Worth reading
30Immaterial
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
Direction inferred from the company’s description.Scale
350
¥ hundred millionWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet SalesNot disclosed → ¥350 hundred million
Operating profitNot disclosed → ¥17.5 hundred million
Operating profit marginNot disclosed → 5 %
ROENot disclosed → 7 %
Only the target level is shown because the current level for comparison was not provided.Key initiatives
01Qualitative transformation of the business portfolio → Transition to a fine chemicals-led business structure
02Rebuilding earnings power 2.0
03Sales transformation
04Transition from selling products to proposing solutions that address customers’ challenges
05Accurate development of global niche markets
06Deepening core technologies / Accelerating research and development
07Further developing the Company’s core technologies
08Accelerating the commercialization of new products developed through open innovation
09Optimizing and upgrading production
10Establishing production capacity for higher-value-added products
11Establishing a flexible production system capable of responding promptly to changes in demand
12Strengthening the foundation
13Concentrated capital expenditure and business investment in next-generation fields (digital and green)
14Building a lean management foundation
15Deepening DX / Coexisting with AI
16Improving operational efficiency and shifting to higher-value-added activities through the digitalization of the entire company-wide value chain
17Dramatically accelerating development through the use of materials informatics
18Optimizing products and equipment
19Further improving profitability through the unrestricted withdrawal from low-profitability businesses
20Concentrating and investing resources in growth areas
21Supply Chain Resilience
22Diversifying the raw-material procurement network in preparation for geopolitical and other risks
23Generating cash flow through rigorous management of appropriate inventory levels
24Strategic use of intangible assets
25Intellectual Property
26Developing new markets through the two-pronged approach of IP Protect, defending the Company’s technologies, and IP Forecast, creating the future through intellectual property
27Transforming intellectual property into a profit center through integrated collaboration among the business, development, and intellectual property functions
28Human Capital
29Operating human resources systems that continuously produce challenge-oriented talent and directly link individual growth to enhanced corporate value
30Fostering an organizational culture that is resilient to change and generates innovation through the active participation of diverse talent (D&I)
Plan assumptionsInformation available to the Company as of the date of announcement and various assumptions. Actual results may differ from the descriptions in this document due to various uncertainties, including changes in economic conditions.
Risks identified by the company
Geopolitical and other risks
Various uncertainties, including changes in economic conditions
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (Fiscal 2026–Fiscal 2030) |
| Plan period | Fiscal 2026–Fiscal 2030 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → ¥350 hundred million |
| Operating profit target | Not disclosed → ¥17.5 hundred million |
| Operating profit margin target | Not disclosed → 5 % |
| ROE target | Not disclosed → 7 % |
| Plan assumptions | Information available to the Company as of the date of announcement and various assumptions. Actual results may differ from the descriptions in this document due to various uncertainties, including changes in economic conditions. |
| Key initiatives | Qualitative transformation of the business portfolio → Transition to a fine chemicals-led business structure, Rebuilding earnings power 2.0, Sales transformation, Transition from selling products to proposing solutions that address customers’ challenges, Accurate development of global niche markets, Deepening core technologies / Accelerating research and development, Further developing the Company’s core technologies, Accelerating the commercialization of new products developed through open innovation, Optimizing and upgrading production, Establishing production capacity for higher-value-added products, Establishing a flexible production system capable of responding promptly to changes in demand, Strengthening the foundation, Concentrated capital expenditure and business investment in next-generation fields (digital and green), Building a lean management foundation, Deepening DX / Coexisting with AI, Improving operational efficiency and shifting to higher-value-added activities through the digitalization of the entire company-wide value chain, Dramatically accelerating development through the use of materials informatics, Optimizing products and equipment, Further improving profitability through the unrestricted withdrawal from low-profitability businesses, Concentrating and investing resources in growth areas, Supply Chain Resilience, Diversifying the raw-material procurement network in preparation for geopolitical and other risks, Generating cash flow through rigorous management of appropriate inventory levels, Strategic use of intangible assets, Intellectual Property, Developing new markets through the two-pronged approach of IP Protect, defending the Company’s technologies, and IP Forecast, creating the future through intellectual property, Transforming intellectual property into a profit center through integrated collaboration among the business, development, and intellectual property functions, Human Capital, Operating human resources systems that continuously produce challenge-oriented talent and directly link individual growth to enhanced corporate value, Fostering an organizational culture that is resilient to change and generates innovation through the active participation of diverse talent (D&I) |
| Risks identified | Geopolitical and other risks, Various uncertainties, including changes in economic conditions |
| Publication date | 27 May 2026 |
Items this document does not state (14)
Net income targetROIC targetPayout ratio / DOE policyTreasury 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 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.The plan is intended to achieve Vision2030 and enable the Company to continue growing together with society.
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.