Worth reading
61In 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
1000
¥100 million (consolidated net sales target for the fiscal year ending March 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+47.9%
基準 67,603Target100,000million
Operating profit+42.1%
基準 5,066Target7,200million
Operating profit margin+3.0pt
基準 2,026Target2,029%
Net income for the current fiscal year+37.5%
基準 3,054Target4,200million
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 plan75,000 (initial plan for the fiscal year ending March 2026) → 67,603 (actual for the fiscal year ended March 2026)-9.9%Calculated from the two disclosed figures
Key initiatives
01Pursue a leading position in the industry
02Expand priority development areas
03Strengthen the business portfolio by entering new fields
04Strengthen global expansion originating in Asia and Oceania
05Win large-scale projects through involvement from the upstream stages
06Enhance total AV & IT solutions
07Promote innovation initiatives
08Utilize AI and digital technologies
09Address social issues through business activities and achieve sustainable growth
Segment targetSegment Sales and Installation Business / Indicator Revenue / Target ¥60,000 million / Timing Fiscal year ending March 2029, Segment Architectural Acoustics Installation Business / Indicator Revenue / Target ¥14,000 million / Timing Fiscal year ending March 2029, Segment Concert and Event Services Business / Indicator Revenue / Target ¥23,000 million / Timing Fiscal year ending March 2029, Segment Other Businesses (new businesses) / Indicator Revenue / Target ¥3,000 million / Timing Fiscal year ending March 2029
Non-financial targetsIndicator Overseas revenue ratio / Target 30.0% / Timing Fiscal year ending March 2029, Indicator Employee participation rate in the Hibino innovation initiative “I Project” / Target 20.0% / Timing Fiscal year ending March 2029, Indicator Number of Hibino Academy participants / Target 400 people / Timing Fiscal year ending March 2029, Indicator Environmental training participation rate / Target 80.0% / Timing Fiscal year ending March 2029, Indicator Employee Engagement / Target 70.0% / Timing Fiscal year ending March 2029, Indicator D&I training participation rate / Target 80.0% / Timing Fiscal year ending March 2029, Indicator Male parental leave uptake rate / Target 80.0% / Timing Fiscal year ending March 2029, Indicator Employee stock ownership plan participation rate / Target 20.0% / Timing Fiscal year ending March 2029, Indicator Certification as a 2025 Health Management Organization / Target Maintain certification / Timing Fiscal year ending March 2029, Indicator Percentage of Female Managers / Target 15.0% / Timing Fiscal year ending March 2029, Indicator Female hiring ratio / Target 40.0% / Timing Fiscal year ending March 2029, Indicator Number of serious on-site accidents / Target 0 entries / Timing Fiscal year ending March 2029, Indicator Training participation rate among personnel subject to traffic safety education / Target 100.0% / Timing Fiscal year ending March 2029, Indicator Number of disaster prevention and mitigation drills conducted / Target 3 times / Timing Fiscal year ending March 2029
Risks identified by the company
Instability in the procurement and supply of products due to supply chain disruptions
Demand fluctuations caused by delays in the progress of, or changes to, large-scale policy projects
Declining demand for imported products and deteriorating profitability due to the continued yen depreciation trend
Rising material, personnel, and outsourcing costs
Supply constraints and declining service quality due to labor shortages
Declining competitiveness due to a shortage of digital talent
Disruptions to business continuity and declining creditworthiness caused by system failures, information leaks, and cyberattacks
Shortages of specialized technical personnel and partner companies
Foreign-exchange fluctuations and rising purchase prices and installation costs
Delays in responding to advanced technologies and customer needs
Changes to the plans or timing of large-scale projects
Shortages of on-site operations personnel and specialized technical personnel
Rising personnel, logistics, equipment procurement, and other costs
| Item | Details |
|---|---|
| Plan name | Beyond 1000 |
| Plan period | Fiscal years ending March 2027 to March 2029 |
| Progress against the plan | Formulated |
| Sales Target | 67,603 (actual for the fiscal year ended March 2026) → 100,000 (plan for the fiscal year ending March 2029)（+47.9%） |
| Operating profit target | 5,066 (actual for the fiscal year ended March 2026) → 7,200 (plan for the fiscal year ending March 2029)（+42.1%） |
| Operating profit margin target | 7.5% (actual for the fiscal year ended March 2026) → 7.2% (plan for the fiscal year ending March 2029)（△0.3pt） |
| Net income target | 3,054 (actual for the fiscal year ended March 2026) → 4,200 (plan for the fiscal year ending March 2029)（+37.5%） |
| Segment target | Segment Sales and Installation Business / Indicator Revenue / Target ¥60,000 million / Timing Fiscal year ending March 2029, Segment Architectural Acoustics Installation Business / Indicator Revenue / Target ¥14,000 million / Timing Fiscal year ending March 2029, Segment Concert and Event Services Business / Indicator Revenue / Target ¥23,000 million / Timing Fiscal year ending March 2029, Segment Other Businesses (new businesses) / Indicator Revenue / Target ¥3,000 million / Timing Fiscal year ending March 2029 |
| Non-financial targets | Indicator Overseas revenue ratio / Target 30.0% / Timing Fiscal year ending March 2029, Indicator Employee participation rate in the Hibino innovation initiative “I Project” / Target 20.0% / Timing Fiscal year ending March 2029, Indicator Number of Hibino Academy participants / Target 400 people / Timing Fiscal year ending March 2029, Indicator Environmental training participation rate / Target 80.0% / Timing Fiscal year ending March 2029, Indicator Employee Engagement / Target 70.0% / Timing Fiscal year ending March 2029, Indicator D&I training participation rate / Target 80.0% / Timing Fiscal year ending March 2029, Indicator Male parental leave uptake rate / Target 80.0% / Timing Fiscal year ending March 2029, Indicator Employee stock ownership plan participation rate / Target 20.0% / Timing Fiscal year ending March 2029, Indicator Certification as a 2025 Health Management Organization / Target Maintain certification / Timing Fiscal year ending March 2029, Indicator Percentage of Female Managers / Target 15.0% / Timing Fiscal year ending March 2029, Indicator Female hiring ratio / Target 40.0% / Timing Fiscal year ending March 2029, Indicator Number of serious on-site accidents / Target 0 entries / Timing Fiscal year ending March 2029, Indicator Training participation rate among personnel subject to traffic safety education / Target 100.0% / Timing Fiscal year ending March 2029, Indicator Number of disaster prevention and mitigation drills conducted / Target 3 times / Timing Fiscal year ending March 2029 |
| Key initiatives | Pursue a leading position in the industry, Expand priority development areas, Strengthen the business portfolio by entering new fields, Strengthen global expansion originating in Asia and Oceania, Win large-scale projects through involvement from the upstream stages, Enhance total AV & IT solutions, Promote innovation initiatives, Utilize AI and digital technologies, Address social issues through business activities and achieve sustainable growth |
| Results under the previous plan | 75,000 (initial plan for the fiscal year ending March 2026) → 67,603 (actual for the fiscal year ended March 2026) |
| Risks identified | Instability in the procurement and supply of products due to supply chain disruptions, Demand fluctuations caused by delays in the progress of, or changes to, large-scale policy projects, Declining demand for imported products and deteriorating profitability due to the continued yen depreciation trend, Rising material, personnel, and outsourcing costs, Supply constraints and declining service quality due to labor shortages, Declining competitiveness due to a shortage of digital talent, Disruptions to business continuity and declining creditworthiness caused by system failures, information leaks, and cyberattacks, Shortages of specialized technical personnel and partner companies, Foreign-exchange fluctuations and rising purchase prices and installation costs, Delays in responding to advanced technologies and customer needs, Changes to the plans or timing of large-scale projects, Shortages of on-site operations personnel and specialized technical personnel, Rising personnel, logistics, equipment procurement, and other costs |
| Publication date | 14 May 2026 |
Items this document does not state (12)
ROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorPlan assumptionsReason for revision or withdrawalSize 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.Although uncertainty in the external environment is increasing due to U.S. trade policy, international conflicts and geopolitical risks, foreign-exchange fluctuations, and rising prices, demand and growth opportunities are expanding in areas including stadium and arena development, urban redevelopment, data center development, and media and content. The Company aims to achieve sustainable growth through “Sound Management 2.0” by strengthening growth and profitability, financial stability, and human capital.
How to read this page
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