6. Maintaining and expanding the business base through the execution of strategies by business area
First written in FY2018. 11 of 24 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Although the volume of marine containers handled from Asia declined at some locations, the earnings base of the port transportation business remained generally solid, supported by the acquisition of new routes and efforts to improve operational efficiency.」
The disclosure states that the acquisition of new routes and improved operational efficiency supported the earnings base of the port transportation business under the strategy by business area. - 2026-05-15AdvancedEarnings
「Because the new vessel that entered service during fiscal 2025 will operate throughout the year and appropriate freight rates and fees will be collected for various services, operating revenue is forecast at ¥42,386 million, an increase of ¥2,237 million, or 5.6%, from the current consolidated fiscal year, with operating revenue for the interim consolidated accounting period forecast at ¥21,185 million.」
The company presents a plan for higher revenue and profit in the next fiscal year, based on full-year operation of the new vessel and collection of appropriate freight rates and fees. - FY2026-H1AdvancedAnnual report
「In the logistics business, in addition to the full-scale operation of new warehouses at the Yokohama Port Distribution Center (Yokohama, Kanagawa Prefecture) and the Dangerous Goods Multi-Workstation Asakura Site (Asakura, Fukuoka Prefecture), we are working to strengthen the business structure through organisational reforms and collect appropriate fees for our various services.」
In connection with the business portfolio strategy, 2 new warehouses have commenced full-scale operations, and the company is also working on organizational reforms and the collection of appropriate fees. - FY2025AdvancedAnnual report
「(1) Business strategy ・Deepening existing areas (growth businesses: warehousing, forwarding, import and export customs clearance, overseas operations) ・Maintaining the earnings base (core businesses: marine transport, container terminals, real estate) ・Stabilizing profits (optimization businesses: land transport, agriculture, other businesses, unprofitable businesses) ・Strengthening the sales division ・Promoting the ICT strategy」
Under the new medium-term management plan, the company has reorganized its previous business portfolio into 3 categories—growth, core and optimization—and is developing a business strategy that also includes strengthening the sales division and promoting the ICT strategy. - FY2024ReframedAnnual report
「・Deepening existing areas (growth businesses: warehousing, forwarding, import and export customs clearance, overseas operations) ・Maintaining the earnings base (core businesses: marine transport, container terminals, real estate) ・Stabilizing profits (optimization businesses: land transport, agriculture, other businesses, unprofitable businesses)」
The new medium-term management plan reorganizes the previous strategy by 6 business areas into 3 categories—growth, core and optimization—and redefines the businesses included in each category. - FY2024-Q3AdvancedAnnual report
「Regarding the execution of strategies by business portfolio, we executed investment plans for growth businesses and proceeded with preparations for commencing operations.」
For the growth businesses, the company has moved from considering investment plans to executing them and is proceeding with preparations for commencing operations. - FY2024-Q2AdvancedAnnual report
「Regarding the execution of strategies by business portfolio, we considered and executed investment plans focused on growth businesses.」
The disclosure states that investment plans focused on growth businesses have advanced from the consideration stage to the execution stage. - FY2024-Q1RestatedAnnual report
「Regarding the execution of strategies by business portfolio, we proceeded with considering investment plans focused on growth businesses.」
The company continues to consider investment plans focused on growth businesses, but has not disclosed any new investment-completion milestones. - FY2023-Q2AdvancedAnnual report
「Regarding the execution of strategies by business portfolio, we proceeded with a plan to relocate the Yamashita Pier Distribution Center to Honmoku Pier in order to expand the warehouse business, which is positioned as a growth business. In the core businesses, we worked to enhance services, including entering the crewing business for passenger vessels operating on Tokyo’s rivers and waterfronts.」
The company is proceeding with the warehouse relocation plan and working to enter the passenger-vessel crewing business in the core businesses. - FY2023-Q1AdvancedAnnual report
「Regarding the execution of strategies by business portfolio, we proceeded with a plan to relocate the Yamashita Pier Distribution Center to Honmoku Pier. In the core businesses, we worked to enhance services and improve productivity. In the optimization businesses, which aim to stabilize profits, improvement was modest due to higher fuel costs and sluggish cargo movements.」
As part of the portfolio strategy, the company is proceeding with a plan to relocate the Yamashita Pier Distribution Center to Honmoku Pier. The disclosure describes enhanced services and improved productivity in the core businesses, and modest improvement in the optimization businesses. - FY2022Consideration of investment in growth businesses and modest improvement in optimization businessesAnnual report
「Regarding the execution of strategies by business portfolio, we considered investment plans focused on growth businesses. In the core businesses, we worked to provide stable services and improve productivity. In the optimization businesses, which aim to stabilize profits, improvement was modest due to higher fuel costs and sluggish cargo movements.」
In line with the portfolio strategy, the company considered investment plans for growth businesses and worked to ensure stable supply and improve productivity in the core businesses, but improvement in the optimization businesses remained modest. - FY2022-Q3RestatedAnnual report
「In addition, toward the “future state we aspire to achieve,” we are pursuing measures based on 3 basic strategies: (1) strengthening the corporate foundation, (2) promoting the Group-wide sales structure, and (3) executing strategies by business portfolio, in accordance with the 3-year medium-term management plan “Step Up AZUMA2023,” which begins in the current fiscal year. By concentrating management resources primarily on growth businesses with a view to the future, we aim to improve profitability and capital efficiency.」
Based on the medium-term management plan reorganized from strategies by 6 business areas into portfolio-based strategies, the company continues to concentrate resources on growth businesses and pursue the 3 basic strategies. - FY2021ReframedAnnual report
「In light of changes in the external environment, the Group classifies its warehousing, real estate, ferry, environmental, international and new businesses as “growth businesses”; its marine transportation, container terminal, and import/export and customs clearance businesses as “core businesses”; and its building-materials transportation, container drayage, agribusiness and other businesses as “optimization businesses,” and determines the allocation of management resources and other matters accordingly.」
The new medium-term management plan has reorganized the previous strategy by 6 business areas into a portfolio strategy comprising 3 categories: growth businesses, core businesses and optimization businesses. - FY2021-Q3RestatedAnnual report
「Regarding the enhancement of the 6 business areas, the company worked to continue its businesses as social infrastructure.」
The company reconfirms its efforts to continue operating as social infrastructure in pursuit of enhancing the 6 business areas. - FY2021-Q2RestatedAnnual report
「Regarding the enhancement of the 6 business areas, the company worked to continue its businesses as social infrastructure.」
The company reconfirms its efforts to continue operating as social infrastructure in pursuit of enhancing the 6 business areas. - FY2021-Q1RestatedAnnual report
「Regarding the enhancement of the 6 business areas, the company continues to work toward optimizing pricing.」
The company continues its efforts to optimize pricing in pursuit of enhancing the 6 business areas. - FY2020-Q3RestatedAnnual report
「Regarding the enhancement of the 6 business areas, the company continues to work toward optimizing pricing.」
The company continues its efforts to optimize pricing in pursuit of enhancing the 6 business areas. - FY2020-Q2RestatedAnnual report
「Regarding the enhancement of the 6 business areas, the company continues to work toward optimizing pricing.」
The company continues its efforts to optimize pricing in pursuit of enhancing the 6 business areas. - FY2020-Q1RestatedAnnual report
「Regarding the enhancement of the 6 business areas, the company continues to work toward optimizing pricing.」
The company continues its efforts to optimize pricing in pursuit of enhancing the 6 business areas. - FY2019Progress and partial delaysAnnual report
「Regarding the enhancement of the 6 business areas, progress was made in strengthening the structure of the marine transportation business and transportation capacity in the land transportation business, but initiatives to optimize pricing in the international transportation and warehousing and real estate businesses partially stalled.」
The company states that progress was made in marine and land transportation, while efforts to optimize pricing in international transportation and warehousing and real estate partially stalled. - FY2019-Q3RestatedAnnual report
「As a more specific strategy toward the desired future state, the Group launched from the current fiscal year its new medium-term management plan, Azuma Challenge Next100 — Toward the Next 100 Years, based on the basic policy of making the plan a “three-year period” for steadily implementing awareness reform and building its foundation in order to create a new corporate culture that continues to “take on challenges” for the next 100 years, beyond the milestone year of the company's 100th anniversary. Based on three key Group priorities — (1) transforming the corporate culture, (2) strengthening the Group's sales capabilities, and (3) enhancing its 6 business domains — the Group is working together on initiatives aimed at enhancing corporate value.」
The company continues to identify the enhancement of the 6 business areas as one of the 3 key Group priorities under the new medium-term management plan. - FY2019-Q2RestatedAnnual report
「As a more specific strategy toward the desired future state, the Group launched in April this year its new medium-term management plan, Azuma Challenge Next100 — Toward the Next 100 Years, based on the basic policy of making the plan a “three-year period” for steadily implementing awareness reform and building its foundation in order to create a new corporate culture that continues to “take on challenges” for the next 100 years, beyond the milestone year of the company's 100th anniversary. Based on three key Group priorities — (1) transforming the corporate culture, (2) strengthening the Group's sales capabilities, and (3) enhancing its 6 business domains — the Group is working together on initiatives aimed at enhancing corporate value.」
The company continues to identify the enhancement of the 6 business areas as a key priority under the new medium-term management plan. - FY2019-Q1RestatedAnnual report
「Based on 3 key Group priorities—(1) transforming the corporate culture, (2) strengthening the Group’s sales capabilities and (3) enhancing the 6 business areas—the Group is working together on initiatives aimed at increasing corporate value.」
The company continues to identify the enhancement of the 6 business areas as a key Group priority under the new medium-term management plan. - FY2018First statedAnnual report
「(3) Enhancing the 6 business areas — maintaining and expanding the business foundation through the execution of strategies by business area —」
For the 6 areas of marine transportation, port operations, international transportation, warehousing and real estate, land transportation, and environmental services, the company has newly systematized initiatives by business area, including securing business with key customers, expanding revenue, improving utilization rates, pursuing profitability and strengthening organizational structures.