Worth reading
62In 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
6700
¥ million (net sales target for the fiscal year ending February 2030)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+74.0%
基準 3,850Target6,700million
Operating profit+0.1%
基準 2,027Target2,030million
Operating profit margin+3.0pt
基準 2,027Target2,030%
ROE+4.0pt
基準 2,026Target2,030%
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.
Statements about the use of capital
Payout ratio / DOE policyThe company will resume dividend payments based on profit growth during the medium-term management plan period, with a payout ratio of at least 30% as its basic policy. The applicable period is the medium-term management plan period.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Make 60 regional banks our customers. Establish the No. 1 position in supporting regional banks
02Expand our presence across financial institutions and the public sector
03From management to leadership and strategy. Propose ways to elevate our role
04Expand proven success models into other industries
05From “supporting” to “leading,” moving upstream into the highest levels of management
06Expand each region’s “success model” into other regions facing the same challenges
07Provide end-to-end support from upstream planning through implementation
08Develop DX consultants and leave know-how in local communities
09Help local companies adopt DX, including through AI-driven development, and jointly build their capacity to generate earnings
10Deepen understanding and adoption of the corporate culture as the company grows in scale
11Strengthening recruitment
12Revise the personnel evaluation and compensation systems
13Strengthen talent development to enhance expertise and differentiation
14Systematize the support structure in the HR area
15Retention and engagement
16Systematization
17Visibility
18Product Development
Plan assumptionsThe financial targets for the fiscal year ending February 2030 do not include new businesses currently under consideration, Revenue is assumed to grow at an annual rate of approximately 20% from the fiscal year ended February 2026 to the fiscal year ending February 2030, Revenue following the full-scale rollout of AI-enabled services is not incorporated into the medium-term management plan targets, Manage cash allocation flexibly in response to changes in the equity markets and macroeconomic conditions
Segment targetSegment Consulting business / Target timing Fiscal year ending February 2030 / Sales Target ¥6.1 billion / Profit Target Not disclosed, Segment DX and Regional Co-creation / Target timing Fiscal year ending February 2027 / fiscal year ending February 2030 / Sales Target Not disclosed / Profit Target Return to profitability on a standalone basis in the fiscal year ending February 2027, Segment Innovation / Target timing Mid-term management plan period / Sales Target Scale back the business / Profit Target Not disclosed
Non-financial targetsIndicator Number of customers among regional financial institutions / Target value 60 institutions / Timing Fiscal year ending February 2030, Indicator Number of employees / Target value 440 people / Timing Fiscal year ending February 2030, Indicator Consultant debut for people with no prior experience / Target value Establish a training model enabling participants to make their debut within 3 months / Timing Not disclosed
Risks identified by the company
Known and unknown risks, uncertainties and other factors (including matters described in the latest annual securities report, semiannual report and other documents)
Changes in the equity markets and macroeconomic conditions
| Item | Details |
|---|---|
| Plan name | CRAFT2030 Medium-Term Management Plan |
| Plan period | Fiscal years ending February 2028 to February 2030 |
| Progress against the plan | Formulated |
| Sales Target | ¥3,850 million (company forecast for the fiscal year ending February 2027) → ¥6,700 million (medium-term plan target for the fiscal year ending February 2030)（Approximately 74.0% (calculated value)） |
| Operating profit target | ¥125 million (company forecast for the fiscal year ending February 2027) → ¥600 million (medium-term plan target for the fiscal year ending February 2030)（Approximately 380.0% (calculated value)） |
| Operating profit margin target | 3.2% (actual for the fiscal year ended February 2027) → 9.0% (medium-term plan target for the fiscal year ending February 2030)（Approximately 181.3% (calculated value)） |
| ROE target | 4.1% (actual for the fiscal year ended February 2026) → At least 15% (fiscal year ending February 2030) |
| Payout ratio / DOE policy | The company will resume dividend payments based on profit growth during the medium-term management plan period, with a payout ratio of at least 30% as its basic policy. The applicable period is the medium-term management plan period. |
| Segment target | Segment Consulting business / Target timing Fiscal year ending February 2030 / Sales Target ¥6.1 billion / Profit Target Not disclosed, Segment DX and Regional Co-creation / Target timing Fiscal year ending February 2027 / fiscal year ending February 2030 / Sales Target Not disclosed / Profit Target Return to profitability on a standalone basis in the fiscal year ending February 2027, Segment Innovation / Target timing Mid-term management plan period / Sales Target Scale back the business / Profit Target Not disclosed |
| Non-financial targets | Indicator Number of customers among regional financial institutions / Target value 60 institutions / Timing Fiscal year ending February 2030, Indicator Number of employees / Target value 440 people / Timing Fiscal year ending February 2030, Indicator Consultant debut for people with no prior experience / Target value Establish a training model enabling participants to make their debut within 3 months / Timing Not disclosed |
| Plan assumptions | The financial targets for the fiscal year ending February 2030 do not include new businesses currently under consideration, Revenue is assumed to grow at an annual rate of approximately 20% from the fiscal year ended February 2026 to the fiscal year ending February 2030, Revenue following the full-scale rollout of AI-enabled services is not incorporated into the medium-term management plan targets, Manage cash allocation flexibly in response to changes in the equity markets and macroeconomic conditions |
| Key initiatives | Make 60 regional banks our customers. Establish the No. 1 position in supporting regional banks, Expand our presence across financial institutions and the public sector, From management to leadership and strategy. Propose ways to elevate our role, Expand proven success models into other industries, From “supporting” to “leading,” moving upstream into the highest levels of management, Expand each region’s “success model” into other regions facing the same challenges, Provide end-to-end support from upstream planning through implementation, Develop DX consultants and leave know-how in local communities, Help local companies adopt DX, including through AI-driven development, and jointly build their capacity to generate earnings, Deepen understanding and adoption of the corporate culture as the company grows in scale, Strengthening recruitment, Revise the personnel evaluation and compensation systems, Strengthen talent development to enhance expertise and differentiation, Systematize the support structure in the HR area, Retention and engagement, Systematization, Visibility, Product Development |
| Risks identified | Known and unknown risks, uncertainties and other factors (including matters described in the latest annual securities report, semiannual report and other documents), Changes in the equity markets and macroeconomic conditions |
| Publication date | 9 October 2026 |
Items this document does not state (11)
Net income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorResults under the previous planReason 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.To move to the next stage of growth at the milestone of its 20th anniversary, the company aims to improve growth, profitability and capital efficiency through a selective focus on the Consulting and DX and Regional Co-creation businesses, the use of AI and the development of new businesses.
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.