Worth reading
40Recurring
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
200
¥100 million (fiscal 2030 revenue target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet SalesNot disclosed → ¥20 billion
Operating profitNot disclosed → ¥3 billion
Operating profit marginNot disclosed → 15.0%
ROENot disclosed → 21.2%
Only the target level is shown because the current level for comparison was not provided.Investment amount by sectorField Development of LaKeel products / Amount Approximately ¥5.0 billion, Field Improving the Working Environment / Amount Not disclosed, Field Expansion of the sales organization and development centers / Amount Not disclosed, Field Training and recruitment of AI-hybrid talent / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyBased on a cash allocation policy that seeks an appropriate balance with growth investment, the company will return profits to shareholders through measures including share buybacks. The target payout ratio, DOE level and applicable period are not disclosed.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 plans to return profits to shareholders through measures including share buybacks. The buyback limit, timing and conditions are not disclosed.
Key initiatives
01Product Strategy
02Turning LaKeel HR into an AI agent
03Automating system development through the LaKeel AI Platform
04Sales and marketing strategy
05Human resources and organizational strategy
Plan assumptionsThe traditional labor-intensive business model is reaching its limits as the working-age population declines., The strategic use of human capital has become an important management issue for companies' sustainable growth., As AI advances, investment in system modernization, including corporate digital transformation and cloud migration, is gathering pace.
Non-financial targetsIndicator name AI enablement rate for all HR operations (functions provided) / Target value 80% / Timing 2030, Indicator name Development Period / Target value 70% reduction / Timing Not disclosed
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan "LaKeel 2030" |
| Plan period | Fiscal years ending December 2026 through December 2030 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → ¥20 billion |
| Operating profit target | Not disclosed → ¥3 billion |
| Operating profit margin target | Not disclosed → 15.0% |
| ROE target | Not disclosed → 21.2% |
| Payout ratio / DOE policy | Based on a cash allocation policy that seeks an appropriate balance with growth investment, the company will return profits to shareholders through measures including share buybacks. The target payout ratio, DOE level and applicable period are not disclosed. |
| Treasury share acquisition policy | The company plans to return profits to shareholders through measures including share buybacks. The buyback limit, timing and conditions are not disclosed. |
| Investment amount by sector | Field Development of LaKeel products / Amount Approximately ¥5.0 billion, Field Improving the Working Environment / Amount Not disclosed, Field Expansion of the sales organization and development centers / Amount Not disclosed, Field Training and recruitment of AI-hybrid talent / Amount Not disclosed |
| Non-financial targets | Indicator name AI enablement rate for all HR operations (functions provided) / Target value 80% / Timing 2030, Indicator name Development Period / Target value 70% reduction / Timing Not disclosed |
| Plan assumptions | The traditional labor-intensive business model is reaching its limits as the working-age population declines., The strategic use of human capital has become an important management issue for companies' sustainable growth., As AI advances, investment in system modernization, including corporate digital transformation and cloud migration, is gathering pace. |
| Key initiatives | Product Strategy, Turning LaKeel HR into an AI agent, Automating system development through the LaKeel AI Platform, Sales and marketing strategy, Human resources and organizational strategy |
| Publication date | 6 April 2026 |
Items this document does not state (11)
Net income targetROIC targetCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetResults 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 company views the following as growth opportunities: the traditional labor-intensive business model is reaching its limits as the working-age population declines, making the strategic use of human capital increasingly important, while investment in system modernization, including digital transformation and cloud migration, is gathering pace as AI advances.
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.