Daiwa Motor Transportation Co.,Ltd.

Generating Taxi Demand Through the Use of Ride-Hailing Apps

An initiative that uses ride-hailing apps and upfront fixed-fare services to attract new taxi customers, improve convenience, and generate demand.

4companies4 threads

helps 4

FY2019 →

Expansion of the business base through M&A in the car-life and fuel sales businesses

Covers efforts to strengthen the network and business base for car-life-related services, fuel sales, FC cards and real estate through the acquisition of shares in 上燃株式会社, 東京ガスオートサービス and 宮園砿油, and through share exchanges.

3companies3 threads

helps 3

Improving convenience through taxi fare reductions, shared rides and ride-sharing

Initiatives to improve the convenience of taxi use and enable new forms of use by lowering initial fares, introducing shared-ride taxis and pre-determined fares, and promoting Japan-style ride-sharing.

3companies3 threads

helps 3

FY2017-Q3 →

Diversification of travel services by customer profile and use case

Initiatives to expand travel and mobility-related services tailored to customer profiles and use cases, including flat-rate, pregnancy-focused, premium, sightseeing and accommodation services with transfers, with the aim of improving convenience and access.

2companies2 threads

helps 2

Business Structure Transformation through Vision2035 and the Sixth and Seventh Medium-Term Management Plans

A theme focused on 6674's transition from the Sixth Medium-Term Management Plan to the Seventh Medium-Term Management Plan in pursuit of its long-term Vision2035, while building a business foundation centered on mobility and social infrastructure and transforming its business structure.

2companies2 threads

helps 2

FY2023 → FY2026

Taxi service capacity adjustments during an infectious disease outbreak

A time-dependent operating response to the decline in taxi demand caused by COVID-19, involving planned reductions in the number of vehicles in service and the lifting of those adjustments as demand recovers.

Improving operating efficiency and strengthening the earnings base through larger facilities and multi-level use

hurts 1

FY2021-Q1 → FY2022-Q3

An ongoing initiative to secure a stable earnings base by improving operating efficiency through larger facilities and three-dimensional use of sites, while capturing demand from large corporate customers. This also includes reorganising the sales structure through measures such as company splits.

Independent management and reporting segmentation of the service and maintenance business

FY2017 →

A theme involving the separation of service and maintenance operations from the real estate business following TMJ's conversion into a subsidiary, and their management and disclosure as an independent reportable segment.

Establishing a sustainable business under the medium-term management plan "Start80"

FY2021 → FY2022-Q1

A theme focused on 9082's efforts under the medium-term management plan "Start80," launched in April 2016, to establish an independently managed, sustainable business with a clear accountability structure. It also covers the plan's outcomes through recruitment and talent development, the introduction of advanced technologies, and participation in demonstration projects.

Building and expanding the vehicle network

FY2016 → FY2020-Q3

A theme focused on building a vehicle network of approximately 6,000 vehicles and strengthening the business base and transport network by further expanding the fleet.

Expansion of the brand and business base in the North Tama transport area through the acquisition of 十全交通

FY2017 →

A specific transaction aimed at expanding the Daiwa brand's presence in the North Tama transport area, earning customer trust, and strengthening the regional transportation business base, starting with a business alliance with 十全交通 and progressing through its acquisition as a subsidiary and consolidation.

High-quality passenger road transport services combining hospitality and safety

FY2024-Q1 → FY2026-H1

A policy of continuously providing high-quality transportation services in the passenger road transport business by integrating safety, security and hospitality, based on customer-first service, driver training and the latest equipment.

Improving profitability through information sharing and new customer development in the hire-car segment

An ongoing initiative in the hire-car segment to strengthen profitability and earnings capacity by expanding sales and securing profits through information sharing inside and outside the company and by developing new and high-value customers, including in the welfare sector.

Higher retirement benefit outflows due to an aging workforce and an increase in retirees

FY2017-Q1 →

The risk that retirement benefit outflows will increase temporarily or persistently as the workforce ages and the number of retirees rises. The direct cause is the increase in retirees, not actuarial assumptions in retirement benefit accounting or pension asset management.

Building a Sound Profit Structure and Maintaining Regional Transportation Infrastructure through the Medium-Term Management Plan 2027

hurts 1

FY2016 → FY2018

A theme under which 9082 will pursue a shift to a sounder earnings structure, maintain regional transport infrastructure, renew its management base, and develop new services and pilot projects under Medium-Term Management Plan 2027 for fiscal 2025 through fiscal 2027. The plan also includes numerical targets for consolidated operating profit, ROE, and the dividend payout ratio.

Production and supply supplementation through a jointly invested company’s factory in Vietnam

FY2026-H1 → FY2026

An initiative that uses production at a factory in Vietnam operated by a jointly invested company, while supplementing steady local production and addressing operating constraints during the COVID-19 pandemic through domestic production.

Improving competitiveness and profitability by spinning off the chauffeured car service business

FY2019-Q3 →

A company-specific, time-specific reorganisation project involving the spin-off of the chauffeur-driven car business into a separate company, with the aim of strengthening competitiveness and improving growth and earnings capacity by clarifying the management and accountability structure.

Entry into for-hire freight transport and food delivery following deregulation

FY2016 → FY2016

An initiative involving entry into and a focus on food delivery services after applying for a permit for for-hire freight transport following deregulation. It addresses new market entry and service expansion prompted by regulatory changes.

Strengthening IT and mobility services through a capital and business alliance with モーション

FY2021-Q1 → FY2022-Q1

An individual strategic partnership involving the acquisition of approximately 20% through a third-party allotment of shares in モーション, with the aim of making it an equity-method affiliate, while pursuing greater efficiency in welfare transport and vehicle operations management and creating new services using IT systems, GPS and sensors.

Harmony among people, local communities, and mobility and business transformation under Vision 2030

FY2017 → FY2020-Q1

A long-term vision to become an advanced corporate group that realizes a new harmony among people, local communities, and mobility by 2030. The group aims to achieve this by expanding its business domains, diversifying its earnings model, and energizing its organization and people.

Preparation for Adoption of the Accounting Standard for Fair Value Measurement

FY2026-H1 → FY2026

Contested

Companies in these themes point in more than one direction. The same force lifts one filer and costs another, and the split is the reading.

A theme involving the application of the Fair Value Measurement Accounting Standards, etc., and their continued use as new accounting policies. Although there is no impact on profit or loss, it addresses the application of standards governing fair value measurement and accounting disclosures.

Concentrated in Information and Communications・ Services and Others・ Retail・ Trading Companies and Wholesalelast written FY2023-Q4

2042companies2085 threads

helps 3 · hurts 6 · flat 2076

FY2020 →

Improving capital efficiency and returning value to shareholders through share repurchases and cancellations, and capital policy

Ongoing initiatives concerning shareholder returns and capital allocation and policy through the acquisition of treasury shares.

Concentrated in Information & Communications・ Services and Other・ Materials & Chemicals・ Construction & Materialsgrowing faster than other themes

1137companies1170 threads

helps 1164 · hurts 3 · flat 3

Recruiting and Developing Talented Personnel

Strengthening the human resources base through the recruitment and retention of highly specialized and self-motivated personnel, job-specific education and training, and the accumulation and transfer of knowledge. An ongoing human resources strategy that also includes flexible work arrangements and employee benefits.

Concentrated in Information and Communications・ Services and Others・ Retail・ Trading Companies and Wholesalemoving with the rest

1042companies1135 threads

helps 1090 · hurts 45

Continuous Strengthening of Corporate Governance and Internal Control Systems

A theme focused on continuously strengthening internal control systems and corporate governance through the standardization and streamlining of operations, risk management, information disclosure and other measures. This also includes changes to the structure of the board of directors and the audit and supervisory committee.

Concentrated in Information and Communications・ Services and Others・ Construction and Materials・ Retaillast written FY2025

989companies1095 threads

helps 1089 · hurts 4 · flat 2

Verifying the Rationale for Cross-Shareholdings

Broad

Themes almost every covered company sits in, where the direction is unanimous. The company list is the value here, not the direction — these are the ones worth scanning for who is missing.

A governance policy of holding strategic shareholdings to strengthen relationships and collaboration and enhance corporate value, with their rationale continuously reviewed by the board of directors and other bodies.

Concentrated in Information & Communications・ Services and Other; Materials and Chemicals; Retailmoving with the rest

1383companies1387 threads

helps 726 · hurts 1 · flat 660

Stable, Continuous Shareholder Returns and Dividend Increase Policy

The policy is to strengthen shareholder returns by maintaining stable and consistent dividends as the basic principle, while increasing dividends in line with earnings growth and improving the total payout ratio.

Concentrated in Information & communications/services and other・ Trading companies/wholesale・ Construction/materialsgrowing faster than other themes

1188companies1215 threads

helps 1213 · hurts 2

Grant and Issuance of Equity Compensation to Employees and Officers (Stock Options and Restricted Stock)

An initiative to grant stock options and restricted stock to employees, directors and executive officers to strengthen alignment of interests with shareholders and incentives.

Concentrated in Information & communications・ services and other; Retail; Electrical equipment and precision instrumentsmoving with the rest

673companies756 threads

helps 754 · flat 2

FY2015 →

Intensifying competition from competitors and new entrants

The risk that intensifying competition from existing competitors and new entrants will place the service at a relative disadvantage and adversely affect business performance. This also covers changes in the competitive environment, including the mechanization and automation of advertising through generative AI.

Concentrated in Information & Communications and Services・ Electrical Appliances and Precision Instruments・ Retailshrinking against other themes

601companies626 threads

hurts 626