Structural reform and growth investment under Long-term Vision 2035 and Medium-term Management Plan 2030
First written in FY2025. 7 of 9 entries say "Advanced", first in FY2026-H1. Latest entry: 2026-08-13.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「As part of establishing a global business as an earnings base, as set out in the medium-term management plan beginning this fiscal year, the Group acquired shares in SAURASHTRA FREIGHT PVT.LTD., which operates container cargo handling and storage and NVOCC businesses at Mundra Port in India, making it a consolidated subsidiary. It also made 日本ポート産業株式会社 a wholly owned subsidiary as part of expanding and strengthening the domestic core business.」
In the first year of Long-Term Vision 2035 and Medium-Term Management Plan 2030, the company described specific progress, including establishing an overseas business platform in India and making Nippon Port Industry a wholly owned subsidiary. - FY2026-H1AdvancedAnnual report
「As part of the "Expansion and Strengthening of the Domestic Core Business Base" set out in the medium-term management plan, which began in the current fiscal year, the Harumi Logistics Center being constructed at Tomakomai Port was completed. In addition, as part of the "Establishment of Global Businesses as an Earnings Base," a company-operated warehouse of Kamigumi USA Inc., the Group's local subsidiary in the United States, commenced operations.」
In the first year after transitioning to Long-Term Vision 2035 and Medium-Term Management Plan 2030, the company described specific milestones: completion of the Harumi Logistics Center in its domestic platform business and the start of operations at a company-operated warehouse in the United States in its global business. - FY2025First statedAnnual report
「To achieve Long-Term Vision 2035, the company formulated a roadmap from a backcasting perspective and compiled Medium-Term Management Plan 2030 as the initiatives for the initial 5 years. Under the plan, the company will actively invest in growth businesses through structural reforms that strengthen its management platform and core businesses, with the aim of improving growth and return on capital.」
The company has set out the future state it aims to achieve in 10 years based on its purpose and, for the first time, described a new planning framework based on 6 policies: domestic platform, global business, new logistics needs, portfolio management, human resources, and digital transformation.