Inui Global Logistics Co., Ltd. /
Our First Medium-term Management Plan
-“Hang in There for the Future”-

Inui Global Logistics and
our Medium-term Management Plan

The former Inui Steamship Co, Ltd., which conducted shipping business, and the former Inui Warehouse Co., Ltd., which conducted warehousing and real estate business, merged in October 2014.
After two and a half years, we established our first medium-term management plan for the three years starting from April 2017 to March 2020.

Amid an unexpectedly harsh economic climate in the shipping industry, the mission is to survive, and “hang in there now for a better future.”
We have more chances because the two companies have merged to become one.

The Business Environments

We presumed that supply and demand of handy bulk carriers would be balanced by 2019 and that freight rates would recover to match invested capital.
We will not just wait for the market recovery, but we need profound guidelines to expand sales channels, to gain new customers and to strengthen the functions that support daily safe navigation.

In the warehousing and transport business, the rise of highly advanced logistics operators and a shrinking domestic market have been forcing the weak out of the business. While it is necessary for our business to obtain new customers, the issues concerning existing customers are also significant and we need new measures to tackle such a harsh business environment.

The Tokyo Olympic/Paralympic Games in 2020 will give birth to a new town in the area neighboring Kachidoki/Tsukishima where we conduct our real estate business.
It is highly possible that the superiority of Kachidoki/Tsukishima will increase in wide area competition.
Therefore, we need to set up a long-term redevelopment plan and prepare for attractive urban development in order not to lose in competition within the area.

Our Basic Management Policy

① Asset Strength into Business Advantage

Our real estate in Kachidoki has both earning power and financial strength.
From a medium-term viewpoint, we will match up our shipping and warehousing assets, which have different economic fluctuations.
This varied portfolio, which is less influenced by changes in a single business, will support our business and will be our source of competitiveness.


It’s not easy to respond to environmental change immediately. Our KAIZEN based on the PDCA cycle has succeeded in eliminating “Unreasonableness”, “Inconsistency”, and “Waste”, and KAIZEN is now steadily becoming our business culture.
KAIZEN which started in our warehouses is now being spread into our offices and will be spreading into our fleets as well.

③ Uniqueness

Through the business merger, our mixed business culture is reaching for “uniqueness”, which includes various originalities, as a result of exposure to extreme change inside and outside the company.
Three business areas, two business cultures and one company’s “uniqueness.” This is our source of differentiation and our raison d’etre.

Three Segments and Corporates

① Shipping

Our new finance methods have enabled our shipping business to invest under the severe shipping market.
In addition to the shipping asset strategy, which is focused on capital efficiency, we are going to implement qualitative KAIZEN in shipping, from the perspective of vessel management, safe operations and commercial management.

② Warehousing/Transportation

We will keep continuing our efforts to strengthen our warehousing business through KAIZEN aimed at operations, transportation and facilities.
However, this will not be enough for the future.
Our warehouse business has a strong network within the warehousing industry, built upon trust and good performance, and the warehouse facilities themselves have location advantages.
We will implement collaborative models that make optimum use of these warehouses.

③ Realty

We need to aim for “the future good town” in order for our facilities in Kachidoki to play an important, steady and long-term role in maintaining financial strength and earning power.
The neighboring area will be transformed into a new town after 2020. Therefore, we will start our redevelopment plans for our facilities with surplus capacity by closely checking the neighboring area.

④ Corporate Management

We will aim to be a small but speedy company that maintains extensive communication with board members.
We will promote policies which fulfill both transparency and efficiency without complexity, and also an office environment where employees are encouraged to use their self-initiative.


Committing to stable dividends in times of poor business performance may cause impairment of management foundations.
We will maintain our dividend policy, “Smiles in good times and no tears in bad times,” and we are going to establish objective standards for good and bad.
In good times, we will propose a graduated dividend payout ratio. In bad times, on the other hand, dividends may have to be reduced, although we do not envisage having to pass dividend entirely.
We anticipate that the final year of this medium-term management plan will be a “good time” with a net income of \19 billion (ROE=10.3%).


The shipping industry is now facing adverse times with a recession which is beyond all expectations.
This plan has been drawn up on the presumption that shipping market will recover within three years.
Self-reliant measures to survive the current harsh economic situation have been finalized to the basic management plan, and the policies to each business segment.
We resemble nobody else. That’s exactly why we will pursue our own “uniqueness.” By expressing our valuable originality, we will “hang in there for the future.”

We thank all our stakeholders, and look forward to their continuing support.
Thank you.