Worth reading
39Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
Direction inferred from the company’s description.Scale
—
Displayed only when the document provides numerical figures.Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedKey initiatives
0101 Succession — Preserving the founding vision
0202 Renewed growth — Developing people
0303 Co-creation — Opening up the future
04M&A Assurance Declaration (announced in August 2025) — 5 commitments
05Principle of long-term ownership
06Two growth engines
07Engine 1 | Growth through adding new members
08Engine 2 | Growth through developing our members
09Building the foundation for succession
10Achieving the medium-term plan
11Long-Term Targets
Plan assumptionsJapan’s M&A market: ¥35.7 trillion. The document includes trends in and forecasts for the number of M&A transactions; figures from 2026 onward are estimates by the company. No successor: 50.1%; companies lacking successors: 1.27 million; business closures and dissolutions: 67,949; lost sales: approximately ¥2.49 trillion. Sources: Recof Data/MARR and Teikoku Databank.
Size of the Target MarketJapan’s M&A market: ¥35.7 trillion. Sources: Recof Data/MARR (number and value of M&A transactions) and Teikoku Databank (successor availability and business closures). Figures from 2026 onward are estimates by the company.
Risks identified by the company
Excessive inventory risk
Overreliance on the founder
No competitive advantage in the business model
| Item | Details |
|---|---|
| Plan name | Waihau’s Third Way — Long-Term-Holding and Value-Succession Model |
| Plan period | 1 year, 3 years and 10 years |
| Progress against the plan | Formulated |
| Plan assumptions | Japan’s M&A market: ¥35.7 trillion. The document includes trends in and forecasts for the number of M&A transactions; figures from 2026 onward are estimates by the company. No successor: 50.1%; companies lacking successors: 1.27 million; business closures and dissolutions: 67,949; lost sales: approximately ¥2.49 trillion. Sources: Recof Data/MARR and Teikoku Databank. |
| Key initiatives | 01 Succession — Preserving the founding vision, 02 Renewed growth — Developing people, 03 Co-creation — Opening up the future, M&A Assurance Declaration (announced in August 2025) — 5 commitments, Principle of long-term ownership, Two growth engines, Engine 1 | Growth through adding new members, Engine 2 | Growth through developing our members, Building the foundation for succession, Achieving the medium-term plan, Long-Term Targets |
| Size of the Target Market | Japan’s M&A market: ¥35.7 trillion. Sources: Recof Data/MARR (number and value of M&A transactions) and Teikoku Databank (successor availability and business closures). Figures from 2026 onward are estimates by the company. |
| Risks identified | Excessive inventory risk, Overreliance on the founder, No competitive advantage in the business model |
| Publication date | 29 July 2026 |
Items this document does not state (17)
Sales TargetOperating profit targetOperating 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 targetNon-financial targetsResults under the previous planReason for revision or withdrawalDate 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 broadly communicate to shareholders and investors the details of the long-term vision explained at the Annual General Meeting of Shareholders.
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.