Achievement of the DAN-TOTSU Management Plan 2019 and Three-Year STEP Plan

「Because consolidated performance is generally progressing in line with the plan, there is no change from the previous announcement, issued on 14 May 2026, to the consolidated earnings forecasts for the cumulative second quarter and the full year.」

「当該中期経営計画の最終年度となる2027年３月期においては、計画策定時に連結営業収益２兆～２兆4,000億円、連結営業利益1,200～1,600億円（連結営業利益率６％以上）、ＲＯＥ12％以上、ＲＯＩＣ８％以上と設定しましたが、事業環境の変化や取組みの進捗状況等を踏まえ、2027年３月期の連結業績見通しを連結営業収益１兆9,200億円、連結営業利益420億円（連結営業利益率2.2％）、ＲＯＥ4.2％、ＲＯＩＣ3.7％へ見直しました。」

「Based on the progress of the medium-term management plan Sustainability Transformation 2030 – 1st Stage – and changes in the business environment, the Yamato Group updated its numerical plan for the fiscal year ending March 2027, setting consolidated operating revenue at ¥1.94 trillion, consolidated operating income at ¥60 billion, ROE of at least 6%, and ROIC of at least 5%.」

「当該中期経営計画の最終年度となる2027年３月期において、連結営業収益２兆～２兆4,000億円、連結営業利益1,200～1,600億円（連結営業利益率６％以上）、ＲＯＥ12％以上、ＲＯＩＣ８％以上の達成を目標として設定しています。なお、当計画および数値目標については、初年度である2025年３月期の業績および当計画の進捗状況、事業環境の変化等を踏まえ、精査しています。」

「このような状況下、ヤマトグループは、経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、中期経営計画「サステナビリティ・トランスフォーメーション2030 ～1st Stage～」に基づき、宅急便ネットワークの強靭化による基盤領域の利益成長、ビジネスソリューションの提供を通じた法人ビジネス領域の拡大、多様化する顧客や社会のニーズに応える新たなビジネスモデルの事業化および、グループ経営基盤の強化など「経済価値」を生み出すとともに、社会の持続可能性に向けた「環境価値」「社会価値」を創造する取組みを推進しています。」

「For consolidated performance in the fiscal year ending March 2024, the final year of the medium-term management plan, the Group revised the targets set when the plan was formulated—consolidated operating revenue of ¥2 trillion, consolidated operating income of ¥120 billion, a consolidated operating margin of 6.0%, and ROE of 10%—to ¥1.86 trillion in operating revenue, ¥80 billion in operating income, a 4.3% operating margin, and ROE of 8.3%, taking into account changes in the external environment, including higher prices and consumption trends. Actual results were consolidated operating revenue of ¥1,758.626 billion, consolidated operating income of ¥40.059 billion, a consolidated operating margin of 2.3%, and ROE of 6.3%.」

「The Company formulated the Yamato Group medium-term management plan Sustainability Transformation 2030 – 1st Stage –, whose final year is the fiscal year ending March 2027 (the “SX2030 – 1st Stage –”).」

「このような状況下、ヤマトグループは、経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、グループ各社の経営資源を結集したグループ経営体制の下、お客様や社会の多様化するニーズに対する総合的な提供価値の拡大に向けた取組みを推進しています。」

「このような状況下、ヤマトグループは経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、グループ各社の経営資源を結集したグループ経営体制の下、生活様式の変化と流通構造の変化に対応するサプライチェーンの変革に向けて、お客様や社会のニーズに対する総合的な提供価値の拡大に取り組んでいます。」

「このような状況下、ヤマトグループは経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、グループ各社の経営資源を結集したグループ経営体制のもと、2024年３月期を最終年度とする中期経営計画「Oneヤマト2023」に基づき、生活様式の変化と流通構造の変化に対応するサプライチェーンの変革に向けて、お客様や社会のニーズに対し総合的な価値提供に取り組みました。」

「このような状況下、ヤマトグループは経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、グループ各社の経営資源を結集したグループ経営体制の下、2024年３月期を最終年度とする中期経営計画「Oneヤマト2023」に基づき、生活様式の変化と流通構造の変化に対応するサプライチェーンの変革に向けて、お客様や社会のニーズに対し総合的な価値提供に取り組みました。」

「このような状況下、ヤマトグループは経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、グループ各社の経営資源を結集したグループ経営体制の下、2024年３月期を最終年度とする中期経営計画「Oneヤマト2023」に基づき、生活様式の変化と流通構造の変化に対応するサプライチェーンの変革に向けて、お客様や社会のニーズに対し総合的な価値提供に取り組みました。」

「For the fiscal year ending March 2024, the final year of the medium-term management plan, the targets remain unchanged at consolidated operating revenue of ¥2 trillion, consolidated operating income of ¥120 billion, a consolidated operating margin of 6.0%, and ROE of 10.0%.」

「このような状況下、ヤマトグループは経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、グループ各社の経営資源を結集した新しいヤマト運輸を中核とする新たなグループ経営体制をスタートさせました。そして、2024年３月期を最終年度とする中期経営計画「Oneヤマト2023」に基づき、生活様式の変化と流通構造の変化に対応するサプライチェーンの変革に向けて、お客様や社会のニーズに対し、総合的な価値提供に取り組みました。」

「このような状況下、ヤマトグループは経営理念に掲げる「豊かな社会の実現への貢献」を通じた持続的な企業価値の向上を実現するため、グループ各社の経営資源を結集した新しいヤマト運輸を中核とする新たなグループ経営体制をスタートさせました。そして、2024年３月期を最終年度とする中期経営計画「Oneヤマト2023」に基づき、生活様式の変化と流通構造の変化に対応するサプライチェーンの変革に向けて、お客様や社会のニーズに対し、総合的な価値提供に取り組みました。」

「「Oneヤマト2023」では、ラストマイルの配送の強み、多くの法人顧客との接点を起点として、グループ一丸で幅広い顧客のサプライチェーンの下流から中・上流まで入り込むことを掲げ、これらを通じて顧客・社会のニーズ変化に「Oneヤマト」で向き合い、「物流」領域を徹底的に強化することを基本方針と定めました。なお、当該中期経営計画の最終年度となる2024年３月期において、連結営業収益２兆円、連結営業利益1,200億円（連結営業利益率6.0％）、ROE10.0％の達成を目標としております。」

「Under One Yamato 2023, the Group will undertake nine priority initiatives to consolidate these achievements and provide comprehensive value in transforming supply chains for the new era, becoming a partner that supports not only the convenience of individual and regional customers but also the management of corporate customers. The numerical targets for the fiscal year ending March 2024, the final year of the medium-term management plan, are operating revenue of ¥2 trillion, operating income of ¥120 billion, an operating margin of 6%, and ROE of at least 10%.」

「In April 2021, the Group will transition from the current function-based structure to a management structure comprising four business divisions—Retail, Regional Corporate, Global Corporate, and EC—and four functional divisions. Over the medium to long term, for the fiscal year ending March 2024, the Group targets operating revenue of ¥2 trillion, operating income of at least ¥120 billion, and ROE of at least 10%. The detailed medium-term management plan, including key management indicators, is being considered as a three-year plan beginning in the fiscal year ending March 2022.」

「In January 2020, based on the results and challenges of the current medium-term management plan KAIKAKU 2019 for NEXT100 and changes in the external environment, the Group formulated YAMATO NEXT100, a management structural reform plan serving as its long-term management blueprint. The plan comprises three business structural reforms—Takkyubin digital transformation, establishment of an EC ecosystem, and expansion of the B2B logistics business—and three foundational structural reforms—renewal of the group management structure, transition to data-driven management, and sustainability initiatives. The Group will steadily implement the plan and pursue sustainable growth.」

「Under these circumstances, to continue providing high-quality services, the YAMATO Group is strengthening its management foundation to support sustainable growth under the medium-term management plan KAIKAKU 2019 for NEXT100, which is centered on three reforms: structural reform of the Delivery Business; earnings and business structural reform to achieve discontinuous growth; and structural reform of group management to achieve sustainable growth, with work-style reform at the center of management.」

「For the consolidated outlook for the fiscal year ending March 2020, the final year of the medium-term management plan, consolidated operating revenue is expected to be ¥1.695 trillion and consolidated operating income ¥72 billion, partly because Takkyubin volumes are expected to exceed the assumptions in the plan as a result of initiatives such as rebuilding the last-mile network and expanding delivery capacity.」

「Under these circumstances, to continue providing high-quality services, the YAMATO Group is strengthening its management foundation to support sustainable growth under the medium-term management plan KAIKAKU 2019 for NEXT100, which is centered on three reforms: structural reform of the Delivery Business; earnings and business structural reform to achieve discontinuous growth; and structural reform of group management to achieve sustainable growth, with work-style reform at the center of management.」

「Under these circumstances, to continue providing high-quality services, the YAMATO Group is strengthening its management foundation to support sustainable growth under the medium-term management plan KAIKAKU 2019 for NEXT100, which is centered on three reforms: structural reform of the Delivery Business; earnings and business structural reform to achieve discontinuous growth; and structural reform of group management to achieve sustainable growth, with work-style reform at the center of management.」

「Under these circumstances, to continue providing high-quality services, the YAMATO Group is strengthening its management foundation to support sustainable growth under the medium-term management plan KAIKAKU 2019 for NEXT100, which is centered on three reforms: structural reform of the Delivery Business; earnings and business structural reform to achieve discontinuous growth; and structural reform of group management to achieve sustainable growth, with work-style reform at the center of management.」

「Under these circumstances, to continue providing high-quality services, the Yamato Group formulated the medium-term management plan KAIKAKU 2019 for NEXT100, placing work-style reform at the center of management and establishing three reforms as its pillars: structural reform of the Delivery business; earnings and business structural reform to achieve non-linear growth; and structural reform of the Group management framework to support sustainable growth. The Group focused on strengthening its management foundation to support sustainable growth.」

「The Yamato Group, which will celebrate its 100th anniversary in 2019, formulated the medium-term management plan KAIKAKU 2019 for NEXT100 to strengthen its management foundation and achieve sustainable growth over the next 100 years. The plan places work-style reform at the center of management in order to realize a workplace that is both easy and rewarding to work in across the Yamato Group and further practice the Group’s founding principle of management by all employees. At the same time, the Group will implement three reforms: structural reform of the Delivery business; earnings and business structural reform to achieve non-linear growth; and structural reform of the Group management framework to support sustainable growth. In addition, the Group will work to respond nimbly to digital innovation and establish a higher standard of governance as a global company. For the fiscal year ending March 2020, the final year of the plan, the Group is targeting consolidated operating revenue of ¥1.67 trillion, consolidated operating income of ¥72 billion, a consolidated operating margin of 4.3%, and ROE of 7.7%.」

「On 31 July 2017, the consolidated earnings forecast for the current consolidated fiscal year was set at operating revenue of ¥1,490 billion, operating profit of ¥25 billion and an operating margin of 1.7%.」

「Against this backdrop, in the 153rd fiscal period (fiscal year ended March 2018), the Delivery business implemented structural reforms focused on improving working conditions, controlling total Takkyubin volumes, improving transportation and pickup-and-delivery efficiency, and revising basic Takkyubin rates, and will redesign its business model to meet the needs of the coming era. The Yamato Group is promoting work-style reform and business structural reform across the Group and will strengthen the foundation for continued growth over the long term. For the 153rd fiscal period (fiscal year ended March 2018), the Group is targeting consolidated operating revenue of ¥1.47 trillion, operating income of ¥30 billion, and an operating margin of 2.0%. The specific details of its medium-term growth strategy remain under consideration in light of the structural reforms described above.」

「Against this backdrop, YAMATO HOLDINGS CO.,LTD. pursued the construction of a high-quality, efficient logistics network and the creation of high-value-added business models by combining the Group’s management resources, with the aim of achieving the long-term DAN-TOTSU Management Plan 2019 and the medium-term DAN-TOTSU Three-Year STEP Plan.」

「Against this backdrop, YAMATO HOLDINGS CO.,LTD. pursued the construction of a high-quality, efficient logistics network and the creation of high-value-added business models by combining the Group’s management resources, with the aim of achieving the long-term DAN-TOTSU Management Plan 2019 and the medium-term DAN-TOTSU Three-Year STEP Plan.」

「YAMATO HOLDINGS CO.,LTD. pursued the construction of a high-quality, efficient logistics network and the creation of high-value-added business models by combining the Group’s management resources, with the aim of achieving the long-term DAN-TOTSU Management Plan 2019 and the medium-term DAN-TOTSU Three-Year STEP Plan.」