Items stated in the management plan
FormulatedEach 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. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
The Company viewed changes in the business environment, including the growing need to strengthen the resilience of water infrastructure, and changes underway in working styles and the nature of industries driven by advances in DX and generative AI as growth opportunities. In addition, it had already announced its growth strategy through 2030.
| Item | Details |
|---|---|
| Plan name | 2030 Mid-term Management Plan |
| Plan period | From the fiscal year ending December 2027 through the fiscal year ending December 2030 |
| Progress against the plan | Formulated |
| Sales Target | 350 Hundreds of millions of yen → 400 Hundreds of millions of yen |
| Operating profit target | Not disclosed → 50 Hundreds of millions of yen |
| Operating profit margin target | Not disclosed → 13 % |
| Net income target | Not disclosed → 35 Hundreds of millions of yen |
| Segment target | Segment CONSULTING / Sales Target 265 Hundreds of millions of yen, Segment OPERATION / Sales Target 105 Hundreds of millions of yen, Segment GLOBAL / Sales Target 30 Hundreds of millions of yen |
| Key initiatives | Strengthening technical capabilities as consultants and fostering a mindset of proactively taking responsibility for the business, Expanding PPP business projects and achieving integrated management, Reforming business processes through the use of AI and building SmartPPP to support the water business, ①Strengthening the business through SmartPPP, ②Strengthening regional offices, ③Strengthening customer service, ④Developing proactive personnel, ⑤ Strengthening corporate governance |
| Results under the previous plan | 250 Hundreds of millions of yen → 280 Hundreds of millions of yen（+12.0%） |
| Reason for revision or withdrawal | The Company viewed changes in the business environment, including the growing need to strengthen the resilience of water infrastructure, and changes underway in working styles and the nature of industries driven by advances in DX and generative AI as growth opportunities. In addition, it had already announced its growth strategy through 2030. |
| Risks identified | Responding to population decline, aging infrastructure and increasingly severe disasters, Business transformation through wider-area operations, public-private partnerships and co-creation with citizens, Responding to advances in digital technology and AI |
| Date of board resolution | 27 October 2026 |
| Publication date | 27 October 2026 |
Items this document does not state (11)
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 viewed as growth opportunities the growing need to strengthen the resilience of water infrastructure following the Noto Peninsula Earthquake, the Saitama Prefecture road cave-in accident, the Kumamoto Earthquake and disasters caused by record heavy rainfall, as well as changes in working styles and the nature of industries driven by advances in DX and generative AI. In addition, because the Company had already announced its growth strategy through 2030, it established a four-year plan that includes 2030.