Worth reading
75Important
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
348
¥ millions (FY2028 operating income target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+16.0%
基準 8,702Target10,096million
Operating profit+0.1%
基準 2,025Target2,028million
ROE+3.0pt
基準 2,025Target2,028%
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. For metrics expressed as percentages, differences are shown in percentage points (pt).The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Operating profit marginNot disclosed → FY2028 target: at least 3%
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planFY2025 target: 300 → FY2025 actual: 1640.0%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyOptimize the balance between growth investment and shareholder returns to achieve sustainable growth in corporate value. Specific target levels and the target period for the payout ratio and DOE are not disclosed.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 pricePBR: Aiming for more than 1x.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Maximize the profitability of the core business
02Create the next core business
03Efficient operating structure
04Update all employees
05Transition to a cross-selling business model
06Launch Multi-Workstation (MWS)
07Strengthen the functions of the management platform
08Provide one-stop liquid logistics services
09Expand share in hazardous materials transportation
10Secure relay hubs and improve the efficiency of long-distance transportation
11Bring maintenance in-house and optimize costs
12Improving Profitability
13DX to strengthen proposal capabilities
14Flexible operations
15Distributed storage solutions
16Differentiation and focus
17Proposal-based customs clearance services
18Strengthen the earnings base
19Propose the best solutions
20Sales of high-value-added drums
21Reduce risks associated with outsourcing and build win-win relationships with partner companies
22Fuel oil sales
23Expand ENEOS car leasing and ENEOS Denki services
24Market-Share Expansion
25Strengthening Sales Capabilities
26Reduce and improve the efficiency of expenses
27Form a cross-selling team
28Proactive recruitment
29Transform the corporate culture
30Hyperautomation
31Data-Driven Management Platform
32Visualize human resources information
33Optimize vehicle dispatching
34Promote decarbonization
Plan assumptionsDomestic demand for chemicals is flat to declining, Government estimates indicate a 34% shortfall in transportation capacity by 2030, Global port container throughput increased approximately 1.5-fold from 2010 to 2020 (Source: UNCTAD), Domestic oil demand is expected to decline over the medium to long term, Demand for petroleum products is entering a period of medium- to long-term decline
Segment targetSegment Domestic Transportation Business / Sales Target ¥4,855 million / Operating profit target ¥85 million / Timing FY2028, Segment International Logistics Business (Warehousing) / Sales Target ¥551 million / Operating profit target ¥79 million / Timing FY2028, Segment International Logistics Business (Customs Clearance) / Sales Target ¥243 million / Operating profit target ¥43 million / Timing FY2028, Segment Drum and Pail Business / Sales Target ¥2,520 million / Operating profit target ¥25 million / Timing FY2028, Segment Energy Business / Sales Target ¥1,186 million / Operating profit target ¥3 million / Timing FY2028, Segment Tank Cleaning Business / Sales Target ¥561 million / Operating profit target ¥31 million / Timing FY2028, Segment Multi-Workstation (MWS) / Sales Target ¥180 million / Operating profit target ¥82 million (excluding head office expenses) / Timing FY2028
Non-financial targetsIndicator name Number of customs clearance cases / Target value 300+ cases per month / Timing Plan period, Indicator name CO2 emissions / Target value 7,947t CO2 / Timing FY2028, Indicator name CO2 Emissions Reduction / Target value Reduce by 3% each year / Timing FY2025 to FY2028, Indicator name Routine operations / Target value 50% reduction / Timing Not disclosed, Indicator name Sales opportunities / Target value Double / Timing Not disclosed
Size of the Target MarketMarket Size Not disclosed / Growth rate Global port container throughput increased approximately 1.5-fold from 2010 to 2020 / Source UNCTAD（Container port throughput,annual）
Risks identified by the company
Declining or flat domestic demand for chemicals and increased imports of overseas products
Plant closures and consolidation due to aging facilities
Labor Shortages Due to a Declining Birthrate and an Aging Population
Labor shortages and rising labor costs in the warehousing industry
Intensifying competition with major logistics companies
Declining profit margins due to intensifying price competition
Aging warehouse workers
Differences in equipment and facilities compared with industry peers
Insufficient individual skills for DX adoption
Gaps in staffing
Declining demand for new cans
Declining competitiveness due to insufficient transportation capacity
Risk of industry restructuring
Insufficient flexibility in pricing strategy
Market contraction accompanying the decline in fuel oil demand
Industry restructuring through M&A
Regional imbalances in demand due to the restructuring of oil refining facilities
Market contraction accompanying the decline in oil demand
Intensifying competition due to changes in ordering methods
Constraints on securing and developing human resources
| Item | Details |
|---|---|
| Plan name | Third Medium-Term Management Plan |
| Plan period | FY2026-FY2028, 3 years |
| Progress against the plan | Formulated |
| Sales Target | FY2025 actual: 8,702 → FY2028 target: 10,096 |
| Operating profit target | FY2025 actual: 164 → FY2028 target: 348 |
| Operating profit margin target | Not disclosed → FY2028 target: at least 3% |
| ROE target | FY2025 actual: 3.9% → FY2028 target: 5.0% |
| Payout ratio / DOE policy | Optimize the balance between growth investment and shareholder returns to achieve sustainable growth in corporate value. Specific target levels and the target period for the payout ratio and DOE are not disclosed. |
| Self-assessment of PBR and share price | PBR: Aiming for more than 1x. |
| Segment target | Segment Domestic Transportation Business / Sales Target ¥4,855 million / Operating profit target ¥85 million / Timing FY2028, Segment International Logistics Business (Warehousing) / Sales Target ¥551 million / Operating profit target ¥79 million / Timing FY2028, Segment International Logistics Business (Customs Clearance) / Sales Target ¥243 million / Operating profit target ¥43 million / Timing FY2028, Segment Drum and Pail Business / Sales Target ¥2,520 million / Operating profit target ¥25 million / Timing FY2028, Segment Energy Business / Sales Target ¥1,186 million / Operating profit target ¥3 million / Timing FY2028, Segment Tank Cleaning Business / Sales Target ¥561 million / Operating profit target ¥31 million / Timing FY2028, Segment Multi-Workstation (MWS) / Sales Target ¥180 million / Operating profit target ¥82 million (excluding head office expenses) / Timing FY2028 |
| Non-financial targets | Indicator name Number of customs clearance cases / Target value 300+ cases per month / Timing Plan period, Indicator name CO2 emissions / Target value 7,947t CO2 / Timing FY2028, Indicator name CO2 Emissions Reduction / Target value Reduce by 3% each year / Timing FY2025 to FY2028, Indicator name Routine operations / Target value 50% reduction / Timing Not disclosed, Indicator name Sales opportunities / Target value Double / Timing Not disclosed |
| Plan assumptions | Domestic demand for chemicals is flat to declining, Government estimates indicate a 34% shortfall in transportation capacity by 2030, Global port container throughput increased approximately 1.5-fold from 2010 to 2020 (Source: UNCTAD), Domestic oil demand is expected to decline over the medium to long term, Demand for petroleum products is entering a period of medium- to long-term decline |
| Key initiatives | Maximize the profitability of the core business, Create the next core business, Efficient operating structure, Update all employees, Transition to a cross-selling business model, Launch Multi-Workstation (MWS), Strengthen the functions of the management platform, Provide one-stop liquid logistics services, Expand share in hazardous materials transportation, Secure relay hubs and improve the efficiency of long-distance transportation, Bring maintenance in-house and optimize costs, Improving Profitability, DX to strengthen proposal capabilities, Flexible operations, Distributed storage solutions, Differentiation and focus, Proposal-based customs clearance services, Strengthen the earnings base, Propose the best solutions, Sales of high-value-added drums, Reduce risks associated with outsourcing and build win-win relationships with partner companies, Fuel oil sales, Expand ENEOS car leasing and ENEOS Denki services, Market-Share Expansion, Strengthening Sales Capabilities, Reduce and improve the efficiency of expenses, Form a cross-selling team, Proactive recruitment, Transform the corporate culture, Hyperautomation, Data-Driven Management Platform, Visualize human resources information, Optimize vehicle dispatching, Promote decarbonization |
| Results under the previous plan | FY2025 target: 300 → FY2025 actual: 164 |
| Size of the Target Market | Market Size Not disclosed / Growth rate Global port container throughput increased approximately 1.5-fold from 2010 to 2020 / Source UNCTAD（Container port throughput,annual） |
| Risks identified | Declining or flat domestic demand for chemicals and increased imports of overseas products, Plant closures and consolidation due to aging facilities, Labor Shortages Due to a Declining Birthrate and an Aging Population, Labor shortages and rising labor costs in the warehousing industry, Intensifying competition with major logistics companies, Declining profit margins due to intensifying price competition, Aging warehouse workers, Differences in equipment and facilities compared with industry peers, Insufficient individual skills for DX adoption, Gaps in staffing, Declining demand for new cans, Declining competitiveness due to insufficient transportation capacity, Risk of industry restructuring, Insufficient flexibility in pricing strategy, Market contraction accompanying the decline in fuel oil demand, Industry restructuring through M&A, Regional imbalances in demand due to the restructuring of oil refining facilities, Market contraction accompanying the decline in oil demand, Intensifying competition due to changes in ordering methods, Constraints on securing and developing human resources |
Items this document does not state (9)
Net income targetROIC targetTreasury share acquisition policyCost of capitalTotal investment planInvestment amount by sectorReason for revision or withdrawalDate of board resolutionPublication date
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.Under the Second Medium-Term Management Plan, the core domestic transportation and international logistics businesses underperformed due to lower handling volumes and the abandonment of new businesses, while the Company recognizes that improving capital efficiency is an urgent priority. Under the Third Medium-Term Management Plan, the Company will transition to a cross-selling business model, launch MWS and strengthen the functions of its management platform in order to maximize the value provided to customers.
How to read this page
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