Worth reading
39Recurring
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
16000
¥ hundreds of millionsWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet SalesNot disclosed → ¥16,000 hundreds of millions
Operating profitNot disclosed → ¥1,500 hundreds of millions
ROENot disclosed → 11%
ROICNot disclosed → 8% or higher
Only the target level is shown because the current level for comparison was not provided.Key initiatives
01Expand and create products that contribute to sustainability based on the strategic-domain map
02Ensure the launch and expansion of the perovskite solar cell business
03Generate returns from strategic investments and pursue continuous structural reform
04Strengthen a culture of challenge, deepen the right-person-for-the-right-job approach, and promote proactive diversity
05Accelerate new product development centered on TPF and pursue innovation in research by leveraging MI
06Implement disciplined allocation of management resources with a focus on capital efficiency
07Eliminate major incidents and establish management foundations in new business divisions
08Accelerate productivity improvements through digital transformation
09Advance carbon neutrality and implement the circular economy
Non-financial targetsIndicator name GHG emissions reduction rate (versus FY2019) / Target value ▲49% / Timing Not disclosed, Indicator name Waste plastic material recycling rate / Target value 75% / Timing Not disclosed, Indicator name Percentage of employees taking on challenges / Target value 72% / Timing Not disclosed, Indicator name Number of projects passing DR0 (new metric) / Target value 100% or more versus plan / Timing Not disclosed, Indicator name Number of major incidents / Target value 0 entries / Timing Not disclosed
Reason for revision or withdrawal
As the critical third phase toward realizing the long-term vision “Vision 2030,” the Group will transition from laying the groundwork to accelerating growth through the delivery of results.
| Item | Details |
|---|---|
| Plan name | Medium-term Management Plan “Accelerate 2028” |
| Plan period | 3 years from fiscal 2026 through fiscal 2028 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → ¥16,000 hundreds of millions |
| Operating profit target | Not disclosed → ¥1,500 hundreds of millions |
| ROE target | Not disclosed → 11% |
| ROIC target | Not disclosed → 8% or higher |
| Non-financial targets | Indicator name GHG emissions reduction rate (versus FY2019) / Target value ▲49% / Timing Not disclosed, Indicator name Waste plastic material recycling rate / Target value 75% / Timing Not disclosed, Indicator name Percentage of employees taking on challenges / Target value 72% / Timing Not disclosed, Indicator name Number of projects passing DR0 (new metric) / Target value 100% or more versus plan / Timing Not disclosed, Indicator name Number of major incidents / Target value 0 entries / Timing Not disclosed |
| Key initiatives | Expand and create products that contribute to sustainability based on the strategic-domain map, Ensure the launch and expansion of the perovskite solar cell business, Generate returns from strategic investments and pursue continuous structural reform, Strengthen a culture of challenge, deepen the right-person-for-the-right-job approach, and promote proactive diversity, Accelerate new product development centered on TPF and pursue innovation in research by leveraging MI, Implement disciplined allocation of management resources with a focus on capital efficiency, Eliminate major incidents and establish management foundations in new business divisions, Accelerate productivity improvements through digital transformation, Advance carbon neutrality and implement the circular economy |
| Reason for revision or withdrawal | As the critical third phase toward realizing the long-term vision “Vision 2030,” the Group will transition from laying the groundwork to accelerating growth through the delivery of results. |
| Publication date | 21 May 2026 |
Items this document does not state (14)
Operating profit margin targetNet income targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetPlan assumptionsResults under the previous planSize 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.As the critical third phase toward realizing the long-term vision “Vision 2030,” the Group will ensure the launch of new businesses, expand growth drivers through strategic investments, and expand and create products that contribute to sustainability, thereby transitioning from laying the groundwork to accelerating growth through the delivery of results.
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.