Worth reading
58In 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
130
Hundreds of millions of yenWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,026Target2,029Hundreds of millions of yen
Operating profit+0.1%
基準 2,026Target2,029Hundreds of millions of yen
Operating profit margin+3.0pt
基準 2,026Target2,029%
ROE+3.0pt
基準 2,026Target2,029%
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 planRevenue of ¥120,700 million and operating profit of ¥6,400 million (target under the Third Medium-Term Management Plan for the fiscal year ending March 2026) → Revenue of ¥129,022 million, operating profit of ¥10,318 million, operating margin of 8.0% and ROE of 9.6% (actual for the fiscal year ending March 2026)（Revenue: +6.9%; operating profit: +61.2%）+6.9%Calculated from the two disclosed figures
Total investment planNot disclosed (the materials show investment amounts by area, but do not specify a total investment amount)
Investment amount by sectorField Growth investment, including funds reserved for future investment / Amount Approximately ¥23.0 billion, Field Existing investments / Amount Approximately ¥14.0 billion, Field Infrastructure investment / Amount Approximately ¥5.0 billion, Field Shareholder Returns / Amount Approximately ¥5.0 billion
Statements about the use of capital
Payout ratio / DOE policyA dividend payout ratio of at least 20% is targeted for the fiscal year ending March 2029. Over the medium to long term, the company aims for a total payout ratio of 35%. The DOE target is not disclosed.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 policyOf the approximately ¥5.0 billion earmarked for shareholder returns during the plan period, the company will prioritize stable dividends and dividend increases, while flexibly repurchasing treasury shares to improve capital efficiency. The specific timing and conditions for the repurchases are not disclosed.
Key initiatives
01Strengthen initiatives related to spices, herbs and curry, the core of the business
02Advance initiatives that provide new value in the health and functional foods fields and for spices
03Expand overseas business locations and invest in human capital
04Deepen relationships by strengthening communication with stakeholders
05Optimize the number of products and inventories by strengthening coordination between sales and production
06Improve operational efficiency by reviewing the production structure and using information technology
07Deepen spice sourcing and establish logistics systems to address social issues
08Improve productivity from a medium- to long-term perspective and address labor shortages
09Advance initiatives for food safety and security, including stronger quality control
Segment targetSegment Overseas Business / Sales target ¥21.0 billion (fiscal year ending March 2029) / Other Overseas revenue ratio of 14.8% (fiscal year ending March 2029)
Non-financial targetsIndicator Percentage of household retort products compatible with microwave heating / Target value 95％ / Timing Fiscal year ending March 2029, Indicator Reduction in food waste volume / Target value 40% reduction (versus fiscal 2020) / Timing Fiscal year ending March 2029, Indicator Number of serious quality incidents / Target value 0 entries / Timing Fiscal year ending March 2029, Indicator Gender ratio among new graduates hired / Target value At least 40% each (combined over 3 years) / Timing Fiscal year ending March 2029, Indicator Parental-Leave Take-Up Rate Among Male Employees / Target value At least 80% / Timing Fiscal year ending March 2029, Indicator Employee engagement: priority-item indicator score / Target value At least 70 / Timing Fiscal year ending March 2029, Indicator Number of reduced-salt recipes posted on the recipe website / Target value 120 recipes / Timing Fiscal year ending March 2029, Indicator Reduction in salt content of curry products / Target value 1.5% reduction (versus fiscal 2020) / Timing Fiscal year ending March 2029, Indicator Review of packaging design and development of refill products / Target value Advance these initiatives / Timing Fiscal year ending March 2029, Indicator Efficient use and reuse of water at production plants, and wastewater management / Target value Advance these initiatives / Timing Fiscal year ending March 2029, Indicator Commitment to sustainable procurement / Target value Advance initiatives toward achieving the fiscal 2030 target / Timing Fiscal year ending March 2029, Indicator Environmental and ecosystem risk assessments in raw material-producing regions / Target value Advance these initiatives / Timing Fiscal year ending March 2029, Indicator Improvement of product specifications with consideration for logistics efficiency / Target value Advance these initiatives / Timing Fiscal year ending March 2029
Risks identified by the company
Changes in domestic demographic trends
Surging Raw Material Prices
Logistics issues
Impact of climate change
Market Regulation
Labor shortages
Financial Risk
Water risks in raw material-producing regions
Environmental and ecosystem risks in raw material-producing regions
| Item | Details |
|---|---|
| Plan name | Management Strategy 2033 and the Fourth Medium-Term Management Plan (through the fiscal year ending March 2029) |
| Plan period | Fiscal year ending March 2026 to fiscal year ending March 2029 (the long-term target for Management Strategy 2033 is the fiscal year ending March 2033) |
| Progress against the plan | Formulated |
| Sales Target | ¥129.0 billion (actual for the fiscal year ending March 2026) → ¥142.0 billion (target for the fiscal year ending March 2029)（+10.1%） |
| Operating profit target | ¥10.3 billion (actual for the fiscal year ending March 2026) → ¥12.0 billion (target for the fiscal year ending March 2029)（+16.5%） |
| Operating profit margin target | 8.0% (actual for the fiscal year ending March 2026) → 8.5% (target for the fiscal year ending March 2029)（+6.3%） |
| ROE target | 9.6% (actual for the fiscal year ending March 2026) → Above 8.0% (target for the fiscal year ending March 2029) |
| Payout ratio / DOE policy | A dividend payout ratio of at least 20% is targeted for the fiscal year ending March 2029. Over the medium to long term, the company aims for a total payout ratio of 35%. The DOE target is not disclosed. |
| Treasury share acquisition policy | Of the approximately ¥5.0 billion earmarked for shareholder returns during the plan period, the company will prioritize stable dividends and dividend increases, while flexibly repurchasing treasury shares to improve capital efficiency. The specific timing and conditions for the repurchases are not disclosed. |
| Total investment plan | Not disclosed (the materials show investment amounts by area, but do not specify a total investment amount) |
| Investment amount by sector | Field Growth investment, including funds reserved for future investment / Amount Approximately ¥23.0 billion, Field Existing investments / Amount Approximately ¥14.0 billion, Field Infrastructure investment / Amount Approximately ¥5.0 billion, Field Shareholder Returns / Amount Approximately ¥5.0 billion |
| Segment target | Segment Overseas Business / Sales target ¥21.0 billion (fiscal year ending March 2029) / Other Overseas revenue ratio of 14.8% (fiscal year ending March 2029) |
| Non-financial targets | Indicator Percentage of household retort products compatible with microwave heating / Target value 95％ / Timing Fiscal year ending March 2029, Indicator Reduction in food waste volume / Target value 40% reduction (versus fiscal 2020) / Timing Fiscal year ending March 2029, Indicator Number of serious quality incidents / Target value 0 entries / Timing Fiscal year ending March 2029, Indicator Gender ratio among new graduates hired / Target value At least 40% each (combined over 3 years) / Timing Fiscal year ending March 2029, Indicator Parental-Leave Take-Up Rate Among Male Employees / Target value At least 80% / Timing Fiscal year ending March 2029, Indicator Employee engagement: priority-item indicator score / Target value At least 70 / Timing Fiscal year ending March 2029, Indicator Number of reduced-salt recipes posted on the recipe website / Target value 120 recipes / Timing Fiscal year ending March 2029, Indicator Reduction in salt content of curry products / Target value 1.5% reduction (versus fiscal 2020) / Timing Fiscal year ending March 2029, Indicator Review of packaging design and development of refill products / Target value Advance these initiatives / Timing Fiscal year ending March 2029, Indicator Efficient use and reuse of water at production plants, and wastewater management / Target value Advance these initiatives / Timing Fiscal year ending March 2029, Indicator Commitment to sustainable procurement / Target value Advance initiatives toward achieving the fiscal 2030 target / Timing Fiscal year ending March 2029, Indicator Environmental and ecosystem risk assessments in raw material-producing regions / Target value Advance these initiatives / Timing Fiscal year ending March 2029, Indicator Improvement of product specifications with consideration for logistics efficiency / Target value Advance these initiatives / Timing Fiscal year ending March 2029 |
| Key initiatives | Strengthen initiatives related to spices, herbs and curry, the core of the business, Advance initiatives that provide new value in the health and functional foods fields and for spices, Expand overseas business locations and invest in human capital, Deepen relationships by strengthening communication with stakeholders, Optimize the number of products and inventories by strengthening coordination between sales and production, Improve operational efficiency by reviewing the production structure and using information technology, Deepen spice sourcing and establish logistics systems to address social issues, Improve productivity from a medium- to long-term perspective and address labor shortages, Advance initiatives for food safety and security, including stronger quality control |
| Results under the previous plan | Revenue of ¥120,700 million and operating profit of ¥6,400 million (target under the Third Medium-Term Management Plan for the fiscal year ending March 2026) → Revenue of ¥129,022 million, operating profit of ¥10,318 million, operating margin of 8.0% and ROE of 9.6% (actual for the fiscal year ending March 2026)（Revenue: +6.9%; operating profit: +61.2%） |
| Risks identified | Changes in domestic demographic trends, Surging Raw Material Prices, Logistics issues, Impact of climate change, Market Regulation, Labor shortages, Financial Risk, Water risks in raw material-producing regions, Environmental and ecosystem risks in raw material-producing regions |
| Publication date | 13 May 2026 |
Items this document does not state (8)
Net income targetROIC targetCost of capitalSelf-assessment of PBR and share pricePlan 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.The company aims to achieve sustainable growth by allocating management resources to its overseas business, a growth business, and to new areas, while building on its domestic foundation and growth. It also cites the need to address management challenges such as domestic demographic trends, soaring raw material prices and logistics issues, and to optimize the allocation of management resources and transform its business structure toward its long-term targets.
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.