Worth reading
66In 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
—
Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+10.0%
基準 24,424Target26,866million
Operating profit+23.4%
基準 2,026Target2,500million
Operating profit margin+1.0pt
基準 2,026Target2,027%
ROE+1.0pt
基準 2,026Target2,027%
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.
Statements about the use of capital
Payout ratio / DOE policyThe company targets a dividend-on-equity (DOE) ratio attributable to owners of the parent of at least 5% and a payout ratio of at least 25%. Its basic policy is to increase dividends continuously and consistently, with the policy applying on an ongoing and medium- to long-term basis. The forecast year-end dividend for the fiscal year ending March 2027 is ¥35.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 policyThe company will flexibly acquire treasury shares in a timely and appropriate manner after securing sufficient cash on hand for growth investments. The acquisition limit, specific timing, and terms are Not disclosed.
Cost of capitalCost of equity (approximately 8%)The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Self-assessment of PBR and share priceAlthough the company has continuously maintained a PBR of at least 1.0x, it recognizes that there is room for improvement compared with historical levels.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Advance the new long-term vision targeting 2035, “FUTURE VISION”
02Advance the “Strategy for Medium-Term Growth”
03Complete the transition to positions providing on-site DX support
04① Human resources development
05② Services / sales
06③ Investment for the future
07Provide continuous shareholder returns
08Enhancing Investor Relations Activities
Plan assumptionsA forecast that a supply-demand gap will emerge in Japan, with a shortfall of 3.39 million personnel responsible for the use of AI, robotics, and other technologies by 2040 (Source: Ministry of Economy, Trade and Industry, “Revised Estimates of the Employment Structure in 2040,” announced in March 2026)
Non-financial targetsIndicator DX personnel ratio (as a percentage of all employees) / Target value 90％ / Timing Fiscal year ending March 2027, Indicator Utilization rate of DCs, excluding those in their first and second years after joining as new graduates (as of the fiscal year-end) / Target value 85％ / Timing Fiscal year ending March 2027, Indicator DX revenue ratio (as a percentage of total value-added revenue) / Target value 70％ / Timing Fiscal year ending March 2027, Indicator Number of new companies established / Target value +5 companies / Timing Fiscal year ending March 2027, Indicator Revenue per DC who is in at least their second year after joining as a new graduate, compared with the previous fiscal year / Target value +10% year on year / Timing Fiscal year ending March 2027, Indicator Number of client companies generating annual sales revenue of at least ¥300 million / Target value +5 companies year on year / Timing Fiscal year ending March 2027, Indicator Customer company NPS® / Target value +2 pt year on year / Timing Fiscal year ending March 2027, Indicator Brand business awareness / Target value +1.4% year on year / Timing Fiscal year ending March 2027, Indicator Employee engagement score / Target value +0.2 pt year on year / Timing Fiscal year ending March 2027, Indicator Employee turnover rate / Target value -1.0 pt year on year / Timing Fiscal year ending March 2027
Risks identified by the company
If the purpose of using digital technology as a means is lost sight of, it could contribute to inequality, social division, and environmental destruction
Changes in labor supply and demand accompanying the rapid spread of generative AI
A shortage of DX personnel, particularly business architects who translate strategies into practical execution
A supply-demand gap involving a shortfall of 3.39 million personnel responsible for the use of AI, robotics, and other technologies by 2040
Reason for revision or withdrawal
The company reanalyzed and reassessed its current position and updated the content in order to achieve sustainable growth and enhance corporate value over the medium to long term.
| Item | Details |
|---|---|
| Plan name | New long-term vision targeting 2035, “FUTURE VISION” / “Strategy for Medium-Term Growth” |
| Plan period | Fiscal year ending March 2025 to fiscal year ending March 2027 (Strategy for Medium-Term Growth); target year 2035 (FUTURE VISION) |
| Progress against the plan | Formulated |
| Sales Target | 24,424 (actual results for the fiscal year ended March 2026) → 26,866 (forecast for the fiscal year ending March 2027) |
| Operating profit target | 1,600 (actual results for the fiscal year ended March 2026) → 2,500 (forecast for the fiscal year ending March 2027) |
| Operating profit margin target | 6.6 (actual results for the fiscal year ended March 2026) → 9.3 (forecast for the fiscal year ending March 2027) |
| ROE target | 19.5 (actual results for the fiscal year ended March 2026) → 23.8 (forecast for the fiscal year ending March 2027), at least 25% over the medium to long term |
| Payout ratio / DOE policy | The company targets a dividend-on-equity (DOE) ratio attributable to owners of the parent of at least 5% and a payout ratio of at least 25%. Its basic policy is to increase dividends continuously and consistently, with the policy applying on an ongoing and medium- to long-term basis. The forecast year-end dividend for the fiscal year ending March 2027 is ¥35. |
| Treasury share acquisition policy | The company will flexibly acquire treasury shares in a timely and appropriate manner after securing sufficient cash on hand for growth investments. The acquisition limit, specific timing, and terms are Not disclosed. |
| Cost of capital | Cost of equity (approximately 8%) |
| Self-assessment of PBR and share price | Although the company has continuously maintained a PBR of at least 1.0x, it recognizes that there is room for improvement compared with historical levels. |
| Non-financial targets | Indicator DX personnel ratio (as a percentage of all employees) / Target value 90％ / Timing Fiscal year ending March 2027, Indicator Utilization rate of DCs, excluding those in their first and second years after joining as new graduates (as of the fiscal year-end) / Target value 85％ / Timing Fiscal year ending March 2027, Indicator DX revenue ratio (as a percentage of total value-added revenue) / Target value 70％ / Timing Fiscal year ending March 2027, Indicator Number of new companies established / Target value +5 companies / Timing Fiscal year ending March 2027, Indicator Revenue per DC who is in at least their second year after joining as a new graduate, compared with the previous fiscal year / Target value +10% year on year / Timing Fiscal year ending March 2027, Indicator Number of client companies generating annual sales revenue of at least ¥300 million / Target value +5 companies year on year / Timing Fiscal year ending March 2027, Indicator Customer company NPS® / Target value +2 pt year on year / Timing Fiscal year ending March 2027, Indicator Brand business awareness / Target value +1.4% year on year / Timing Fiscal year ending March 2027, Indicator Employee engagement score / Target value +0.2 pt year on year / Timing Fiscal year ending March 2027, Indicator Employee turnover rate / Target value -1.0 pt year on year / Timing Fiscal year ending March 2027 |
| Plan assumptions | A forecast that a supply-demand gap will emerge in Japan, with a shortfall of 3.39 million personnel responsible for the use of AI, robotics, and other technologies by 2040 (Source: Ministry of Economy, Trade and Industry, “Revised Estimates of the Employment Structure in 2040,” announced in March 2026) |
| Key initiatives | Advance the new long-term vision targeting 2035, “FUTURE VISION”, Advance the “Strategy for Medium-Term Growth”, Complete the transition to positions providing on-site DX support, ① Human resources development, ② Services / sales, ③ Investment for the future, Provide continuous shareholder returns, Enhancing Investor Relations Activities |
| Reason for revision or withdrawal | The company reanalyzed and reassessed its current position and updated the content in order to achieve sustainable growth and enhance corporate value over the medium to long term. |
| Risks identified | If the purpose of using digital technology as a means is lost sight of, it could contribute to inequality, social division, and environmental destruction, Changes in labor supply and demand accompanying the rapid spread of generative AI, A shortage of DX personnel, particularly business architects who translate strategies into practical execution, A supply-demand gap involving a shortfall of 3.39 million personnel responsible for the use of AI, robotics, and other technologies by 2040 |
| Publication date | 19 June 2026 |
Items this document does not state (8)
Net income targetROIC targetTotal investment planInvestment amount by sectorSegment targetResults under the previous planSize of the Target MarketDate 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.The company reanalyzed and reassessed its current position and updated the content in order to achieve sustainable growth and enhance corporate value over the medium to long term.
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.