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
22
% (versus actual revenue for FY3/26)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+19.2%
基準 26Target31Hundred million yen
Operating profit+19.2%
基準 26Target31Hundred million yen
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. 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 marginNot disclosed → FY3/31 target 5.7
ROENot disclosed → FY3/31 target 10
Only the target level is shown because the current level for comparison was not provided.Total investment plan¥1.4–2.2 billion (total five-year investment target)
Investment amount by sectorField Existing businesses and management infrastructure investment / Amount ¥800 million–¥1.2 billion, Field New business development investment / Amount ¥200–400 million, Field Shareholder Returns / Amount ¥400–600 million
Statements about the use of capital
Payout ratio / DOE policyDividend payout ratio of at least 30% (during the medium-term management plan period)The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Structural reform of existing businesses
02Geographic expansion of existing services
03People and technology infrastructure
04Strengthen recruitment capabilities and improve operating efficiency
05Geographic expansion aligned with market needs
06Organisation, training and human resources
07Evolve existing businesses
08Geographic expansion into major cities
09Recruitment, training and ICT infrastructure
10New evaluation system and autonomous team initiative
11Renewal of care-support functions (Corporate Administration Division)
12Strengthen ICT and build infrastructure (improve the efficiency of indirect operations)
Plan assumptionsThe new lease accounting standard will apply to the Company from FY3/28. The figures in this plan have been calculated without applying the new lease accounting standard., The funds allocated over the five-year period are calculated as cash on hand plus projected five-year profit less the required working capital on hand. Required working capital is estimated at ¥760 million, equivalent to one month of annual revenue for FY3/26.
Segment targetSegment Home care services / Net Sales FY3/26 results 63 Hundred million yen / FY ending March 2029 69 Hundred million yen / FY ending March 2031 76 Hundred million yen / Segment profit FY3/26 1 Hundred million yen / FY ending March 2029 3 Hundred million yen / FY ending March 2031 4 Hundred million yen, Segment Comprehensive services for seniors / Net Sales FY3/26 results 28 Hundred million yen / FY ending March 2029 32 Hundred million yen / FY ending March 2031 36 Hundred million yen / Segment profit FY3/26 6 Hundred million yen / FY ending March 2029 7 Hundred million yen / FY ending March 2031 8 Hundred million yen, Segment Corporate Expenses / Net Sales Not disclosed / Segment profit FY3/26 △6 / FY ending March 2029 △6 / FY ending March 2031 △6, Segment Day Services Business / Net Sales FY3/26 42 Hundred million yen / FY ending March 2029 45 Hundred million yen / FY ending March 2031 49 Hundred million yen, Segment Home-visit bathing services business / Net Sales FY3/26 10 Hundred million yen / FY ending March 2029 13 Hundred million yen / FY ending March 2031 16 Hundred million yen, Segment Angel care business / Net Sales FY3/26 26 Hundred million yen / FY ending March 2029 30 Hundred million yen / FY ending March 2031 34 Hundred million yen
Non-financial targetsIndicator Percentage of Female Managers / Target value 20% → 40% / Timing 2030 direction, Indicator eNPS / Target value Publish FY3/27 baseline / Timing FY3/27, Indicator Customer NPS / Target value Publish FY3/27 baseline / Timing FY3/27, Indicator Fill rate for required hires / Target value Maintain 100% / Timing 2030 direction
Size of the Target MarketJapan's population aged 75 and over is expected to reach approximately 24 million in the latter half of the 2050s, an increase of approximately 2 million from 2025. Annual deaths are expected to total approximately 1.6 million over the next 25 years, while long-term care expenditure is projected to reach ¥24.6 trillion in 2040, up from ¥10.7 trillion in fiscal 2018. The Asia-Pacific population aged 75 and over is expected to reach 340 million in 2050, approximately 2.5 times the 2025 level. Sources: Statistics Bureau of Japan, Population Estimates; National Institute of Population and Social Security Research/Cabinet Office, Outlook for Social Security Looking Toward 2040; UNFPA, Population and Development Data: Asia-Pacific 2024; UN WPP.
Risks identified by the company
Uncertainty surrounding the 2027 revision of long-term care fees
Worsening shortage of long-term care personnel
Rising operating costs (labour and prices)
Geographic concentration risk in the angel care business
Changes in funeral practices and needs by region
Medium- to long-term shortage of long-term care personnel
| Item | Details |
|---|---|
| Plan name | Care2030 |
| Plan period | FY3/27–FY3/31 |
| Progress against the plan | Formulated |
| Sales Target | FY3/26 actual 9.21 → FY3/31 target 11.23（+22%） |
| Operating profit target | FY3/26 actual 0.13 → FY3/31 target 0.64 |
| Operating profit margin target | Not disclosed → FY3/31 target 5.7 |
| ROE target | Not disclosed → FY3/31 target 10 |
| Payout ratio / DOE policy | Dividend payout ratio of at least 30% (during the medium-term management plan period) |
| Total investment plan | ¥1.4–2.2 billion (total five-year investment target) |
| Investment amount by sector | Field Existing businesses and management infrastructure investment / Amount ¥800 million–¥1.2 billion, Field New business development investment / Amount ¥200–400 million, Field Shareholder Returns / Amount ¥400–600 million |
| Segment target | Segment Home care services / Net Sales FY3/26 results 63 Hundred million yen / FY ending March 2029 69 Hundred million yen / FY ending March 2031 76 Hundred million yen / Segment profit FY3/26 1 Hundred million yen / FY ending March 2029 3 Hundred million yen / FY ending March 2031 4 Hundred million yen, Segment Comprehensive services for seniors / Net Sales FY3/26 results 28 Hundred million yen / FY ending March 2029 32 Hundred million yen / FY ending March 2031 36 Hundred million yen / Segment profit FY3/26 6 Hundred million yen / FY ending March 2029 7 Hundred million yen / FY ending March 2031 8 Hundred million yen, Segment Corporate Expenses / Net Sales Not disclosed / Segment profit FY3/26 △6 / FY ending March 2029 △6 / FY ending March 2031 △6, Segment Day Services Business / Net Sales FY3/26 42 Hundred million yen / FY ending March 2029 45 Hundred million yen / FY ending March 2031 49 Hundred million yen, Segment Home-visit bathing services business / Net Sales FY3/26 10 Hundred million yen / FY ending March 2029 13 Hundred million yen / FY ending March 2031 16 Hundred million yen, Segment Angel care business / Net Sales FY3/26 26 Hundred million yen / FY ending March 2029 30 Hundred million yen / FY ending March 2031 34 Hundred million yen |
| Non-financial targets | Indicator Percentage of Female Managers / Target value 20% → 40% / Timing 2030 direction, Indicator eNPS / Target value Publish FY3/27 baseline / Timing FY3/27, Indicator Customer NPS / Target value Publish FY3/27 baseline / Timing FY3/27, Indicator Fill rate for required hires / Target value Maintain 100% / Timing 2030 direction |
| Plan assumptions | The new lease accounting standard will apply to the Company from FY3/28. The figures in this plan have been calculated without applying the new lease accounting standard., The funds allocated over the five-year period are calculated as cash on hand plus projected five-year profit less the required working capital on hand. Required working capital is estimated at ¥760 million, equivalent to one month of annual revenue for FY3/26. |
| Key initiatives | Structural reform of existing businesses, Geographic expansion of existing services, People and technology infrastructure, Strengthen recruitment capabilities and improve operating efficiency, Geographic expansion aligned with market needs, Organisation, training and human resources, Evolve existing businesses, Geographic expansion into major cities, Recruitment, training and ICT infrastructure, New evaluation system and autonomous team initiative, Renewal of care-support functions (Corporate Administration Division), Strengthen ICT and build infrastructure (improve the efficiency of indirect operations) |
| Size of the Target Market | Japan's population aged 75 and over is expected to reach approximately 24 million in the latter half of the 2050s, an increase of approximately 2 million from 2025. Annual deaths are expected to total approximately 1.6 million over the next 25 years, while long-term care expenditure is projected to reach ¥24.6 trillion in 2040, up from ¥10.7 trillion in fiscal 2018. The Asia-Pacific population aged 75 and over is expected to reach 340 million in 2050, approximately 2.5 times the 2025 level. Sources: Statistics Bureau of Japan, Population Estimates; National Institute of Population and Social Security Research/Cabinet Office, Outlook for Social Security Looking Toward 2040; UNFPA, Population and Development Data: Asia-Pacific 2024; UN WPP. |
| Risks identified | Uncertainty surrounding the 2027 revision of long-term care fees, Worsening shortage of long-term care personnel, Rising operating costs (labour and prices), Geographic concentration risk in the angel care business, Changes in funeral practices and needs by region, Medium- to long-term shortage of long-term care personnel |
Items this document does not state (9)
Net income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceResults under the previous planReason for revision or withdrawalDate 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.The Company will undertake proactive reforms to address market needs, reflecting on its failure to identify the structural issues in its home-care business and to reduce its dependence on the external environment in its angel care business.
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.