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
33000
¥ million (business investment; cumulative amount over the plan period)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet SalesNot disclosed → 61,000 Millions of yen (operating revenue)
Operating profitNot disclosed → ¥4,000 million
ROENot disclosed → 8% or higher
Only the target level is shown because the current level for comparison was not provided.Total investment plan¥33,000 million
Statements about the use of capital
Payout ratio / DOE policyThe Company aims for a dividend payout ratio of at least 30%. The applicable period is not specified.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share priceThe Company will pursue management that is conscious of its cost of capital and share price, and strive to ensure that an appropriate share price is established. Numerical assessments of PBR and the share price level are Not disclosed.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Create a safe working environment in which employees can work with pride and a sense of purpose, thereby improving employee engagement.
02Expand the business domain by enhancing logistics services between the Kanto and Kansai regions, centered on strategic products.
03Promote DX (digital transformation) through the active adoption of advanced technologies and pursue innovation in logistics services for the future.
04Pursue management that is conscious of the cost of capital and share price.
05Advance efforts to address social issues.
06Pursue new logistics services and expand the business domain.
07Expand the transportation network by leveraging the inter-hub transportation (e-change) platform.
08Expand e-commerce logistics.
09Expand the joint delivery network.
10Expand the network of partner companies.
11Enhance procurement logistics.
12Establish new logistics facilities to provide optimal logistics services.
13Make investments to advance the business strategy.
14Promote DX (digital transformation) through the active adoption of advanced technologies and pursue innovation in logistics services for the future.
15Work with customers on the introduction of electric and autonomous vehicles as these technologies advance.
16Invest to enhance the value of human capital.
17Invest on the premise that human resources constitute the human capital that enhances business value.
18Actively promote initiatives to maintain and improve employee health, leading to organizational revitalization and higher productivity.
19Comply with laws and regulations and advance efforts to strengthen corporate governance.
20Pursue environmentally friendly logistics.
Plan assumptionsThe plan is based on various premises and assumptions determined by the Company. Specific exchange rates, market growth rates, raw material prices and other information are Not disclosed.
Risks identified by the company
Differences between actual results and the plan arising from various factors, including future changes in the business environment.
| Item | Details |
|---|---|
| Plan name | New Medium-Term Management Plan |
| Plan period | Five years, from fiscal 2026 through fiscal 2030 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → 61,000 Millions of yen (operating revenue) |
| Operating profit target | Not disclosed → ¥4,000 million |
| ROE target | Not disclosed → 8% or higher |
| Payout ratio / DOE policy | The Company aims for a dividend payout ratio of at least 30%. The applicable period is not specified. |
| Self-assessment of PBR and share price | The Company will pursue management that is conscious of its cost of capital and share price, and strive to ensure that an appropriate share price is established. Numerical assessments of PBR and the share price level are Not disclosed. |
| Total investment plan | ¥33,000 million |
| Plan assumptions | The plan is based on various premises and assumptions determined by the Company. Specific exchange rates, market growth rates, raw material prices and other information are Not disclosed. |
| Key initiatives | Create a safe working environment in which employees can work with pride and a sense of purpose, thereby improving employee engagement., Expand the business domain by enhancing logistics services between the Kanto and Kansai regions, centered on strategic products., Promote DX (digital transformation) through the active adoption of advanced technologies and pursue innovation in logistics services for the future., Pursue management that is conscious of the cost of capital and share price., Advance efforts to address social issues., Pursue new logistics services and expand the business domain., Expand the transportation network by leveraging the inter-hub transportation (e-change) platform., Expand e-commerce logistics., Expand the joint delivery network., Expand the network of partner companies., Enhance procurement logistics., Establish new logistics facilities to provide optimal logistics services., Make investments to advance the business strategy., Promote DX (digital transformation) through the active adoption of advanced technologies and pursue innovation in logistics services for the future., Work with customers on the introduction of electric and autonomous vehicles as these technologies advance., Invest to enhance the value of human capital., Invest on the premise that human resources constitute the human capital that enhances business value., Actively promote initiatives to maintain and improve employee health, leading to organizational revitalization and higher productivity., Comply with laws and regulations and advance efforts to strengthen corporate governance., Pursue environmentally friendly logistics. |
| Risks identified | Differences between actual results and the plan arising from various factors, including future changes in the business environment. |
| Publication date | 26 March 2026 |
Items this document does not state (12)
Operating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalInvestment amount by sectorSegment targetNon-financial targetsResults under the previous planReason 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.In response to increasingly sophisticated logistics needs.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.