Worth reading
60In 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
150
¥ million (increase in the operating profit target from ¥6,750 million for the fiscal year ending March 2028 to ¥6,900 million for the fiscal year ending March 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
Reviewed and formulatedNet Sales+2.1%
基準 45,408Target46,363Millions of yen
Operating profit+2.2%
基準 6,750Target6,900Millions of 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.
What happened to the previous plan6,327 (operating profit target for the fiscal year ending March 2028) → 6,533 (actual operating profit for the fiscal year ending March 2026)（3.3%）+3.3%Calculated from the two disclosed figures
Key initiatives
01Establish growth and competitive advantages
02Accelerate the rollout and monetization of global operations
03Expand the scale and profitability of the domestic and overseas specialist staffing and placement businesses
04Promote the creation of preschools and facilities that continue to be chosen, capitalizing on the expansion of existing businesses
05Under a dominant-market strategy, double the number of after-school clubs and children's centers from the current level, while strengthening measures to eliminate waiting lists for after-school childcare
06Develop new businesses to address the challenges faced by parents and resolve social issues
07Pursue an active M&A strategy
08Profitability restructuring
09Improve management efficiency and reduce costs
10Strengthening the Earnings Base
11Management infrastructure reform
12Upgrade management capabilities
13Optimizing the Business Portfolio
14Strengthen initiatives toward the SDGs and environmental improvement
15Expand human resources development and training
16Develop human resources and renew the corporate culture
17Transform human resources development through AI transformation
Plan assumptionsA challenging business environment in the childcare support industry, where the declining birthrate is continuing, Expansion of the childcare environment as part of the government's measures to address the declining birthrate, The current business environment
Non-financial targetsIndicator Number of after-school clubs and children's centers / Target value 200 facilities, twice the current number / Timing Early implementation
Risks identified by the company
Declining Birthrate
Future changes in the business environment
Actual results may differ materially from the outlook
The medium-term management plan may be changed without prior notice
Reason for revision or withdrawal
The fiscal year ending March 2026 saw increases in revenue and profit and record-high profit, as a result of the success of various initiatives, the establishment of an efficient management structure, and the maximization of subsidies. The operating profit target for the fiscal year ending March 2028, the final year of the medium-term management plan, was also achieved ahead of schedule. The plan was therefore reviewed in light of these circumstances and changes in the business environment.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan |
| Plan period | Fiscal years ending March 2027 to March 2029 |
| Progress against the plan | Reviewed and formulated |
| Sales Target | 45,408 (target for the fiscal year ending March 2028) → 46,363 (target for the fiscal year ending March 2029)（2.1%） |
| Operating profit target | 6,750 (target for the fiscal year ending March 2028) → 6,900 (target for the fiscal year ending March 2029)（2.2%） |
| Non-financial targets | Indicator Number of after-school clubs and children's centers / Target value 200 facilities, twice the current number / Timing Early implementation |
| Plan assumptions | A challenging business environment in the childcare support industry, where the declining birthrate is continuing, Expansion of the childcare environment as part of the government's measures to address the declining birthrate, The current business environment |
| Key initiatives | Establish growth and competitive advantages, Accelerate the rollout and monetization of global operations, Expand the scale and profitability of the domestic and overseas specialist staffing and placement businesses, Promote the creation of preschools and facilities that continue to be chosen, capitalizing on the expansion of existing businesses, Under a dominant-market strategy, double the number of after-school clubs and children's centers from the current level, while strengthening measures to eliminate waiting lists for after-school childcare, Develop new businesses to address the challenges faced by parents and resolve social issues, Pursue an active M&A strategy, Profitability restructuring, Improve management efficiency and reduce costs, Strengthening the Earnings Base, Management infrastructure reform, Upgrade management capabilities, Optimizing the Business Portfolio, Strengthen initiatives toward the SDGs and environmental improvement, Expand human resources development and training, Develop human resources and renew the corporate culture, Transform human resources development through AI transformation |
| Results under the previous plan | 6,327 (operating profit target for the fiscal year ending March 2028) → 6,533 (actual operating profit for the fiscal year ending March 2026)（3.3%） |
| Reason for revision or withdrawal | The fiscal year ending March 2026 saw increases in revenue and profit and record-high profit, as a result of the success of various initiatives, the establishment of an efficient management structure, and the maximization of subsidies. The operating profit target for the fiscal year ending March 2028, the final year of the medium-term management plan, was also achieved ahead of schedule. The plan was therefore reviewed in light of these circumstances and changes in the business environment. |
| Risks identified | Declining Birthrate, Future changes in the business environment, Actual results may differ materially from the outlook, The medium-term management plan may be changed without prior notice |
| Publication date | 13 May 2026 |
Items this document does not state (13)
Operating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetSize 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.The operating profit target for the fiscal year ending March 2028 was achieved ahead of schedule, as actual operating profit for the fiscal year ending March 2026 exceeded the target, owing to an increase in the number of children (infants), measures to maximize subsidies, the success of various initiatives, and the establishment of an efficient management structure. In addition, the business environment has changed.
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.