Medium-term Management Plan

A three-year plan for "restructuring" and "building the foundation for growth" after the COVID-19 pandemic.

FY2022 to FY2024 (three years)

Positioning the target three years (FY2022-FY2024) as the period for "restructuring" and "building the foundation for growth" after the COVID-19 pandemic, we will steadily implement strategic investments in projects such as the Naniwasuji Line Project and community development in various locations along our railway lines to promote sustainable management for realizing "Nankai's Corporate Image in 2050" and the "Nankai Group Management Vision 2027," and will also make investments to nurture the buds of new businesses to achieve further growth towards 2050.

We will make systematic capital investments to reduce and eliminate risks that impede safe and reliable transportation by taking countermeasures against intensifying natural disasters and improve operational efficiency and transform revenue structure by establishing new frameworks utilizing digital technologies and implementing brand enhancement measures. While developing the existing railway, bus, and other businesses in the medium term, we aim to evolve into a comprehensive mobility business that can provide a variety of services, including last-one-mile means of movement.

Aiming to transform Namba into a location that is famous across Asia, we will continue to work on the creation of "Greater Namba" by promoting the development of the areas around Shin-Namba Station (Provisional name) on the Naniwasuji Line, which is scheduled to begin operation in 2031, and the areas around Namba Station. We will also promote community development through collaborative creation with local governments for regional vitalization by solving social issues in areas along our railway lines, including the Semboku New Town Smart City Strategy and other sustainable community development initiatives. At the same time, while steadily advancing the enhancement of logistics facilities that have already been carried out, we will establish a private REIT to further accelerate the said development plans.

To achieve growth from a medium- to long-term perspective, we will focus on the creation of new core businesses, following existing core businesses, such as public transportation business, community development, and real estate business. While striving for creating new value by building digital customer contact points, we will take on the challenges of expanding businesses that contribute to living in harmony with foreign residents, including a full-scale entry into the e-sports business, with an aim of developing communities where a wide variety of diverse people can live happily. In addition, we will take on various challenges by securing sufficient levels of investment to nurture the buds of new businesses including tourism-related businesses that utilize abundant tourism resources along our railway lines, such as Koyasan and the Mozu-Furuichi Kofun Group, which are world heritage sites.

We aim to build a new human resources portfolio by improving productivity, securing and developing human resources, and providing opportunities for diverse activities.

In order to make necessary investments in a timely manner based on the major premise of maintaining financial health, we will use various financing methods, including the establishment of a private REIT.

The numerical targets (consolidated basis) for FY2024, the final year of the plan, are as follows.

*1 Operating income + Dividend income

*2 Operating income + Dividend income + Depreciation and amortization

<Reference>

Presentation on the New Medium-term Management Plan“Kyoso 140 Plan”—FY2022 to FY2024— (April 4, 2022)