Worth reading
67In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
—
Displayed only when the document provides numerical figures.Wording
Definitive
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales-1.0%
基準 10,100Target10,000million yen
Operating profit margin+4.0pt
基準 2,026Target2,030% / percentage points
ROE+4.0pt
基準 2,026Target2,030%
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.
What happened to the previous planSecond Plan targets: net sales ¥9,500 million, operating profit ¥1,350 million, operating margin 14.2%, net income ¥950 million, ROE 11.6% → FY2026/8 actual: net sales ¥10,129 million, operating profit ¥1,437 million, operating margin 14.2%, net income ¥1,070 million, ROE 13.2%（Net sales up 6.6%, operating profit up 6.5%, net income up 12.6%, ROE up 1.6 percentage points）+6.6%Calculated from the two disclosed figures
Investment amount by sectorField Capital expenditures / Amount ¥2.0–3.0 billion, Field Growth investment (human capital investment, M&A, etc.) / Amount ¥3.5 billion–¥4.5 billion, Field Shareholder Returns / Amount ¥1.0–1.5 billion
Statements about the use of capital
Payout ratio / DOE policyFor the fiscal year ending August 2030, the higher of a projected payout ratio of 30% or more and a dividend on equity (DOE) ratio of 3% or more. The company plans to pay stable and consistent dividends during the plan period.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyShare repurchases will be carried out flexibly after comprehensively considering business performance and other factors. During the plan period, the company will respond flexibly depending on circumstances.
Self-assessment of PBR and share priceThe company recognises the persistence of a low PBR as a risk, but does not disclose figures for PBR or the share price.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Consulting-based renewal proposals
02ZEB consulting sales
03Growth strategy through M&A and business collaboration
04Effective promotion of digital transformation
05Recruitment and branding
06Establishing a “technology transfer DX”
07Human resources education and development
08Fostering a culture of self-directed learning
09Enhancing disclosure standards
10Capital Efficiency
11Cybersecurity
Plan assumptionsDeclining and ageing population in Japan, and labour shortages, Domestic market contraction, Urbanisation and ageing infrastructure, Government construction investment is expected to increase slightly or remain flat, Private-sector capital investment is expected to remain flat, but the outlook is uncertain, Growing demand for renovations, Surging construction costs (materials, equipment and labour costs), Declining and ageing construction workforce, Climate change and global warming, intensifying natural disasters, and the energy transition
Non-financial targetsIndicator name CO2 emissions intensity (Scopes 1 and 2) / Target value 5% reduction / Timing In 4 years, Indicator name Green procurement volume (office and value ratios) / Target value At least 50% / Timing In 4 years, Indicator name Number of proposals utilising subsidies / Target value 2 cases/year / Timing In 4 years, Indicator name Net increase in the number of maintenance and inspection contracts / Target value 5 items / Timing In 4 years, Indicator name Number of ZEB proposals / Target value 1 case/year / Timing In 4 years, Indicator name Recycling rate for mixed waste / Target value 65% or higher / Timing In 4 years, Indicator name Rate of fluorocarbon gas recovery and destruction / Target value 100% implementation / Timing In 4 years, Indicator name Paid leave utilization rate / Target value At least 50% / Timing In 4 years, Indicator name Average number of paid leave days taken / Target value 9 days or more / Timing In 4 years, Indicator name Parental leave uptake rate (men) / Target value 100％ / Timing In 4 years, Indicator name Parental leave uptake rate (women) / Target value 100％ / Timing In 4 years, Indicator name Turnover rate among employees within 3 years of joining as new graduates / Target value Below 20% / Timing In 4 years, Indicator name Offer acceptance rate / Target value At least 80% / Timing In 4 years, Indicator name Number of renovation proposals using Salesforce / Target value 2 cases/year / Timing In 4 years, Indicator name Number of e-learning courses completed per person / Target value 4 cases per year / Timing In 4 years, Indicator name Percentage of younger employees holding professional qualifications / Target value At least 20% / Timing In 4 years, Indicator name Number of internal study sessions taught and case studies presented / Target value 2 cases/year / Timing In 4 years, Indicator name Percentage of Female Managers / Target value 5％ / Timing In 4 years, Indicator name Percentage of women among technical employees / Target value 5％ / Timing In 4 years, Indicator name Hiring of foreign nationals as permanent employees / Target value 5.0％ / Timing In 4 years, Indicator name Frequency rate / Target value 0 / Timing In 4 years, Indicator name Severity rate / Target value 0 / Timing In 4 years, Indicator name Preparation of supplementary financial results materials, integrated reports and other documents / Target value 2 times/year / Timing In 4 years, Indicator name Holding of investor briefings and IR events / Target value 2 times/year / Timing In 4 years, Indicator name Information security training completion rate / Target value 100％ / Timing In 4 years, Indicator name Number of information security drills conducted / Target value 1 time/year / Timing In 4 years, Indicator name Conducting board effectiveness evaluations / Target value Annual / Timing In 4 years
Risks identified by the company
Inability to respond to changes in customer behaviour associated with climate change
Higher disaster response costs
Risk of uncertainty in the supply and price volatility of materials and equipment
Deterioration in construction efficiency and on-site productivity due to extreme heat
Delayed response to changing demand for environmental considerations
Expansion of mandatory CO2 emissions disclosures
Disruption of technology transfer
Loss of competitiveness in recruitment
Higher recruitment costs for younger employees and early departures
Structural decline in the working-age population
Insufficient consideration for labour conditions and employee health
Declining labor productivity
Loss of trust and credibility due to quality incidents
Declining valuation and share price due to insufficient non-financial disclosure
Loss of trust and credibility due to work stoppages and confidential information leaks caused by cyberattacks
Social sanctions for violations of laws and regulations
Acquisition risk and market exit due to a persistently low P/B ratio
Loss of talent needed in the future due to labor shortages
Loss of order opportunities
Compliance Violations
Insufficient consideration for labour conditions and employee health
| Item | Details |
|---|---|
| Plan name | Phase III Medium-Term Management Plan |
| Plan period | Fiscal years ending August 2027 through August 2030 (title: FY2027–FY2030) |
| Progress against the plan | Formulated |
| Sales Target | FY2026/8 actual: 10,100 → FY2030/8 target: 10,000 or more |
| Operating profit margin target | FY2026/8 actual: 14.2% → FY2030/8 target: 11% |
| ROE target | FY2026/8 actual: 13.2% → FY2030/8 target: 10% or more |
| Payout ratio / DOE policy | For the fiscal year ending August 2030, the higher of a projected payout ratio of 30% or more and a dividend on equity (DOE) ratio of 3% or more. The company plans to pay stable and consistent dividends during the plan period. |
| Treasury share acquisition policy | Share repurchases will be carried out flexibly after comprehensively considering business performance and other factors. During the plan period, the company will respond flexibly depending on circumstances. |
| Self-assessment of PBR and share price | The company recognises the persistence of a low PBR as a risk, but does not disclose figures for PBR or the share price. |
| Investment amount by sector | Field Capital expenditures / Amount ¥2.0–3.0 billion, Field Growth investment (human capital investment, M&A, etc.) / Amount ¥3.5 billion–¥4.5 billion, Field Shareholder Returns / Amount ¥1.0–1.5 billion |
| Non-financial targets | Indicator name CO2 emissions intensity (Scopes 1 and 2) / Target value 5% reduction / Timing In 4 years, Indicator name Green procurement volume (office and value ratios) / Target value At least 50% / Timing In 4 years, Indicator name Number of proposals utilising subsidies / Target value 2 cases/year / Timing In 4 years, Indicator name Net increase in the number of maintenance and inspection contracts / Target value 5 items / Timing In 4 years, Indicator name Number of ZEB proposals / Target value 1 case/year / Timing In 4 years, Indicator name Recycling rate for mixed waste / Target value 65% or higher / Timing In 4 years, Indicator name Rate of fluorocarbon gas recovery and destruction / Target value 100% implementation / Timing In 4 years, Indicator name Paid leave utilization rate / Target value At least 50% / Timing In 4 years, Indicator name Average number of paid leave days taken / Target value 9 days or more / Timing In 4 years, Indicator name Parental leave uptake rate (men) / Target value 100％ / Timing In 4 years, Indicator name Parental leave uptake rate (women) / Target value 100％ / Timing In 4 years, Indicator name Turnover rate among employees within 3 years of joining as new graduates / Target value Below 20% / Timing In 4 years, Indicator name Offer acceptance rate / Target value At least 80% / Timing In 4 years, Indicator name Number of renovation proposals using Salesforce / Target value 2 cases/year / Timing In 4 years, Indicator name Number of e-learning courses completed per person / Target value 4 cases per year / Timing In 4 years, Indicator name Percentage of younger employees holding professional qualifications / Target value At least 20% / Timing In 4 years, Indicator name Number of internal study sessions taught and case studies presented / Target value 2 cases/year / Timing In 4 years, Indicator name Percentage of Female Managers / Target value 5％ / Timing In 4 years, Indicator name Percentage of women among technical employees / Target value 5％ / Timing In 4 years, Indicator name Hiring of foreign nationals as permanent employees / Target value 5.0％ / Timing In 4 years, Indicator name Frequency rate / Target value 0 / Timing In 4 years, Indicator name Severity rate / Target value 0 / Timing In 4 years, Indicator name Preparation of supplementary financial results materials, integrated reports and other documents / Target value 2 times/year / Timing In 4 years, Indicator name Holding of investor briefings and IR events / Target value 2 times/year / Timing In 4 years, Indicator name Information security training completion rate / Target value 100％ / Timing In 4 years, Indicator name Number of information security drills conducted / Target value 1 time/year / Timing In 4 years, Indicator name Conducting board effectiveness evaluations / Target value Annual / Timing In 4 years |
| Plan assumptions | Declining and ageing population in Japan, and labour shortages, Domestic market contraction, Urbanisation and ageing infrastructure, Government construction investment is expected to increase slightly or remain flat, Private-sector capital investment is expected to remain flat, but the outlook is uncertain, Growing demand for renovations, Surging construction costs (materials, equipment and labour costs), Declining and ageing construction workforce, Climate change and global warming, intensifying natural disasters, and the energy transition |
| Key initiatives | Consulting-based renewal proposals, ZEB consulting sales, Growth strategy through M&A and business collaboration, Effective promotion of digital transformation, Recruitment and branding, Establishing a “technology transfer DX”, Human resources education and development, Fostering a culture of self-directed learning, Enhancing disclosure standards, Capital Efficiency, Cybersecurity |
| Results under the previous plan | Second Plan targets: net sales ¥9,500 million, operating profit ¥1,350 million, operating margin 14.2%, net income ¥950 million, ROE 11.6% → FY2026/8 actual: net sales ¥10,129 million, operating profit ¥1,437 million, operating margin 14.2%, net income ¥1,070 million, ROE 13.2%（Net sales up 6.6%, operating profit up 6.5%, net income up 12.6%, ROE up 1.6 percentage points） |
| Risks identified | Inability to respond to changes in customer behaviour associated with climate change, Higher disaster response costs, Risk of uncertainty in the supply and price volatility of materials and equipment, Deterioration in construction efficiency and on-site productivity due to extreme heat, Delayed response to changing demand for environmental considerations, Expansion of mandatory CO2 emissions disclosures, Disruption of technology transfer, Loss of competitiveness in recruitment, Higher recruitment costs for younger employees and early departures, Structural decline in the working-age population, Insufficient consideration for labour conditions and employee health, Declining labor productivity, Loss of trust and credibility due to quality incidents, Declining valuation and share price due to insufficient non-financial disclosure, Loss of trust and credibility due to work stoppages and confidential information leaks caused by cyberattacks, Social sanctions for violations of laws and regulations, Acquisition risk and market exit due to a persistently low P/B ratio, Loss of talent needed in the future due to labor shortages, Loss of order opportunities, Compliance Violations, Insufficient consideration for labour conditions and employee health |
Items this document does not state (10)
Operating profit targetNet income targetROIC targetCost of capitalTotal investment planSegment targetReason for revision or withdrawalSize of the Target MarketDate of board resolutionPublication date
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 respond to environmental changes including population decline and ageing in Japan, labour shortages, contraction of the domestic market, ageing infrastructure, growing demand for renovations and surging construction costs, the company aims to shift from being simply an equipment construction company to a building life cycle management partner and achieve sustained growth in corporate value.
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.