Worth reading
59In 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
200
¥100 million (target sales for the fiscal year ending March 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,026Target2,029Hundreds of millions of yen
Operating profit+0.1%
基準 2,026Target2,029Hundreds of millions of yen
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. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
ROENot disclosed → 15% or more (fiscal year ending March 2029)
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planPlan for the fiscal year ending March 2026: net sales of ¥14.0 billion, operating profit of ¥1.7 billion, ordinary profit of ¥1.7 billion, net income of ¥1.2 billion, total personnel of 160 people and construction personnel of 70 people → Actual for the fiscal year ended March 2026: net sales of ¥14.8 billion, operating profit of ¥2.1 billion, ordinary profit of ¥2.2 billion, net income of ¥1.5 billion, total personnel of 110 people and construction personnel of 53 people（Net sales: +5.7%, operating profit: +23.5%, ordinary profit: +29.4%, net income: +25.0%, total personnel: -31.3%, construction personnel: -24.3%）0.0%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyDividend payout ratio of 30% or more; applicable period: fiscal year ending March 2029The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Capture urban redevelopment projects
02Expand the customer base
03Expand orders for underground-related construction
04Obtain orders for environmental improvement-related construction
05Develop human resources and improve productivity
06Enhance the value of the TANAKEN brand
07Strengthen human resources recruitment and development
08Strengthen DX and improve productivity
09Strengthen the construction execution structure
10Technology Development
11Strengthen alliances
12Initiatives toward the SDGs
Plan assumptionsThe demolition market is expected to double in size by FY2034 compared with FY2023, based on the time-series trend prepared by the Company using non-residential construction investment from 45 years ago.
Non-financial targetsIndicator name Construction personnel / Target value 80 / Timing Fiscal year ending March 2029
Size of the Target MarketCompleted prime-contracting construction revenue was ¥404.3 billion, with prime contracts accounting for 29.6%, up 44.3% year on year. Completed construction revenue in the chipping and demolition industry was ¥1.3653 trillion, up 17.9% year on year. The demolition market is expected to double in size by FY2034 compared with FY2023. Sources: Ministry of Land, Infrastructure, Transport and Tourism, “Report on the Survey of Current Trends in Construction Work (FY2023 Results),” and non-residential construction investment data from the Ministry of Land, Infrastructure, Transport and Tourism, compiled by the Company.
Risks identified by the company
Severe labor shortages
Rising labor costs
Higher industrial waste disposal costs
Rising Material Prices
New entry into the demolition market by construction-related companies
Entry of investment funds into the industry
Reason for revision or withdrawal
Based on the “Primary Phase,” the Company aims to achieve “further strengthening of its foundation and construction capabilities.” Under the previous plan, the Company stated that “difficulties in securing human resources left challenges in strengthening the construction execution structure needed to achieve the long-term vision.”
| Item | Details |
|---|---|
| Plan name | TANAKEN “Vision NEXT 10” Secondary Phase |
| Plan period | FY2026-FY2028 (fiscal years ending March 2027 to March 2029) |
| Progress against the plan | Formulated |
| Sales Target | Actual for the fiscal year ended March 2026: ¥14.8 billion (previous plan target: ¥14.0 billion) → Plan for the fiscal year ending March 2029: ¥20.0 billion（+35.1% (versus the latest actual results)） |
| Operating profit target | Actual for the fiscal year ended March 2026: ¥2.1 billion (previous plan target: ¥1.7 billion) → Plan for the fiscal year ending March 2029: ¥2.6 billion（+23.8% (versus the latest actual results)） |
| ROE target | Not disclosed → 15% or more (fiscal year ending March 2029) |
| Payout ratio / DOE policy | Dividend payout ratio of 30% or more; applicable period: fiscal year ending March 2029 |
| Non-financial targets | Indicator name Construction personnel / Target value 80 / Timing Fiscal year ending March 2029 |
| Plan assumptions | The demolition market is expected to double in size by FY2034 compared with FY2023, based on the time-series trend prepared by the Company using non-residential construction investment from 45 years ago. |
| Key initiatives | Capture urban redevelopment projects, Expand the customer base, Expand orders for underground-related construction, Obtain orders for environmental improvement-related construction, Develop human resources and improve productivity, Enhance the value of the TANAKEN brand, Strengthen human resources recruitment and development, Strengthen DX and improve productivity, Strengthen the construction execution structure, Technology Development, Strengthen alliances, Initiatives toward the SDGs |
| Results under the previous plan | Plan for the fiscal year ending March 2026: net sales of ¥14.0 billion, operating profit of ¥1.7 billion, ordinary profit of ¥1.7 billion, net income of ¥1.2 billion, total personnel of 160 people and construction personnel of 70 people → Actual for the fiscal year ended March 2026: net sales of ¥14.8 billion, operating profit of ¥2.1 billion, ordinary profit of ¥2.2 billion, net income of ¥1.5 billion, total personnel of 110 people and construction personnel of 53 people（Net sales: +5.7%, operating profit: +23.5%, ordinary profit: +29.4%, net income: +25.0%, total personnel: -31.3%, construction personnel: -24.3%） |
| Reason for revision or withdrawal | Based on the “Primary Phase,” the Company aims to achieve “further strengthening of its foundation and construction capabilities.” Under the previous plan, the Company stated that “difficulties in securing human resources left challenges in strengthening the construction execution structure needed to achieve the long-term vision.” |
| Size of the Target Market | Completed prime-contracting construction revenue was ¥404.3 billion, with prime contracts accounting for 29.6%, up 44.3% year on year. Completed construction revenue in the chipping and demolition industry was ¥1.3653 trillion, up 17.9% year on year. The demolition market is expected to double in size by FY2034 compared with FY2023. Sources: Ministry of Land, Infrastructure, Transport and Tourism, “Report on the Survey of Current Trends in Construction Work (FY2023 Results),” and non-residential construction investment data from the Ministry of Land, Infrastructure, Transport and Tourism, compiled by the Company. |
| Risks identified | Severe labor shortages, Rising labor costs, Higher industrial waste disposal costs, Rising Material Prices, New entry into the demolition market by construction-related companies, Entry of investment funds into the industry |
| Publication date | 8 May 2026 |
Items this document does not state (10)
Operating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetDate 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.Based on the “Primary Phase,” the Company will work to enhance the value of the TANAKEN brand, secure human resources, improve productivity and strengthen safety in order to achieve its long-term vision. The Company also cites difficulties in securing human resources and remaining challenges in strengthening its construction execution structure under the previous plan.
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