Establishing a position as a “leading company supporting the construction industry” through corporate transformation
First written in FY2016. 8 of 13 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「The key indicators under the medium-term management plan are as follows. Actual for fiscal year ended March 2025 Actual for fiscal year ending March 2026 Target for fiscal year ending March 2028 Operating profit ¥6.85 billion ¥8.01 billion ¥8.5 billion Net income attributable to owners of the parent ¥4.54 billion ¥5.85 billion ¥6 billion ROE 7.0% 8.5% At least 8.0%」
For the fiscal 2025–2027 medium-term management plan, the Company disclosed the fiscal year ending March 2026 actual results, including operating profit of ¥8.01 billion, net income attributable to owners of the parent of ¥5.85 billion and ROE of 8.5%, alongside the targets. - 2026-05-11RestatedEarnings
「Under these management conditions, our Group will steadily implement each initiative toward achieving the targets for fiscal 2027, the final year of the medium-term management plan.」
The company reaffirmed its policy of continuing to implement initiatives toward the targets for the final year of the medium-term management plan. - FY2026-H1RestatedAnnual report
「The earnings targets set out in the medium-term management plan are shown in the table below.」
The Company has reiterated the targets under the medium-term management plan for fiscal 2025–2027, including operating profit of ¥8.5 billion, net income attributable to owners of the parent of ¥6 billion and ROE of at least 8.0% for the fiscal year ending March 2028. - FY2025ReframedAnnual report
「The Company has established “establishing a growth platform in anticipation of future changes in the business environment and improving labor productivity to support the growth strategy” as its basic policy for these 3 years. It will promote fundamental operational reforms and, using the resources generated from them, invest management resources without hesitation to diversify its business domains and create new value from a long-term perspective, with the aim of realizing expectations for sustainable growth.」
The framework was updated from the former 10-Year VISION and fiscal 2024 plan to the fiscal 2025–2027 plan based on the “New Philosophy Framework (Vision).” The new basic policies are establishing a growth platform, improving labor productivity, undertaking fundamental operational reforms and diversifying business domains. - FY2024-Q3RestatedAnnual report
「The earnings targets set out in the medium-term management plan are shown in the table below, and the Company will continue expanding its businesses and improving profitability toward the target levels.」
The Company has reconfirmed its commitment to maintaining its fiscal 2024 earnings and financial targets and continuing business expansion and profitability improvement toward achieving them. - FY2024-Q2RestatedAnnual report
「The earnings targets set out in the medium-term management plan are shown in the table below, and the Company will continue expanding its businesses and improving profitability toward the target levels.」
The Company has reconfirmed its commitment to maintaining its fiscal 2024 targets, including revenue of ¥140 billion, ordinary profit of ¥10 billion, ROS of 7% and ROE of approximately 10%, while continuing business expansion and profitability improvement. - FY2022RestatedAnnual report
「Under the medium-term management plan formulated in April 2021 as the second phase, the Company aims to further enhance the competitiveness of the Heavy Temporary Works Business and solidify its position as the industry leader in market share, while accelerating the expansion of peripheral businesses and increasing both business scale and profit levels.」
The Company has reconfirmed the objectives of solidifying the Heavy Temporary Works Business’s leading industry market share and expanding the scale and profit levels of peripheral businesses as the second phase of the 10-Year VISION. - FY2021ReframedAnnual report
「Under the medium-term management plan formulated in April 2021 as the second phase, the Company aims to further enhance the competitiveness of the Heavy Temporary Works Business and solidify its position as the industry leader in market share, while accelerating the expansion of peripheral businesses and increasing both business scale and profit levels.」
The Company has transitioned from the first to the second phase of the “JECOS Group 10-Year VISION,” redefining its core objectives as establishing the industry’s leading market share in the Heavy Temporary Works Business and expanding the scale and profits of peripheral businesses. - FY2020RestatedAnnual report
「In November 2017, the Group formulated the “JECOS Group 10-Year VISION” and set out the following 3 objectives for the company it aims to become. ● Transformation from a “company specializing in heavy temporary works leasing and construction” into a “total solutions company for underground construction and infrastructure”」
The Company is continuing the medium-term management plan for fiscal 2018–2020, the first phase of the 10-Year VISION, and is advancing business domain expansion, turnkey contracting, productivity improvement and profitability improvement in existing businesses, with fiscal 2020 as the final year. - FY2019RestatedAnnual report
「In November 2017, the Group formulated the “JECOS Group 10-Year VISION” and set out the following 3 objectives for the company it aims to become. ● Transformation from a “company specializing in heavy temporary works leasing and construction” into a “total solutions company for underground construction and infrastructure”」
The Company has reconfirmed its policy of positioning the 10-Year VISION as the first phase of the medium-term management plan for fiscal 2018–2020 and advancing business domain expansion, turnkey contracting, productivity improvement and profitability improvement in existing businesses. - FY2018ReframedAnnual report
「In November 2017, the Group formulated the “JECOS Group 10-Year VISION” and set out the following 3 objectives for the company it aims to become. ● Transformation from a “company specializing in heavy temporary works leasing and construction” into a “total solutions company for underground construction and infrastructure”」
The former goal of becoming a “leading company supporting the construction industry” was redefined under the 10-Year VISION as transforming into a total solutions company for underground construction and infrastructure. - FY2017-Q3RestatedAnnual report
「During the cumulative third quarter of the current consolidated fiscal year, there were no material changes or newly arising issues concerning the challenges that the Group must address.」
The Company stated that there were no material changes or new issues among the challenges to be addressed, indicating the continuation of its existing issues and plans. - FY2016First statedAnnual report
「The Group has designated this period as a period of corporate transformation in preparation for forthcoming changes in the operating environment. To further enhance its overall corporate strength, it will expand its business domains and strengthen its business foundation, aiming to establish a position as a “leading company supporting the construction industry.”」
The medium-term management plan covers fiscal 2015–2017. In anticipation of a contraction in domestic demand, it sets out business domain expansion, strengthening of the business foundation, strengthening of the financial position, and returns to stakeholders.