Worth reading
80Important
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
400
¥ millionWording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+40.0%
基準 100Target140million
Operating profit+68.0%
基準 5Target8.4million
Operating profit margin+1.0pt
基準 5Target6%
ROE+2.0pt
基準 10Target12%
ROIC+1.4pt
基準 7Target8.4%
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 planFiscal 2030 targets: consolidated revenue of ¥100 billion or more, consolidated operating profit of ¥5 billion or more, consolidated operating margin of 5.0% or more, PBR of 1.0x or more, ROE of 10.0% or more and ROIC of 7.0% or more → Fiscal 2025 forecast: consolidated revenue of ¥105.5 billion, consolidated operating profit of ¥6.57 billion, consolidated operating margin of 6.2%, PBR of 1.5x, ROE of 15.8% and ROIC of 16.7%-0.2%Calculated from the two disclosed figures
Total investment plan¥18 billion (strategic investments, fiscal 2026 to fiscal 2030)
Investment amount by sectorField Strategic investments (M&A, workforce development and DX) / Amount ¥18 billion
Statements about the use of capital
Payout ratio / DOE policyMaintain a policy of a total payout ratio of 50% or more and DOE of 4.0% or more, while increasing the absolute amount of shareholder returns through earnings growth (fiscal 2026 to fiscal 2030)The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share priceThe forecast PBR for fiscal 2025 is 1.5x, calculated using the share price as of 31 March 2026. The original fiscal 2030 target was a PBR of 1.0x or more. The policy is to pursue further improvements in the share price and corporate value.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Strengthen general construction
02M&A
03Human Resources
04Promoting DX
05Further enhance condominium construction through standardization
06Promote the acquisition of non-competitive projects in general construction by securing differentiated areas
07Focus on large-scale repairs and redevelopment construction, where demand is expanding
08Re-enter the civil engineering market
09Make a full-scale entry into the real estate development and redevelopment markets
10Create new businesses that address social issues
11Build a human resources base in which diverse employees can thrive
12Transform the organizational structure to facilitate the accumulation and use of know-how
13Improve productivity and pass technical expertise on to younger employees through DX
14Upgrade operations through operational reform
Plan assumptionsThe plan assumes steady construction demand, expanded order opportunities, improved pricing power, continued growth in project scale and an improved external environment.
Segment targetSegment General construction / Sales Target 35% to 45% of revenue in fiscal 2030, Segment Condominiums / Sales Target 40% to 50% of revenue in fiscal 2030, Segment Renewals / Sales Target Up to 5% of revenue in fiscal 2030, Segment Civil engineering, real estate, M&A and other businesses / Sales Target Up to 10% of revenue in fiscal 2030
Non-financial targetsIndicator Standalone headcount / Target value 687 people (+82 people from 605 in fiscal 2025) / Timing FY2030, Indicator Number of hires / Target value At least 40 people annually (including at least 5 mid-career hires) / Timing Each year, Indicator Average annual salary / Target value More than ¥10 million / Timing As early as possible during the period of this medium- to long-term plan, Indicator Holiday system / Target value A complete two-day weekend / Timing During the period of this medium- to long-term plan, Indicator Overall employee satisfaction score / Target value Increase of 5 percentage points / Timing During the period of this medium- to long-term plan, Indicator Site managers in their 20s / Target value Create / Timing During the period of this medium- to long-term plan
Reason for revision or withdrawal
The original fiscal 2030 targets were achieved five years ahead of schedule, against a backdrop of expanding construction demand and the increasing scale of projects. In light of results exceeding expectations, the target levels will be raised and the company’s fiscal 2030 profile redefined at a higher level.
| Item | Details |
|---|---|
| Plan name | Road to 100th anniversary: Challenge for a Breakthrough |
| Plan period | Fiscal 2024 to fiscal 2030 (7 years) |
| Progress against the plan | Partially revised |
| Sales Target | ¥100 billion or more → ¥140 billion |
| Operating profit target | ¥5 billion or more → At least ¥8.4 billion |
| Operating profit margin target | 5.0% or more → 6.0% or higher |
| ROE target | At least 10.0% → 12.0% or more |
| ROIC target | 7.0% or more → 8.4% or higher |
| Payout ratio / DOE policy | Maintain a policy of a total payout ratio of 50% or more and DOE of 4.0% or more, while increasing the absolute amount of shareholder returns through earnings growth (fiscal 2026 to fiscal 2030) |
| Self-assessment of PBR and share price | The forecast PBR for fiscal 2025 is 1.5x, calculated using the share price as of 31 March 2026. The original fiscal 2030 target was a PBR of 1.0x or more. The policy is to pursue further improvements in the share price and corporate value. |
| Total investment plan | ¥18 billion (strategic investments, fiscal 2026 to fiscal 2030) |
| Investment amount by sector | Field Strategic investments (M&A, workforce development and DX) / Amount ¥18 billion |
| Segment target | Segment General construction / Sales Target 35% to 45% of revenue in fiscal 2030, Segment Condominiums / Sales Target 40% to 50% of revenue in fiscal 2030, Segment Renewals / Sales Target Up to 5% of revenue in fiscal 2030, Segment Civil engineering, real estate, M&A and other businesses / Sales Target Up to 10% of revenue in fiscal 2030 |
| Non-financial targets | Indicator Standalone headcount / Target value 687 people (+82 people from 605 in fiscal 2025) / Timing FY2030, Indicator Number of hires / Target value At least 40 people annually (including at least 5 mid-career hires) / Timing Each year, Indicator Average annual salary / Target value More than ¥10 million / Timing As early as possible during the period of this medium- to long-term plan, Indicator Holiday system / Target value A complete two-day weekend / Timing During the period of this medium- to long-term plan, Indicator Overall employee satisfaction score / Target value Increase of 5 percentage points / Timing During the period of this medium- to long-term plan, Indicator Site managers in their 20s / Target value Create / Timing During the period of this medium- to long-term plan |
| Plan assumptions | The plan assumes steady construction demand, expanded order opportunities, improved pricing power, continued growth in project scale and an improved external environment. |
| Key initiatives | Strengthen general construction, M&A, Human Resources, Promoting DX, Further enhance condominium construction through standardization, Promote the acquisition of non-competitive projects in general construction by securing differentiated areas, Focus on large-scale repairs and redevelopment construction, where demand is expanding, Re-enter the civil engineering market, Make a full-scale entry into the real estate development and redevelopment markets, Create new businesses that address social issues, Build a human resources base in which diverse employees can thrive, Transform the organizational structure to facilitate the accumulation and use of know-how, Improve productivity and pass technical expertise on to younger employees through DX, Upgrade operations through operational reform |
| Results under the previous plan | Fiscal 2030 targets: consolidated revenue of ¥100 billion or more, consolidated operating profit of ¥5 billion or more, consolidated operating margin of 5.0% or more, PBR of 1.0x or more, ROE of 10.0% or more and ROIC of 7.0% or more → Fiscal 2025 forecast: consolidated revenue of ¥105.5 billion, consolidated operating profit of ¥6.57 billion, consolidated operating margin of 6.2%, PBR of 1.5x, ROE of 15.8% and ROIC of 16.7% |
| Reason for revision or withdrawal | The original fiscal 2030 targets were achieved five years ahead of schedule, against a backdrop of expanding construction demand and the increasing scale of projects. In light of results exceeding expectations, the target levels will be raised and the company’s fiscal 2030 profile redefined at a higher level. |
| Publication date | 24 April 2026 |
Items this document does not state (6)
Net income targetTreasury share acquisition policyCost of capitalSize 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.Performance has been progressing at a pace well above the initial assumptions, against a backdrop of expanding construction demand and the increasing scale of projects. As a result, the key management indicators originally projected for fiscal 2030 were achieved ahead of schedule in fiscal 2025.
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.