, investing in real estate and facility renewals, taking environmental considerations into account, and making effective use of its human resources.
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