Worth reading
73In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
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Displayed only when the document provides numerical figures.Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit margin+3.0pt
基準 2,026Target2,029％
Net income for the current fiscal year+0.1%
基準 2,026Target2,029Hundreds of millions of yen
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 planNet income of ¥17 billion (FY ended March 2026) → Net income of ¥18.27 billion (actual for FY ended March 2026)0.0%Calculated from the two disclosed figures
Investment amount by sectorField Growth investments (new businesses and capacity expansion) / Amount ¥30 billion, Field Research and Development / Amount ¥35.0 billion, Field Strengthening the Management Platform / Amount ¥8 billion, Field Maintenance and replacement investments / Amount ¥35.0 billion
Statements about the use of capital
Payout ratio / DOE policyMaintain a total payout ratio target of at least 50% and a progressive dividend policy. The plan covers FY2026–FY2029.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 policyThe Company will conduct share buybacks flexibly as a shareholder return measure complementing dividends. The Company will take into consideration the appropriateness of its capital structure and share price conditions, among other factors.
Key initiatives
01Expand high-value-added businesses
02New Business Creation
03Expansion of R&D investment
04Actively pursue business alliances and M&A
05Improve asset efficiency
06Advance the human capital management vision, “Employees Shine Too”
07日本曹達 DX Vision 2.0, “Shine Through Digital”
08Climate Change Response
09Address integrated pest and weed management (IPM) and smart agriculture
10Build a highly efficient production system
Plan assumptionsAssumed exchange rates: ¥150/USD and ¥175/EUR (FY2029 KPIs), Revenue forecasts from FY2026 onward are based on real growth and exclude foreign exchange and inflation factors
Non-financial targetsIndicator Organization capable of responding to a decline in headcount / Target value Respond to a 10% decrease from the end of FY2021 / Timing By fiscal 2029, Indicator Percentage of women, foreign nationals and mid-career hires among regular employees hired / Target value At least 50% / Timing Not disclosed, Indicator Three-year retention rate after joining the Company / Target value At least 95% / Timing Not disclosed, Indicator Employee turnover rate / Target value 3% per year or less / Timing Not disclosed, Indicator Male employees' childcare leave uptake rate / Target value At least 70% / Timing Not disclosed, Indicator Generative AI active-user rate / Target value 100％ / Timing By fiscal 2029, Indicator eNPS / Target value At least -50.0 / Timing Not disclosed, Indicator GHG emissions (Scopes 1 and 2) / Target value At least 42% reduction from FY2022 / Timing FY2030, Indicator GHG emissions (Scope 3) / Target value At least 25% reduction from FY2022 / Timing FY2030, Indicator Electricity from renewable energy sources / Target value 59% of electricity used / Timing By fiscal 2030, Indicator Final landfill disposal volume of industrial waste / Target value Continue reducing by 3% annually / Timing Not disclosed, Indicator Inventory turnover / Target value 4.0 turns / Timing By fiscal 2029, Indicator Equity ratio / Target value Less than 6% / Timing By fiscal 2029
Reason for revision or withdrawal
The agribusiness fell short of assumptions because of changes in the business environment following the COVID-19 pandemic and delays in product launches caused by delays in obtaining registrations in North America and Europe. The challenges are to further expand high-value-added businesses, launch new businesses and reorganize products and businesses with lower investment efficiency.
| Item | Details |
|---|---|
| Plan name | Mid-Term Management Plan “Shine Through Chemistry. Stage 3” |
| Plan period | FY2026–FY2029 |
| Progress against the plan | Formulated |
| Operating profit margin target | 9.8% (actual for FY ended March 2026) → At least 10% (FY2029) |
| Net income target | ¥18.27 billion (actual for FY ended March 2026) → At least ¥20 billion (FY2029) |
| ROE target | 9.3% (actual for FY ended March 2026) → At least 10% (FY2029) |
| Payout ratio / DOE policy | Maintain a total payout ratio target of at least 50% and a progressive dividend policy. The plan covers FY2026–FY2029. |
| Treasury share acquisition policy | The Company will conduct share buybacks flexibly as a shareholder return measure complementing dividends. The Company will take into consideration the appropriateness of its capital structure and share price conditions, among other factors. |
| Investment amount by sector | Field Growth investments (new businesses and capacity expansion) / Amount ¥30 billion, Field Research and Development / Amount ¥35.0 billion, Field Strengthening the Management Platform / Amount ¥8 billion, Field Maintenance and replacement investments / Amount ¥35.0 billion |
| Non-financial targets | Indicator Organization capable of responding to a decline in headcount / Target value Respond to a 10% decrease from the end of FY2021 / Timing By fiscal 2029, Indicator Percentage of women, foreign nationals and mid-career hires among regular employees hired / Target value At least 50% / Timing Not disclosed, Indicator Three-year retention rate after joining the Company / Target value At least 95% / Timing Not disclosed, Indicator Employee turnover rate / Target value 3% per year or less / Timing Not disclosed, Indicator Male employees' childcare leave uptake rate / Target value At least 70% / Timing Not disclosed, Indicator Generative AI active-user rate / Target value 100％ / Timing By fiscal 2029, Indicator eNPS / Target value At least -50.0 / Timing Not disclosed, Indicator GHG emissions (Scopes 1 and 2) / Target value At least 42% reduction from FY2022 / Timing FY2030, Indicator GHG emissions (Scope 3) / Target value At least 25% reduction from FY2022 / Timing FY2030, Indicator Electricity from renewable energy sources / Target value 59% of electricity used / Timing By fiscal 2030, Indicator Final landfill disposal volume of industrial waste / Target value Continue reducing by 3% annually / Timing Not disclosed, Indicator Inventory turnover / Target value 4.0 turns / Timing By fiscal 2029, Indicator Equity ratio / Target value Less than 6% / Timing By fiscal 2029 |
| Plan assumptions | Assumed exchange rates: ¥150/USD and ¥175/EUR (FY2029 KPIs), Revenue forecasts from FY2026 onward are based on real growth and exclude foreign exchange and inflation factors |
| Key initiatives | Expand high-value-added businesses, New Business Creation, Expansion of R&D investment, Actively pursue business alliances and M&A, Improve asset efficiency, Advance the human capital management vision, “Employees Shine Too”, 日本曹達 DX Vision 2.0, “Shine Through Digital”, Climate Change Response, Address integrated pest and weed management (IPM) and smart agriculture, Build a highly efficient production system |
| Results under the previous plan | Net income of ¥17 billion (FY ended March 2026) → Net income of ¥18.27 billion (actual for FY ended March 2026) |
| Reason for revision or withdrawal | The agribusiness fell short of assumptions because of changes in the business environment following the COVID-19 pandemic and delays in product launches caused by delays in obtaining registrations in North America and Europe. The challenges are to further expand high-value-added businesses, launch new businesses and reorganize products and businesses with lower investment efficiency. |
| Publication date | 14 May 2026 |
Items this document does not state (10)
Sales TargetOperating profit targetROIC targetCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetSize of the Target MarketRisks identifiedDate 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 transform its business portfolio into one that generates stable earnings and improve capital efficiency by expanding high-value-added businesses, creating new value and solutions through new businesses, pursuing structural reform focused on asset efficiency, making growth investments and returning profits to shareholders. Under the previous plan, the agribusiness fell short of assumptions because of changes in the business environment following the COVID-19 pandemic and delays in product launches caused by delays in obtaining registrations in North America and Europe.
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