Worth reading
61In 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
180
¥100 million (FY2030 operating profit target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.2%
基準 2,025Target2,030Hundreds of millions of yen
Operating profit+0.2%
基準 2,025Target2,030Hundreds of millions of yen
ROE+5.0pt
基準 2,025Target2,030％
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.
Operating profit margin7.7% (FY2025 target under the previous medium-term management plan) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planRevenue of ¥130 billion and operating profit of ¥10 billion (targets under the previous medium-term management plan) → Revenue of ¥169.3 billion and operating profit of ¥13.7 billion (FY2025 actual)+1,457.7%Calculated from the two disclosed figures
Total investment plan¥50 billion (net growth investment)
Statements about the use of capital
Payout ratio / DOE policyDOE of at least 5% (progressive dividend policy). The applicable period is Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Cost of capitalCost of shareholders’ equity: 9.5% (the Company’s estimate based on CAPM)The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Key initiatives
01Management Strategy 1: Pursue earning power and maximize value creation in core businesses
02Management Strategy 2: Take on growth areas and accelerate business transformation for the future
03Management Strategy 3: Maximize the value of human capital through proactive investment and improve productivity through organizational culture reform
04Management Strategy 4: Strengthen the management foundation to sustainably enhance corporate value
05Business Strategy
06R&D strategy
07Human Capital Strategy
08DX Strategy
09Sustainability Strategy
10Investment Strategy
11Shareholder-return policy
Non-financial targetsIndicator name Engagement rating / Target value AA / Timing FY2030 / Latest results BBB (FY2025)
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan [FY2026-FY2030] |
| Plan period | Fiscal years 2026–2030 |
| Progress against the plan | Formulated |
| Sales Target | ¥130 billion (FY2025 target under the previous medium-term management plan) → Approximately ¥200 billion (targeted position for FY2030) |
| Operating profit target | ¥10 billion (FY2025 target under the previous medium-term management plan) → At least ¥18 billion (FY2030) |
| Operating profit margin target | 7.7% (FY2025 target under the previous medium-term management plan) → Not disclosed |
| ROE target | 11.7% (FY2025 actual) → At least 12% (FY2030) |
| Payout ratio / DOE policy | DOE of at least 5% (progressive dividend policy). The applicable period is Not disclosed. |
| Cost of capital | Cost of shareholders’ equity: 9.5% (the Company’s estimate based on CAPM) |
| Total investment plan | ¥50 billion (net growth investment) |
| Non-financial targets | Indicator name Engagement rating / Target value AA / Timing FY2030 / Latest results BBB (FY2025) |
| Key initiatives | Management Strategy 1: Pursue earning power and maximize value creation in core businesses, Management Strategy 2: Take on growth areas and accelerate business transformation for the future, Management Strategy 3: Maximize the value of human capital through proactive investment and improve productivity through organizational culture reform, Management Strategy 4: Strengthen the management foundation to sustainably enhance corporate value, Business Strategy, R&D strategy, Human Capital Strategy, DX Strategy, Sustainability Strategy, Investment Strategy, Shareholder-return policy |
| Results under the previous plan | Revenue of ¥130 billion and operating profit of ¥10 billion (targets under the previous medium-term management plan) → Revenue of ¥169.3 billion and operating profit of ¥13.7 billion (FY2025 actual) |
| Publication date | 12 May 2026 |
Items this document does not state (11)
Net income targetROIC targetTreasury share acquisition policySelf-assessment of PBR and share priceInvestment amount by sectorSegment targetPlan assumptionsReason 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.Under the previous medium-term management plan, the Company achieved its numerical targets and delivered results through business expansion and a stronger financial position. However, improving its earning power, including profitability and capital efficiency, and expanding into new business areas remained challenges.
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.