Worth reading
54Recurring
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
50000
¥ million (revenue plan for the fiscal year ending March 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+51.9%
基準 32,916Target50,000Millions of yen
Operating profit+50.9%
基準 5,632Target8,500Millions of yen
Operating profit margin-0.1pt
基準 17.1Target17%
Net income for the current fiscal year+39.4%
基準 3,586Target5,000Millions of yen
ROE-2.4pt
基準 32.4Target30%
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 planNot disclosed → Fiscal year ended March 2026 results: revenue of ¥32.9 billion, ordinary profit of ¥5.1 billion, ROE of 32.4%, dividend of ¥42.5 and market capitalization of ¥24.0 billion
Statements about the use of capital
Payout ratio / DOE policyThe Company will generally implement progressive dividends, targeting a payout ratio of 35%. Applicable period: the plan period of NEXT VISION 2029The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share priceSelf-assessment of the PBR and share price level: Not disclosed. Market capitalization increased from ¥8.8 billion in the fiscal year ended March 2023 to ¥24.0 billion in the fiscal year ending March 2026 (+173%).PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Maximize property value
02Expand the number and scale of developments
03Strengthen sales capabilities and brand power
04Securing and Developing Talented Personnel
05Create one-of-a-kind design and livability through collaboration with renowned architects
06Develop rental housing where residents can become healthier simply by living there, based on the design concepts Well-Being and FULNESS
07Improve quality of life through the introduction of original Madre kitchens
08Ensure that all multi-family housing developed complies with ZEH-M standards and improve environmental performance
09Strengthen collaboration with financial institutions and approach ultra-high-net-worth individuals and corporations
10Promote proactive sales activities through the Wealth Management Team, a sales force dedicated to financial institutions
11Increase awareness of the existing GranDuo and THE GRANDUO brands
12Develop brand promotions that appeal to owners and residents
13Implement brand activation initiatives in conjunction with large-scale events and design competitions
14Strengthen marketing and sales promotion targeting ultra-high-net-worth individuals
15Pursue multifaceted marketing targeting ultra-high-net-worth individuals through the web, taxis, social media, specialist magazines and other channels
16Produce promotional materials that resonate with customers
17Expand product offerings under new brands
18TOKYO MODULE, a tenant brand based on a new concept
19MIDHOUSE, a short-stay hotel residence brand for inbound visitors
20Continue advancing the Company's proprietary construction management training program to improve construction capabilities and quality across the Group, including 岩本組
21Promote collaboration with new architectural firms to broaden the Company's flexibility and options in property development
22Promote the development of ultra-large properties valued at more than ¥5 billion
23Strategically acquire specialized professionals
24Establish and operate a training system for specialized professionals
25Pursue diverse recruitment, including foreign personnel
26Design a leadership development plan
27Support career development and develop female managers
Plan assumptionsDemand for investment real estate as a measure for the inheritance of assets by high-net-worth and ultra-high-net-worth individuals will continue to expand, Rents for rental housing will continue to rise as a result of soaring prices for newly built and pre-owned condominiums for sale, The development of environmentally conscious real estate is socially essential due to the enforcement of the amended Building Energy Efficiency Act and other factors, Construction costs will continue to rise due to persistently high prices for building materials and the aging and shortage of construction personnel, Awareness of comfortable living and health is increasing, including through market growth in recovery wear and sleep technology, Moderate interest rate increases are expected to continue, but their impact on the customer segment purchasing the Company's properties is limited
Non-financial targetsIndicator name Annual number of completed buildings / Target value 25 buildings / Timing Fiscal year ending March 2029, Indicator name Number of projects in progress / Target value 40–50 buildings / Timing Plan period of NEXT VISION 2029, Indicator name ZEH-M compliance / Target value All multi-family housing developed / Timing Plan period
Risks identified by the company
Higher construction costs due to persistently high prices for building materials and the aging and shortage of construction personnel
Moderate interest rate increases
Actual results and other outcomes may differ from the information presented due to various factors arising in the future
| Item | Details |
|---|---|
| Plan name | NEXT VISION 2029 |
| Plan period | Three years from the fiscal year ending March 2027 through the fiscal year ending March 2029 |
| Progress against the plan | Formulated |
| Sales Target | 32,916 Millions of yen → 50,000 Millions of yen（51.9%） |
| Operating profit target | 5,632 Millions of yen → 8,500 Millions of yen（50.9%） |
| Operating profit margin target | 17.1 % → 17 %（▲0.6%） |
| Net income target | 3,586 Millions of yen → 5,000 Millions of yen（39.4%） |
| ROE target | 32.4 % → At least 30%（Not calculable (comparison with the floor)） |
| Payout ratio / DOE policy | The Company will generally implement progressive dividends, targeting a payout ratio of 35%. Applicable period: the plan period of NEXT VISION 2029 |
| Self-assessment of PBR and share price | Self-assessment of the PBR and share price level: Not disclosed. Market capitalization increased from ¥8.8 billion in the fiscal year ended March 2023 to ¥24.0 billion in the fiscal year ending March 2026 (+173%). |
| Non-financial targets | Indicator name Annual number of completed buildings / Target value 25 buildings / Timing Fiscal year ending March 2029, Indicator name Number of projects in progress / Target value 40–50 buildings / Timing Plan period of NEXT VISION 2029, Indicator name ZEH-M compliance / Target value All multi-family housing developed / Timing Plan period |
| Plan assumptions | Demand for investment real estate as a measure for the inheritance of assets by high-net-worth and ultra-high-net-worth individuals will continue to expand, Rents for rental housing will continue to rise as a result of soaring prices for newly built and pre-owned condominiums for sale, The development of environmentally conscious real estate is socially essential due to the enforcement of the amended Building Energy Efficiency Act and other factors, Construction costs will continue to rise due to persistently high prices for building materials and the aging and shortage of construction personnel, Awareness of comfortable living and health is increasing, including through market growth in recovery wear and sleep technology, Moderate interest rate increases are expected to continue, but their impact on the customer segment purchasing the Company's properties is limited |
| Key initiatives | Maximize property value, Expand the number and scale of developments, Strengthen sales capabilities and brand power, Securing and Developing Talented Personnel, Create one-of-a-kind design and livability through collaboration with renowned architects, Develop rental housing where residents can become healthier simply by living there, based on the design concepts Well-Being and FULNESS, Improve quality of life through the introduction of original Madre kitchens, Ensure that all multi-family housing developed complies with ZEH-M standards and improve environmental performance, Strengthen collaboration with financial institutions and approach ultra-high-net-worth individuals and corporations, Promote proactive sales activities through the Wealth Management Team, a sales force dedicated to financial institutions, Increase awareness of the existing GranDuo and THE GRANDUO brands, Develop brand promotions that appeal to owners and residents, Implement brand activation initiatives in conjunction with large-scale events and design competitions, Strengthen marketing and sales promotion targeting ultra-high-net-worth individuals, Pursue multifaceted marketing targeting ultra-high-net-worth individuals through the web, taxis, social media, specialist magazines and other channels, Produce promotional materials that resonate with customers, Expand product offerings under new brands, TOKYO MODULE, a tenant brand based on a new concept, MIDHOUSE, a short-stay hotel residence brand for inbound visitors, Continue advancing the Company's proprietary construction management training program to improve construction capabilities and quality across the Group, including 岩本組, Promote collaboration with new architectural firms to broaden the Company's flexibility and options in property development, Promote the development of ultra-large properties valued at more than ¥5 billion, Strategically acquire specialized professionals, Establish and operate a training system for specialized professionals, Pursue diverse recruitment, including foreign personnel, Design a leadership development plan, Support career development and develop female managers |
| Results under the previous plan | Not disclosed → Fiscal year ended March 2026 results: revenue of ¥32.9 billion, ordinary profit of ¥5.1 billion, ROE of 32.4%, dividend of ¥42.5 and market capitalization of ¥24.0 billion |
| Risks identified | Higher construction costs due to persistently high prices for building materials and the aging and shortage of construction personnel, Moderate interest rate increases, Actual results and other outcomes may differ from the information presented due to various factors arising in the future |
| Date of board resolution | 15 May 2026 |
| Publication date | 15 May 2026 |
Items this document does not state (8)
ROIC targetTreasury share acquisition policyCost of capitalTotal investment planInvestment amount by sectorSegment targetReason for revision or withdrawalSize of the Target Market
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 flexibly to a rapidly changing business environment, enhance its competitive advantage by refining its distinctive business model with a commitment to manufacturing, achieve stable growth while maintaining high capital efficiency, and maximize corporate value.
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.