Worth reading
49Recurring
Scored from 4 of 5 sectionsDirection
Improvement
Direction inferred from the company’s description.Scale
70
% (total payout ratio target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedROENot disclosed → At least 15% in FY2030
Only the target level is shown because the current level for comparison was not provided.Statements about the use of capital
Payout ratio / DOE policySet the total payout ratio at 70% or higher over the five years of the new medium-term management planThe payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Rebuilding the value of existing businesses and accelerating growth in the healthcare sector
02Creating new businesses by mobilizing the full strength of the Company
03Developing new products in growth fields
04Strengthening the function for identifying new themes
05Strengthening the management foundation to respond flexibly to changes in the business environment
06Sustainability initiatives (quantitative targets)
Plan assumptionsDefine the “desired state” for FY2030 through backcasting from the “vision for 2035”
| Item | Details |
|---|---|
| Plan name | Transform Our Future 2030 |
| Plan period | Fiscal years 2026–2030 |
| Progress against the plan | Formulated |
| ROE target | Not disclosed → At least 15% in FY2030 |
| Payout ratio / DOE policy | Set the total payout ratio at 70% or higher over the five years of the new medium-term management plan |
| Plan assumptions | Define the “desired state” for FY2030 through backcasting from the “vision for 2035” |
| Key initiatives | Rebuilding the value of existing businesses and accelerating growth in the healthcare sector, Creating new businesses by mobilizing the full strength of the Company, Developing new products in growth fields, Strengthening the function for identifying new themes, Strengthening the management foundation to respond flexibly to changes in the business environment, Sustainability initiatives (quantitative targets) |
| Publication date | 12 May 2026 |
Items this document does not state (17)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROIC targetTreasury 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 withdrawalSize 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 plan was formulated by defining the “desired state” for FY2030 through backcasting from the “vision for 2035,” the fiscal year marking the Company’s 120th anniversary, based on the remaining issues identified and measures to address them in the review of the previous medium-term management plan.
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.