Medium-Term Management Plan 2027
(FY 3 /2026 to FY 3/2028)
Maximize employee happiness and corporate value
through investments in growth investments and infrastructure investments in people, technology, and ICT.
Konoike Transport Co., Ltd.
（Securities Code 9025/Prime Market）
Copyright © KONOIKE TRANSPORT CO.,LTD. ALL Rights Reserved.
Table of Contents1
2
Previous Medium-Term Management Plan Review
(FY 3/2023 to FY 3/2025)
２
Medium-Term Management Plan 2027 6
(FY 3/2026 to FY 3/2028)
Medium- to Long-term Business Environment 7
Medium-Term Management Plan 2027 8
Business Strategy 9
Finance and Capital Policy 17
Building a More Robust Management Foundation 21
24
Medium-Term Management Plan 2027
Management Indicators
Revised 2030 Vision 25
Appendix 26
Previous Medium-Term Management Plan Review
1 (FY 3/2023 to FY 3/2025)Previous Medium-Term Management Plan Review
Basic Policy
○
△
○
◎
Take on challenges in Focus Businesses (including M&A)
▼
Four investments in India (steel, medical, rail , gas)
ResultsUtilize technology, DX
▼
Opened Technical Capital Library Automated operation of select warehouses
ResultsAchieve greater levels of safety and security in work environments and society
▼
Increase efforts to improve safety using AI and other technologies
ChallengesSafety-conscious employee training
▼
Rate of Incidents
FY 3/2023 FY 3/2024 FY 3/2025
1.86 2.10 2.22
ResultsHelp create prosperous societies through total employee engagement
▼
Create job standards, introduce talent management system, conduct well-being survey, begin improvement activities Achieve CO2emission reduction target
ChallengesHelped create prosperous societies through total employee engagement
▼
Challenges remain for activities across the supply chain
ResultsImprove profitability, efficiencies
▼
Operating income margin
FY 3/2023 FY 3/2024 FY 3/2025
4.2% 5.3% 6.2%
ChallengesContinue to improve profitability
▼
Selected sites requiring profitability improvements; endeavored to raise profits but failed to achieve plan
Previous Medium-Term Management Plan Review (FY 3/2023 to FY 3/2025)Significant achievement of financial and non-financial targets; record-high profits for a third consecutive year
ROE
Operating Income
Non-Financial Targets
332.0 billion yenNet Sales
Financial Targets
-20%
10.0％
Period Avg. 8.7％
21.3 billion yen
Vs. Plan (%) 133％
344.9 billion yen
Vs. Plan (%) 103.9％
(FY 3/2025)
Environment
CO2Emissions Vs. FY 3/2019
Initial plan
Initial plan
Results
-35.2%
Results
(billion yen)
311 292 301 312 315
8.9%
7.5% 7.1%
345
10.0%
21.3
Reduction efforts focused on shifting contracted electricity to 100% CO2-free and energy-saving activities. Actual results would have been a 24.7% reduction when excluding the impact of slowed operations at certain subsidiaries; we will continue to work on reducing CO2missions.
People
4.7%
9.6
4.9%
10.2
13.2
16.6
Pursue human resource development in line with management strategies, and increase employee engagement.
3.9
Previous Medium-Term Management Plan
Technology
25/3期
Built a Technical Capital Library to create a foundation for accumulating and using technology.
20/3期
21/3期
22/3期
23/3期
24/3期
FY3/2020 FY3/2021 FY3/2022 FY3/2023 FY3/2024 FY3/2025
売上高
営業利益
ROE
ROE
Operating
Income
Net Sales
The Strategy Committee will be the main entity to drive the efficient and integrated introduction of technology to the field.