Second Medium-Term Management Plan “New Sakurajima For 2022”
First written in FY2020. 4 of 9 entries say "Restated". Latest entry: FY2022.
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- FY2022ReframedAnnual report
「To respond appropriately to major changes in social and economic conditions, the company newly formulated its Third Medium-Term Management Plan, “Challenge to Structural Change” (fiscal 2022 through fiscal 2024), beginning in the current consolidated fiscal year.」
The company moved from continuing to cite the Second Medium-Term Management Plan to the Third Medium-Term Management Plan, presenting the plan period and the new plan name. - FY2022-Q3RestatedAnnual report
「Against this backdrop, the Group has been considering various measures from a medium- to long-term perspective under the medium-term management plan “New Sakurajima for 2022” (fiscal 2020 through fiscal 2022), whose objective is to build a competitive business base and continue contributing to all stakeholders. To achieve the plan, it will continue to focus on developing human resources while pursuing strategies including “further development of existing businesses through flexible capital investment,” “identifying new businesses that respond to changes in the industrial structure” and “developing collaborative businesses together with local industries.”」
The company continues the coverage period of the Second Medium-Term Management Plan and its initiatives of capital investment in existing businesses, new businesses, cooperation with local industries and human-resource development. - FY2022-Q2RestatedAnnual report
「The Group has been considering various measures from a medium- to long-term perspective under the medium-term management plan “New Sakurajima For 2022” (fiscal 2020 through fiscal 2022), whose objective is to build a competitive business base and continue contributing to all stakeholders. To achieve the plan, it will continue to focus on developing human resources while pursuing strategies including “further development of existing businesses through flexible capital investment,” “identifying new businesses that respond to changes in the industrial structure” and “developing collaborative businesses together with local industries.”」
The Second Medium-Term Management Plan and its coverage period were reconfirmed, with capital investment in existing businesses, new businesses, cooperation with local industries and human-resource development identified as ongoing initiatives. No new achievement milestones were stated. - FY2022-Q1RestatedAnnual report
「Against this backdrop, the Group has been considering various measures from a medium- to long-term perspective under the medium-term management plan “New Sakurajima for 2022” (fiscal 2020 through fiscal 2022), whose objective is to build a competitive business base and continue contributing to all stakeholders. To achieve the plan, it will continue to focus on developing human resources while pursuing strategies including “further development of existing businesses through flexible capital investment,” “identifying new businesses that respond to changes in the industrial structure” and “developing collaborative businesses together with local industries.”」
The Second Medium-Term Management Plan and its coverage period were reconfirmed, with the continued development of existing businesses, new businesses, cooperation with local industries and human-resource development identified as ongoing initiatives. No new achievement milestones were stated. - FY2021ReframedAnnual report
「To realise the plan, the company will continue to focus on human-resource development while pursuing strategies including further developing existing businesses through agile capital investment, identifying new businesses in response to changes in industrial structures, and fostering collaborative businesses integrated with local industries.」
The Second Medium-Term Management Plan itself continues, but the focus of the new-business pillar has been reworded from “Osaka Port” to “responding to changes in the industrial structure,” with existing business development, new businesses and cooperation with local industries organized as the strategies. - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group newly launched the medium-term management plan “New Sakurajima For 2022,” with the objective of building a competitive business base and continuing to contribute to all stakeholders. To achieve the plan, it has actively pursued strategies including “further development of existing businesses through flexible capital investment,” “identifying new businesses at Osaka Port” and “developing collaborative businesses together with local industries.” As a result, revenue for the nine-month period ended the third quarter of the consolidated fiscal year was ¥3,419 million, down ¥13 million, or 0.4%, from the prior-year period. Arrivals of some imported raw materials and fuels, including coal, were sluggish partly because of a reaction to the second quarter, but the liquid cargo business remained strong and the expansion of food-processing facilities contributed to revenue.」
The company continues to implement the three strategies of the Second Medium-Term Management Plan. The benefits of expanded food-processing facilities and solid performance in the liquid cargo business contributed, while revenue declined 0.4% year on year. - FY2021-Q2AdvancedAnnual report
「Against this backdrop, the Group newly launched the medium-term management plan “New Sakurajima For 2022,” with the objective of building a competitive business base and continuing to contribute to all stakeholders. To achieve the plan, it has actively pursued strategies including “further development of existing businesses through flexible capital investment,” “identifying new businesses at Osaka Port” and “developing collaborative businesses together with local industries.” As a result, revenue for the six-month period ended the second quarter of the consolidated fiscal year was ¥2,302 million, up ¥52 million, or 2.3%, from the prior-year period. This reflected arrivals of some imported raw materials and fuels, including coal, at a faster pace than in the previous period, steady performance in the liquid cargo business and the full-year contribution from expanded food-processing facilities.」
The company explained that it was implementing the three strategies of the Second Medium-Term Management Plan and presented the 2.3% year-on-year increase in revenue, including arrivals of imported raw materials and fuels, the liquid cargo business and the benefits of expanded food-processing facilities, as progress under the plan. - FY2021-Q1AdvancedAnnual report
「Against this backdrop, the Group launched the medium-term management plan “New Sakurajima For 2022,” establishing as its objective the continued contribution to all stakeholders by building a competitive business structure. It aims to create new businesses by taking advantage of measures such as identifying new projects originating in the Kansai region and uncovering demand embedded in local industries, as well as flexibly implementing strategic capital investment.」
The Second Medium-Term Management Plan was actually launched from this quarter, explicitly identifying the acquisition of new projects, the discovery of demand in local industries and flexible capital investment as means of creating new businesses. - FY2020First statedAnnual report
「Based on the foregoing, the company established the following outline for its newly formulated Second Medium-Term Management Plan, “New Sakurajima For 2022” (fiscal 2020 through fiscal 2022).」
The Second Medium-Term Management Plan began as a plan covering fiscal 2020 through fiscal 2022, with objectives including creating a broad earnings base, building stable medium-term sources of earnings and conducting reviews on a rolling basis. Quantitative targets for the final fiscal year were an operating margin of at least 6%, a 20% or greater increase in operating cash flow from fiscal 2019 and ROE of at least 6%.