Worth reading
55In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
20
ROE (%, target for the fiscal year ending June 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit margin+3.0pt
基準 2,026Target2,029%
ROE+3.0pt
基準 2,026Target2,029%
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. For metrics expressed as percentages, differences are shown in percentage points (pt).
Key initiatives
011. Preparation for mass production in the 3D printer construction business
022. Establishment of the Housing OS business foundation
033. Establishment of a highly profitable housing business model
041. Domestic franchise and overseas expansion of 3D printer construction
052. Full-scale expansion of Housing OS
063. Rollout of the highly profitable housing business model across the business
071. Global expansion of the 3D printer construction business
082. Making Housing OS the second core earnings pillar
093. Transforming the housing business into a highly profitable cash-generating business
Segment targetBusiness 3D printing construction direct sales (Japan) / Indicator Revenue / Target for the fiscal year ending June 2029 ¥2 billion, Business 3D printing construction direct sales (overseas) / Indicator Revenue / Target for the fiscal year ending June 2029 ¥720 million, Business 3D printing sales and leasing / Indicator Revenue / Target for the fiscal year ending June 2029 ¥500 million, Business My Home Robo / Indicator Operating income / Target for the fiscal year ending June 2029 ¥200 million, Business IP licensing / Indicator Operating income / Target for the fiscal year ending June 2029 ¥200 million, Business AI customer acquisition platform / Indicator Operating income / Target for the fiscal year ending June 2029 ¥150 million
Non-financial targetsIndicator Labor productivity / Target value At least 200 (with the fiscal year ending June 2026 set at 100) / Timing Fiscal year ending June 2029, Indicator Number of 3D printing franchise members / Target value 50 companies / Timing Year 3 (July 2028-June 2029), Indicator Number of companies adopting My Home Robo / Target value 600 companies / Timing Year 3 (July 2028-June 2029), Indicator Number of IP-licensed stores / Target value 100 companies / Timing Year 3 (July 2028-June 2029), Indicator Number of businesses listed on the AI customer acquisition platform / Target value 60 companies / Timing Year 3 (July 2028-June 2029), Indicator Total 3D printing housing cost (per m²) / Target value 40% reduction / Timing Year 3 (July 2028-June 2029)
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan “Lib Earth Shot 2029” |
| Plan period | 2026/7～2029/6 |
| Progress against the plan | Formulated |
| Operating profit margin target | 3.4% (actual for the fiscal year ended June 2026) → At least 10% (target for the fiscal year ending June 2029) |
| ROE target | 2.2% (actual for the fiscal year ended June 2026) → At least 20% (target for the fiscal year ending June 2029) |
| Segment target | Business 3D printing construction direct sales (Japan) / Indicator Revenue / Target for the fiscal year ending June 2029 ¥2 billion, Business 3D printing construction direct sales (overseas) / Indicator Revenue / Target for the fiscal year ending June 2029 ¥720 million, Business 3D printing sales and leasing / Indicator Revenue / Target for the fiscal year ending June 2029 ¥500 million, Business My Home Robo / Indicator Operating income / Target for the fiscal year ending June 2029 ¥200 million, Business IP licensing / Indicator Operating income / Target for the fiscal year ending June 2029 ¥200 million, Business AI customer acquisition platform / Indicator Operating income / Target for the fiscal year ending June 2029 ¥150 million |
| Non-financial targets | Indicator Labor productivity / Target value At least 200 (with the fiscal year ending June 2026 set at 100) / Timing Fiscal year ending June 2029, Indicator Number of 3D printing franchise members / Target value 50 companies / Timing Year 3 (July 2028-June 2029), Indicator Number of companies adopting My Home Robo / Target value 600 companies / Timing Year 3 (July 2028-June 2029), Indicator Number of IP-licensed stores / Target value 100 companies / Timing Year 3 (July 2028-June 2029), Indicator Number of businesses listed on the AI customer acquisition platform / Target value 60 companies / Timing Year 3 (July 2028-June 2029), Indicator Total 3D printing housing cost (per m²) / Target value 40% reduction / Timing Year 3 (July 2028-June 2029) |
| Key initiatives | 1. Preparation for mass production in the 3D printer construction business, 2. Establishment of the Housing OS business foundation, 3. Establishment of a highly profitable housing business model, 1. Domestic franchise and overseas expansion of 3D printer construction, 2. Full-scale expansion of Housing OS, 3. Rollout of the highly profitable housing business model across the business, 1. Global expansion of the 3D printer construction business, 2. Making Housing OS the second core earnings pillar, 3. Transforming the housing business into a highly profitable cash-generating business |
| Publication date | 21 August 2026 |
Items this document does not state (16)
Sales TargetOperating profit targetNet income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorPlan assumptionsResults under the previous planReason for revision or withdrawalSize of the Target MarketRisks identifiedDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The Company cites the growing global social challenges related to housing, including population growth, housing shortages, rising construction costs, a shortage of skilled workers, natural disasters and environmental impacts. It also cites structural challenges in Japan’s housing industry, where processes ranging from customer acquisition to after-sales service are fragmented and dependent on individual experience and case-by-case optimization.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.