Enhancing competitiveness by optimizing capital investment and workforce allocation
First written in FY2018. 4 of 9 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「Under the Third Medium-Term Management Plan (fiscal 2026–2028), we have set final-year targets of ① revenue of ¥10 billion or more, ② operating income of ¥300 million or more, and ③ ROE of 5% or more. We will work as one company under the basic policies of transforming into a cross-selling business, launching multi-workstations (MWS), and strengthening management infrastructure.」
The planning framework changed from the Second Three-Year Medium-Term Plan to the Third Medium-Term Management Plan, with numerical targets and three basic policies established. - 2026-05-18RaisedManagement Planning
「1. Transition to a cross-selling business model ・Synergies through cross-selling across business-unit boundaries 2. Launch of multi-workstations (MWS) ・Proposal of integrated one-stop services 3. Strengthening the functions of the management foundation ・Investment in people and the environment to build a sustainable business foundation ・Building an operational efficiency platform using DX ・Practicing data-driven management」
The company has expanded its previous medium-term management plan and business value enhancement measures into basic policies for fiscal 2026–fiscal 2028 centered on cross-selling, MWS, DX and data-driven management. - FY2024RestatedAnnual report
「For the Group, we launched the Second Three-Year Medium-Term Plan in April 2023, adopting three target themes: enhancing business value, promoting sustainability initiatives, and strengthening human capital, and will pursue these initiatives.」
The Second Three-Year Medium-Term Plan, which began in fiscal 2023, and its three themes of business value, sustainability and human capital remain in place. - FY2023ReframedAnnual report
「The Kyogoku Group launched its second three-year medium-term plan in April of fiscal 2023, setting out 3 themes as targets: enhancing business value, pursuing sustainability initiatives and strengthening human capital.」
The company is switching its planning framework from the medium-term management plan covering fiscal 2019 through fiscal 2022 to the second three-year medium-term plan beginning in fiscal 2023. - FY2022RestatedAnnual report
「During the four-year medium-term management plan, investment will be limited to the minimum necessary, including investment to maintain and continue the four business divisions—transportation, warehousing, port operations and containers—and investment to avoid risks that may arise in the future from changes in the external environment.」
Under the medium-term management plan covering fiscal 2019 through fiscal 2022, the company continues its policy of limiting investment to the minimum necessary to maintain and continue the 4 business divisions and avoid risks. - FY2021RestatedAnnual report
「Since fiscal 2015, the Group has pursued organizational reorganization and institutional reforms to strengthen its internal structure. Having determined that this reorganization and reform would end with fiscal 2018 and that it was necessary to move to the next stage, the Group formulated a four-year medium-term management plan covering fiscal 2019 through fiscal 2022.」
The company continues to move from the reorganization and institutional reforms of fiscal 2015 through fiscal 2018 to the four-year medium-term management plan covering fiscal 2019 through fiscal 2022. - FY2020RestatedAnnual report
「Since fiscal 2015, the Group has pursued organizational reorganization and institutional reforms to strengthen its internal structure. Having determined that this reorganization and reform would end with fiscal 2018 and that it was necessary to move to the next stage, the Group formulated a four-year medium-term management plan covering fiscal 2019 through fiscal 2022.」
The company continues to present a framework for moving from the reorganization and institutional reforms of fiscal 2015 through fiscal 2018 to the medium-term management plan covering fiscal 2019 through fiscal 2022. - FY2019ReframedAnnual report
「Having determined that this reorganization and reform would end with fiscal 2018 and that it was necessary to move to the next stage, the company formulated a four-year medium-term management plan covering fiscal 2019 through fiscal 2022.」
The company ended the previous organizational strengthening and institutional reforms covering fiscal 2016 through fiscal 2018 and moved to a new medium-term management plan covering fiscal 2019 through fiscal 2022. - FY2018First statedAnnual report
「In its medium-term outlook for fiscal 2016 through fiscal 2018, the Group aims to improve competitiveness by optimizing the allocation of capital investment and personnel to enhance profitability, based on thoroughgoing safe operations.」
For its medium-term outlook covering fiscal 2016 through fiscal 2018, the company has for the first time explicitly stated a plan to optimize capital investment and personnel allocation, with safety as the foundation, to improve profitability and competitiveness.