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Tenox Corporation Aligns Leadership Interests With Shareholders
Tenox Research Memo (12): Continues with a policy of stable dividends and flexible share buybacks with an aim of at least 2% DOE.
Tennox <1905> has made it its basic management policy since its establishment to strive for improved performance and strengthened financial health, positioning the return to shareholders as one of the important issues. Based on the policy of determining stable dividends after taking into account performance, financial condition, and medium-term outlook, the company has implemented dividends with a guideline of about 30% for consolidated dividend payout ratio and, in response to shareholders' expectations, has made flexible share buybacks. From the March 2025 term, the new medium-term management plan will have capital efficiency.
Tenox Research Memo (10): Although profits for the year ending March 2024 are expected to decrease and the plan is not reached, both orders received and backlog have significantly increased, indicating favorable actual conditions.
- Performance trend 1. For Tenox <1905> in the fiscal year ending March 2024, the revenue was 20,207 million yen (+10.3% YoY), operating profit was 520 million yen (-20.2% YoY), ordinary profit was 557 million yen (-19.7% YoY), and net income attributable to parent company shareholders was 388 million yen (-19.6% YoY). It was an increase in revenue and a decrease in profit. The initial plan was to increase revenue by 992 million yen, operating profit by 289 million yen, ordinary profit by 282 million yen, and parent company shareholders' net income.
Tenox Research Memo (8): Promoting technology development for solving social and environmental issues.
Tenox <1905>'s midterm management plan 3. In the development strategy, we will promote the high value-added of the owned technology, technical development for solving social and environmental issues, and the development of new technology aimed at a 100-year company. In high value-added of the owned technology, we will enhance the value-added basic construction methods by upgrading the owned technology and strengthen the variations. In addition, we will promote the improvement of construction quality and the reform of working methods at construction sites by utilizing ICT technology. Specifically, improving excavation characteristics to solid ground and using small machines.
Tenox Research Memo (7): Expand your stocks with technical proposals and "folding force".
■Mid-term management plan of Tenox <1905> 2. Business unit strategy In each business of civil engineering business (domestic), construction business (domestic), overseas business, and civil engineering and construction consulting business, we will develop strategies and achieve sales of 8.85 billion yen and operating profit of 0.4 billion yen in the domestic civil engineering business for the fiscal year ending March 2027, sales of 16.4 billion yen and operating profit of 1.04 billion yen in the domestic construction business, sales of 1.2 billion yen and operating profit of 0.045 billion yen overseas, and sales of 0.7 billion yen and operating profit of 0 in the civil engineering and construction consulting business.
Tennox Research Memo (6): Under the new medium-term management plan, we will take a new step forward to create the future.
Tenox Co., Ltd. <1905> has formulated a long-term vision (the desired image of the company) in 2018 as part of its medium-term management plan. Under the management philosophy of "respect for human beings, technology-oriented, active and consistent", the company actively engages in technological innovation that adapts to the changing needs of society over the long term, creating new value and markets. Through its foundation work, it provides "safety" and "security" to society, aiming to become a 100-year company where all stakeholders can feel the richness.
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