Worth reading
64In 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
1120
¥100 million (increase from the FY2025 revenue outlook to the FY2028 plan)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+25.6%
基準 4,380Target5,500100 million
Operating profit+15.6%
基準 320Target370100 million
ROE+3.0pt
基準 2,025Target2,028%
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).The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
What happened to the previous plan¥265 100 million (consolidated ordinary income, previous Medium-Term Management Plan 2025 target versus FY2025 outlook) → ¥314 100 million (consolidated ordinary income, previous Medium-Term Management Plan 2025 target versus FY2025 outlook)（18.5%）+18.5%Calculated from the two disclosed figures
Total investment planAmount ¥500 100 million / Details Growth investment, cumulative over 3 years, excluding M&A
Investment amount by sectorField Growth Investment / Amount ¥50 billion (cumulative over 3 years, excluding M&A), Field Human capital investment / Amount ¥20 billion
Statements about the use of capital
Payout ratio / DOE policyProgressive dividend policy with annual dividends of at least ¥80 per share. The applicable period is FY2028 (fiscal year ending March 2029). Numerical targets for the payout ratio and DOE: not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Order-Selection Strategy
02Construction execution strategy
03Growth Strategy
04Expansion of business areas and markets
05Alliances
06M&A and Alliances
07Organizational revitalization
08Highly satisfactory compensation and benefits
09Fair and credible performance evaluations
10Human capital development that delivers a strong sense of growth
11Human Capital Strategy
12Technology development strategy
13DX Strategy
14Business partner strategy
15Initiatives to secure the workforce
16Strengthening relationships with partner companies
17Sustainability Strategy
18Productivity-enhancing development technologies
19Response to disaster prevention and national resilience
20Nuclear technology and next-generation innovative reactor research and development
21Investment in space development businesses
22Strengthening the core business
23Development of maintenance and renewal technologies
24Strengthening the LCS business
25New ways of working
26Expanding capabilities
Plan assumptionsAlthough the domestic economy is experiencing population aging and decline, it will remain on a long-term growth trajectory, Strong corporate performance will sustain the willingness to invest to maintain and enhance asset values, Construction investment will remain resilient, while investment appetite for the Japanese market will be maintained as a risk-averse destination, Demand for replacement, renovation and maintenance will expand sharply as public and private facilities age, Disaster prevention, disaster mitigation and national resilience projects will continue to expand, Construction markets in new fields, including data centers and quantum and AI research facilities, will expand, Construction demand will be generated for renewable energy, power transmission networks and storage batteries, Construction demand related to nuclear power investment and security infrastructure will expand
Segment targetSegment Domestic Civil Engineering Business / Sales target ¥132 billion / Profit Target Gross profit on completed construction contracts: ¥22.9 billion, Segment Domestic Construction Business / Sales target ¥320 billion / Profit Target Gross profit on completed construction contracts: ¥39.2 billion, Segment LCS business / Sales target ¥52 billion / Profit Target Gross profit on completed construction contracts: ¥8.6 billion, Segment Energy Business / Sales target ¥50,000 million / Profit Target Gross profit on completed construction contracts: ¥7.5 billion, Segment Overseas Business / Sales target ¥38 billion / Profit Target Gross profit on completed construction contracts: ¥4.4 billion, Segment Group Businesses / Sales target Not disclosed / Profit Target Not disclosed, Segment Non-construction businesses / Sales target Not disclosed / Profit Target Not disclosed
Non-financial targetsIndicator GHG emissions, Scope 1 + 2 / Target value 23% reduction from FY2024 / Timing FY2028, Indicator GHG emissions, Scope 3 / Target value 14% reduction from FY2024 / Timing FY2028, Indicator Engagement rating / Target value A / Timing FY2028, Indicator Human capital investment / Target value Increase of ¥10 billion from FY2025 / Timing FY2028, Indicator Proposals contributing to biodiversity / Target value 100% implementation (design-build projects) / Timing FY2028, Indicator Construction mixed-waste generation rate / Target value 3% or less / Timing FY2028, Indicator Training participation rate / Target value 100% / Timing FY2028, Indicator Board effectiveness evaluations and responses to identified issues / Target value 1 time/year / Timing Plan period, Indicator Cross-shareholdings / Target value Less than 10% of consolidated net assets / Timing Plan period, Indicator Number of technologies utilized through technology DX / Target value 170 applications (cumulative) / Timing FY2028, Indicator Number of business DX initiatives deployed / Target value 80 initiatives (cumulative) / Timing FY2028, Indicator Number of IT Passport holders / Target value 500 people / Timing FY2028
Risks identified by the company
Geopolitical risk
Global supply chain risks
Future market uncertainty
Reason for revision or withdrawal
To realize the four value-creation objectives set out in the long-term vision, Hazama Ando VISION2030, the Company will concentrate investment in areas of strength expected to grow in the future, further strengthen the capabilities it has built over many years, deepen relationships with business partners, including subcontractors, beyond previous levels, and establish a position that other companies cannot match.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan 2028 |
| Plan period | Fiscal years ending March 2027 to March 2029 |
| Progress against the plan | Formulated |
| Sales Target | ¥4,380 100 million → ¥5,500 100 million（25.6%） |
| Operating profit target | ¥320 100 million → ¥370 100 million（15.6%） |
| ROE target | 12% or more (FY2025 forecast) → 12% or more (FY2028 plan)（0%） |
| Payout ratio / DOE policy | Progressive dividend policy with annual dividends of at least ¥80 per share. The applicable period is FY2028 (fiscal year ending March 2029). Numerical targets for the payout ratio and DOE: not disclosed. |
| Total investment plan | Amount ¥500 100 million / Details Growth investment, cumulative over 3 years, excluding M&A |
| Investment amount by sector | Field Growth Investment / Amount ¥50 billion (cumulative over 3 years, excluding M&A), Field Human capital investment / Amount ¥20 billion |
| Segment target | Segment Domestic Civil Engineering Business / Sales target ¥132 billion / Profit Target Gross profit on completed construction contracts: ¥22.9 billion, Segment Domestic Construction Business / Sales target ¥320 billion / Profit Target Gross profit on completed construction contracts: ¥39.2 billion, Segment LCS business / Sales target ¥52 billion / Profit Target Gross profit on completed construction contracts: ¥8.6 billion, Segment Energy Business / Sales target ¥50,000 million / Profit Target Gross profit on completed construction contracts: ¥7.5 billion, Segment Overseas Business / Sales target ¥38 billion / Profit Target Gross profit on completed construction contracts: ¥4.4 billion, Segment Group Businesses / Sales target Not disclosed / Profit Target Not disclosed, Segment Non-construction businesses / Sales target Not disclosed / Profit Target Not disclosed |
| Non-financial targets | Indicator GHG emissions, Scope 1 + 2 / Target value 23% reduction from FY2024 / Timing FY2028, Indicator GHG emissions, Scope 3 / Target value 14% reduction from FY2024 / Timing FY2028, Indicator Engagement rating / Target value A / Timing FY2028, Indicator Human capital investment / Target value Increase of ¥10 billion from FY2025 / Timing FY2028, Indicator Proposals contributing to biodiversity / Target value 100% implementation (design-build projects) / Timing FY2028, Indicator Construction mixed-waste generation rate / Target value 3% or less / Timing FY2028, Indicator Training participation rate / Target value 100% / Timing FY2028, Indicator Board effectiveness evaluations and responses to identified issues / Target value 1 time/year / Timing Plan period, Indicator Cross-shareholdings / Target value Less than 10% of consolidated net assets / Timing Plan period, Indicator Number of technologies utilized through technology DX / Target value 170 applications (cumulative) / Timing FY2028, Indicator Number of business DX initiatives deployed / Target value 80 initiatives (cumulative) / Timing FY2028, Indicator Number of IT Passport holders / Target value 500 people / Timing FY2028 |
| Plan assumptions | Although the domestic economy is experiencing population aging and decline, it will remain on a long-term growth trajectory, Strong corporate performance will sustain the willingness to invest to maintain and enhance asset values, Construction investment will remain resilient, while investment appetite for the Japanese market will be maintained as a risk-averse destination, Demand for replacement, renovation and maintenance will expand sharply as public and private facilities age, Disaster prevention, disaster mitigation and national resilience projects will continue to expand, Construction markets in new fields, including data centers and quantum and AI research facilities, will expand, Construction demand will be generated for renewable energy, power transmission networks and storage batteries, Construction demand related to nuclear power investment and security infrastructure will expand |
| Key initiatives | Order-Selection Strategy, Construction execution strategy, Growth Strategy, Expansion of business areas and markets, Alliances, M&A and Alliances, Organizational revitalization, Highly satisfactory compensation and benefits, Fair and credible performance evaluations, Human capital development that delivers a strong sense of growth, Human Capital Strategy, Technology development strategy, DX Strategy, Business partner strategy, Initiatives to secure the workforce, Strengthening relationships with partner companies, Sustainability Strategy, Productivity-enhancing development technologies, Response to disaster prevention and national resilience, Nuclear technology and next-generation innovative reactor research and development, Investment in space development businesses, Strengthening the core business, Development of maintenance and renewal technologies, Strengthening the LCS business, New ways of working, Expanding capabilities |
| Results under the previous plan | ¥265 100 million (consolidated ordinary income, previous Medium-Term Management Plan 2025 target versus FY2025 outlook) → ¥314 100 million (consolidated ordinary income, previous Medium-Term Management Plan 2025 target versus FY2025 outlook)（18.5%） |
| Reason for revision or withdrawal | To realize the four value-creation objectives set out in the long-term vision, Hazama Ando VISION2030, the Company will concentrate investment in areas of strength expected to grow in the future, further strengthen the capabilities it has built over many years, deepen relationships with business partners, including subcontractors, beyond previous levels, and establish a position that other companies cannot match. |
| Risks identified | Geopolitical risk, Global supply chain risks, Future market uncertainty |
| Date of board resolution | 30 March 2026 |
| Publication date | 30 March 2026 |
Items this document does not state (7)
Operating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSize of the Target Market
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.To realize the long-term vision VISION2030, the Company will concentrate investment in areas of strength expected to grow in the future, further strengthen the capabilities it has built over many years, deepen relationships with business partners, including subcontractors, and establish a position that other companies cannot match.
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