Worth reading
49Recurring
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
25830
¥ millionWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+18.6%
基準 21,782Target25,830million
Operating profit+0.1%
基準 2,026Target2,029million
Net income for the current fiscal year+0.1%
基準 2,026Target2,029million
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.
Investment amount by sectorField Capital Expenditure / Amount Fiscal year ending September 2027: ¥1,713 million; fiscal year ending September 2028: ¥1,478 million; fiscal year ending September 2029: ¥1,378 million
Key initiatives
01Sales strategy: Promote priority initiatives
02Sales strategy: Total Life Design
03Dominant-market strategy
04Franchise strategy
05Human Capital Strategy
06Product Strategy
07Governance strategy
08ICT Strategy
09M&A Strategy
Plan assumptionsBased on the business trends for the fiscal year ending September 2026, we prepared the consolidated earnings forecast for the fiscal year ending September 2027, which will serve as the first year of the plan. The sales plan uses the consolidated earnings forecast for the fiscal year ending September 2027 as its first-year assumption. From the second year onward, existing locations are assumed to generate the same sales as in the earnings forecast, with additional revenue expected from the operation of new locations. For expenses, the consolidated earnings forecast for the fiscal year ending September 2026 is used as the first-year assumption. From the second year onward, we anticipate increases in personnel expenses and other costs associated with the operation of new locations, as well as higher advertising and promotional expenses.
Non-financial targetsIndicator Number of funerals / Target value 23,895 cases / Timing Fiscal year ending September 2029, Indicator Number of funeral halls at fiscal year-end / Target value 286 locations / Timing Fiscal year ending September 2029, Indicator Total number of new locations opened / Target value 22 locations each fiscal year / Timing Fiscal years ending September 2027 to September 2029, Indicator Graduate hiring plan (ティア) / Target value 20 people each fiscal year / Timing Fiscal years ending September 2027 to September 2029, Indicator Graduate hiring plan (八光殿) / Target value 6 people each fiscal year / Timing Fiscal years ending September 2027 to September 2029, Indicator Graduate hiring plan (東海典礼) / Target value 5 people each fiscal year / Timing Fiscal years ending September 2027 to September 2029
Risks identified by the company
Declining number of relatives due to the declining birth rate
Shrinking scale of funerals against a backdrop of increasing age at death and other factors
Downward trend in average funeral prices
Decline in the number of funerals due to changes in the market environment
Cybersecurity risk
Actual business performance may differ materially from the plan and forecasts due to various factors
Reason for revision or withdrawal
To respond to changes in the operating environment and other factors. While maintaining our medium- to long-term direction and basic policies, we will roll forward the numerical plan and make restoring the number of funerals the highest priority.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (Rolling) |
| Plan period | Three years from the fiscal year ending September 2027 through the fiscal year ending September 2029 |
| Progress against the plan | Formulated |
| Sales Target | Fiscal year ending September 2026 consolidated results: 21,782 → Fiscal year ending September 2029, year 3 plan: 25,830 |
| Operating profit target | Fiscal year ending September 2026 consolidated results: 1,147 → Fiscal year ending September 2029, year 3 plan: 1,770 |
| Net income target | Fiscal year ending September 2026 consolidated results: 44 → Fiscal year ending September 2029, year 3 plan: 620 |
| Investment amount by sector | Field Capital Expenditure / Amount Fiscal year ending September 2027: ¥1,713 million; fiscal year ending September 2028: ¥1,478 million; fiscal year ending September 2029: ¥1,378 million |
| Non-financial targets | Indicator Number of funerals / Target value 23,895 cases / Timing Fiscal year ending September 2029, Indicator Number of funeral halls at fiscal year-end / Target value 286 locations / Timing Fiscal year ending September 2029, Indicator Total number of new locations opened / Target value 22 locations each fiscal year / Timing Fiscal years ending September 2027 to September 2029, Indicator Graduate hiring plan (ティア) / Target value 20 people each fiscal year / Timing Fiscal years ending September 2027 to September 2029, Indicator Graduate hiring plan (八光殿) / Target value 6 people each fiscal year / Timing Fiscal years ending September 2027 to September 2029, Indicator Graduate hiring plan (東海典礼) / Target value 5 people each fiscal year / Timing Fiscal years ending September 2027 to September 2029 |
| Plan assumptions | Based on the business trends for the fiscal year ending September 2026, we prepared the consolidated earnings forecast for the fiscal year ending September 2027, which will serve as the first year of the plan. The sales plan uses the consolidated earnings forecast for the fiscal year ending September 2027 as its first-year assumption. From the second year onward, existing locations are assumed to generate the same sales as in the earnings forecast, with additional revenue expected from the operation of new locations. For expenses, the consolidated earnings forecast for the fiscal year ending September 2026 is used as the first-year assumption. From the second year onward, we anticipate increases in personnel expenses and other costs associated with the operation of new locations, as well as higher advertising and promotional expenses. |
| Key initiatives | Sales strategy: Promote priority initiatives, Sales strategy: Total Life Design, Dominant-market strategy, Franchise strategy, Human Capital Strategy, Product Strategy, Governance strategy, ICT Strategy, M&A Strategy |
| Reason for revision or withdrawal | To respond to changes in the operating environment and other factors. While maintaining our medium- to long-term direction and basic policies, we will roll forward the numerical plan and make restoring the number of funerals the highest priority. |
| Risks identified | Declining number of relatives due to the declining birth rate, Shrinking scale of funerals against a backdrop of increasing age at death and other factors, Downward trend in average funeral prices, Decline in the number of funerals due to changes in the market environment, Cybersecurity risk, Actual business performance may differ materially from the plan and forecasts due to various factors |
| Publication date | 13 November 2026 |
Items this document does not state (12)
Operating profit margin targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment 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.To respond to changes in the operating environment and other factors. As the number of funerals declined in the previous fiscal year, resulting in a substantial decrease in profit, restoring the number of funerals, which is essential to improving business performance and profit, was made the highest priority.
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.
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.