Worth reading
63In 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
378
¥100 million (operating profit target for the fiscal year ending March 2031)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,028Target2,031100 million
Operating profit+0.1%
基準 2,028Target2,031100 million
ROE+3.0pt
基準 2,028Target2,031%
ROIC+3.0pt
基準 2,028Target2,031%
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 planPlan figures (specific figures: Not disclosed) → Actual results fell significantly short of the plan, with operating profit declining for 4 consecutive fiscal years (specific figures: Not disclosed)
Investment amount by sectorField Investment in domestic manufacturing sites / Amount ¥25.4 billion
Statements about the use of capital
Payout ratio / DOE policyIntroduce progressive dividends and generally target a total payout ratio of 50% on a cumulative five-year basis (during the period of this medium-term plan)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 policyConduct share repurchases flexibly, taking into account the balance with growth investments
Key initiatives
01Business portfolio strategy toward realizing the long-term Vision 2050
02Review of the group governance and management structure
03Reinforce the focus on ROIC
04Reform the earnings structure of existing businesses
05Establish a path to growth by generating group synergies
06Utilize human capital in line with the basic policy (human resources and organizational culture)
07Takara Group sustainability initiatives
Non-financial targetsIndicator Standalone headcount reduction / Target value Expected reduction of 120 people / Timing Not disclosed, Indicator Launch of new businesses / Target value 2 items / Timing Within the period of this medium-term plan
Risks identified by the company
Economic conditions, particularly consumer trends
Changes in Exchange Rates
Changes in laws and administrative systems
Pressure from competitors’ pricing and product strategies
Declining sales capabilities for our existing and new products
Production interruptions
Infringement of our intellectual property rights
Rapid technological innovation
An unfavorable judgment in significant litigation
Other factors affecting business performance
Reason for revision or withdrawal
We were unable to respond sufficiently and flexibly to rapid changes in the business environment, and issues with our business management structure became apparent.
| Item | Details |
|---|---|
| Plan name | Takara Group Medium-Term Management Plan 2030 |
| Plan period | Five years (final year: fiscal year ending March 2031) |
| Progress against the plan | Formulated |
| Sales Target | ¥429.0 billion (for reference: fiscal year ending March 2028) → ¥493.0 billion or more (fiscal year ending March 2031) |
| Operating profit target | ¥23.5 billion (for reference: fiscal year ending March 2028) → ¥37.8 billion or more (fiscal year ending March 2031) |
| ROE target | 6.1% (for reference: fiscal year ending March 2028) → 10% or more (fiscal year ending March 2031) |
| ROIC target | 4.3% (for reference: fiscal year ending March 2028) → 7% or more (fiscal year ending March 2031) |
| Payout ratio / DOE policy | Introduce progressive dividends and generally target a total payout ratio of 50% on a cumulative five-year basis (during the period of this medium-term plan) |
| Treasury share acquisition policy | Conduct share repurchases flexibly, taking into account the balance with growth investments |
| Investment amount by sector | Field Investment in domestic manufacturing sites / Amount ¥25.4 billion |
| Non-financial targets | Indicator Standalone headcount reduction / Target value Expected reduction of 120 people / Timing Not disclosed, Indicator Launch of new businesses / Target value 2 items / Timing Within the period of this medium-term plan |
| Key initiatives | Business portfolio strategy toward realizing the long-term Vision 2050, Review of the group governance and management structure, Reinforce the focus on ROIC, Reform the earnings structure of existing businesses, Establish a path to growth by generating group synergies, Utilize human capital in line with the basic policy (human resources and organizational culture), Takara Group sustainability initiatives |
| Results under the previous plan | Plan figures (specific figures: Not disclosed) → Actual results fell significantly short of the plan, with operating profit declining for 4 consecutive fiscal years (specific figures: Not disclosed) |
| Reason for revision or withdrawal | We were unable to respond sufficiently and flexibly to rapid changes in the business environment, and issues with our business management structure became apparent. |
| Risks identified | Economic conditions, particularly consumer trends, Changes in Exchange Rates, Changes in laws and administrative systems, Pressure from competitors’ pricing and product strategies, Declining sales capabilities for our existing and new products, Production interruptions, Infringement of our intellectual property rights, Rapid technological innovation, An unfavorable judgment in significant litigation, Other factors affecting business performance |
| Publication date | 13 May 2026 |
Items this document does not state (9)
Operating profit margin targetNet income targetCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetPlan assumptionsSize 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.Under the previous plan, investments in growth businesses did not produce the expected results, resulting in a significant shortfall against the plan. The company explained the cause as follows: “We were unable to respond sufficiently and flexibly to rapid changes in the business environment, and issues with our business management structure became apparent.”
How to read this page
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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.