New Business Models Leveraging Synergies with Existing Businesses
First written in FY2016. 6 of 17 entries say "Restated". Latest entry: FY2026.
0 other companies' latest entry also says "Other".
- FY2026Significant decline in liquid-transport-related cargoAnnual report
「Within international cargo handling operations, revenue from the international business declined because volumes handled of automotive-related cargo for Central Asia decreased due to changes in the arrangement model, while volumes handled of liquid-transport-related cargo using flexitanks fell significantly.」
A significant decline in volumes handled of the liquid-transport service, together with a decline in automotive-related cargo for Central Asia, led to lower revenue from the international business. - FY2026-H1Decline in priority-region and liquid-transport-related cargoAnnual report
「Within international cargo handling operations, revenue from the international business declined as volumes handled of automotive-related cargo for Central Asia, as well as imports and exports to priority regions including South America, Southeast Asia, the Middle East and Europe and liquid-transport-related cargo, decreased.」
In the overseas and liquid-transport-related businesses using the existing logistics infrastructure, volumes handled for Central Asia, South America, Southeast Asia, the Middle East and Europe declined, leading to lower revenue. - FY2025Increase in exports to the Middle East and EuropeAnnual report
「For liquid-transport-related cargo, revenue and expenses increased as exports handled to the Middle East and Europe increased amid higher ocean freight rates caused by deteriorating security in the Red Sea, in addition to increased demand resulting from the depreciation of the yen.」
For liquid-transport-related cargo, exports handled to the Middle East and Europe continued to increase, resulting in increases in both revenue and expenses. - FY2025-H1Increase in exports of liquid-transport-related cargoAnnual report
「For liquid-transport-related cargo, revenue and expenses increased as exports handled to the Middle East and Europe increased amid higher ocean freight rates caused by deteriorating security in the Red Sea and the depreciation of the yen.」
For liquid-transport-related cargo, which had previously been described as declining in volume due to sluggish export demand, exports handled to the Middle East and Europe increased, resulting in increases in both revenue and expenses. - FY2024Decline in liquid-transport-related cargoAnnual report
「Regarding liquid-transport-related cargo, import volumes handled remained firm, but overall volumes handled declined due to sluggish export demand.」
While continuing the liquid-transport service, total volumes handled of related cargo declined due to sluggish export demand. - FY2024-Q3Decline in liquid-transport-related cargoAnnual report
「Regarding liquid-transport-related cargo, import volumes handled remained firm, but overall volumes handled declined due to sluggish export demand.」
For liquid transport using the existing logistics infrastructure, imports remained firm, while total volumes handled declined due to sluggish export demand. - FY2023-Q2RestatedAnnual report
「Meanwhile, volumes handled of automotive-related cargo for Central Asia and new transport projects continued to increase. In addition, volumes handled in the liquid-transport business, equipment-transport projects for Europe and transport projects for North America increased, and overall profitability improved as freight rates rose, including due to the impact of foreign exchange rates.」
Continuing to describe increases in volumes handled and improved profitability for liquid transport, transport for Europe and North America, and new transport projects using the existing logistics infrastructure. - FY2023-Q1AdvancedAnnual report
「Overall profitability improved as the volume handled in the liquid-transport business, equipment-transport projects for Europe and transport projects for North America increased.」
Describing increases in volumes handled in liquid transport using the existing logistics infrastructure, equipment transport for Europe and transport for North America, as well as improved profitability. - FY2022AdvancedAnnual report
「Regarding the promotion of the Group sales structure, the Group launched a liquid transportation service using flexitanks and worked to acquire new projects.」
A new liquid-transport service using the existing logistics infrastructure was launched, advancing the development of a specific new business model. - FY2021Failure to create new businessesAnnual report
「Regarding the strengthening of the Group's sales capabilities, we redeveloped and expanded the functions of domestic warehouses, but were unable to create a new business with growth potential.」
While continuing the policy of creating new businesses, stating that no new business with growth potential was created in the final year of the previous medium-term management plan. - FY2019RestatedAnnual report
「In addition, we are carefully collecting and screening information to create new businesses.」
Continuing the policy of creating new businesses and the collection and screening of information for that purpose. - FY2018RaisedAnnual report
「Regarding retained earnings needed for future growth, the policy is to allocate resources as a priority to expanding earnings in the warehousing and real estate businesses and overseas business, which are positioned as priority expansion businesses, while making active investments, including potential M&A, in environmental-related businesses and new businesses, which are positioned as growth-development businesses.」
Regarding new businesses, indicating a policy of making active investments as growth-development businesses, including potential M&A, in addition to the previous policy of creating new businesses. - FY2017RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
Reaffirming the creation of new businesses as a key policy under the 16 medium-term management plan, but no achievement milestones for individual new businesses are indicated. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
Reiterating the creation of new businesses as a key policy, but no new specific measures or achievement status are indicated. - FY2017-Q2RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
Reiterating the creation of new businesses as a key policy, but no new specific measures or progress toward achievement are described. - FY2017-Q1RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
Continuing to position the creation of new businesses as a key policy, but no new specific measures or achievement milestones are described. - FY2016First statedAnnual report
「(2) Creating new businesses ① Creating business models that generate synergies with existing businesses We will accumulate the logistics expertise needed to acquire customers in growth fields and create business models that generate synergies with existing businesses, including strengthening the inland warehousing business by increasing its value added.」
Citing the accumulation of logistics expertise and increasing the value added of the inland warehousing business as specific examples.