Worth reading
70In 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
80
¥100 million (difference between the former operating profit target of ¥15 billion or more and the new target of ¥7 billion or more)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales-33.3%
基準 75Target50million
Operating profit-53.3%
基準 15Target7million
Operating profit margin-6.0pt
基準 20Target14%
ROE-5.0pt
基準 15Target10%
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.
ROIC— (former management plan) → 10% or higher
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNot disclosed → FY2025 ended with higher revenue and profit, achieving 99.3% of the budget. The domestic business achieved 101.0% of its budget, while the overseas business achieved 95.1%.
Investment amount by sectorField Strategic Investment / Amount Not disclosed, Field Capital Expenditures / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyCumulative for FY2026 through FY2030. The company will continue shareholder returns, with a total payout ratio of 50% or more as a guideline.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Strengthening Domestic Earnings Power
02Accelerating growth in the overseas business
03Discontinuous growth through alliances and M&A
04Reorganizing the product portfolio
05Growth plan based on the development pipeline
06Business development centered on stool collection containers (FIT/FIT+ through gastrointestinal cancer and healthcare)
07Capital policy (cash allocation)
08ROIC tree
09Advancing the sustainability strategy — progress on materiality KPIs —
Plan assumptionsCost increases driven by geopolitical risks and other factors (raw material prices and logistics costs), an environment in which costs are difficult to pass on even during inflation due to Japan’s domestic health insurance system (reimbursement points), and lower overseas demand for tuberculosis testing following the freeze on USAID funding. Numerical assumptions: Not disclosed.
Segment targetSegment Overseas Business / Sales target Overseas revenue ratio of 35% or more and overseas revenue of ¥17.5 billion or more (FY2030) / Profit Target Not disclosed, Segment Overseas FIT / Sales target Overseas FIT revenue of ¥10 billion or more (FY2030) / Profit Target Not disclosed
Non-financial targetsIndicator Number of countries where products are marketed / Target value 18 countries / Timing FY2030, Indicator Number of countries where colorectal cancer screening tests are marketed / Target value 67 countries / Timing FY2030, Indicator CSR procurement assessment implementation rate / Target value 100% / Timing FY2030, Indicator Scope 1 and 2 emissions reduction rate / Target value 56% reduction (compared with FY2021) / Timing FY2030, Indicator Adoption rate of environmentally friendly packaging materials (FSC-certified paper) / Target value 30% (compared with FY2021) / Timing FY2030, Indicator Percentage of Female Managers / Target value 30% / Timing FY2030, Indicator Childcare leave utilization rate / Target value Men 100%, women 100% / Timing FY2030, Indicator Regular health checkup participation rate / Target value 100% / Timing FY2030, Indicator Percentage of female directors / Target value 30% / Timing FY2030, Indicator Harassment training participation rate / Target value 100% / Timing FY2030, Indicator Serious violations of competition laws in each country and serious violations of anti-corruption laws / Target value 0 entries / Timing FY2030, Indicator BCP training implementation rate / Target value 100% / Timing FY2030, Indicator Serious information leaks / Target value 0 entries / Timing FY2030
Risks identified by the company
Higher raw material and logistics costs driven by geopolitical risks and other factors
An environment in which costs are difficult to pass on due to Japan’s domestic health insurance system (reimbursement points)
Lower overseas demand for tuberculosis testing following the freeze on USAID funding
The competitive environment in Japan’s clinic market
Dependence on overseas distributors and scope to improve product competitiveness and marketing capabilities
Serious information leaks
Serious violations of competition laws in each country and serious violations of anti-corruption laws
Reason for revision or withdrawal
Following a structural analysis and review of the factors behind the former plan’s underperformance, the company will shift to management that balances feasibility and growth.
| Item | Details |
|---|---|
| Plan name | Management Plan 2030 |
| Plan period | FY2026-FY2030 |
| Progress against the plan | Formulated |
| Sales Target | ¥60 billion (¥75 billion including new businesses and non-continuous growth) → ¥50 billion or more (excluding new businesses and non-continuous growth) |
| Operating profit target | ¥15 billion → ¥7 billion or more |
| Operating profit margin target | 20% → 14% or higher |
| ROE target | 15% or more (former management plan) → 10% or higher |
| ROIC target | — (former management plan) → 10% or higher |
| Payout ratio / DOE policy | Cumulative for FY2026 through FY2030. The company will continue shareholder returns, with a total payout ratio of 50% or more as a guideline. |
| Investment amount by sector | Field Strategic Investment / Amount Not disclosed, Field Capital Expenditures / Amount Not disclosed |
| Segment target | Segment Overseas Business / Sales target Overseas revenue ratio of 35% or more and overseas revenue of ¥17.5 billion or more (FY2030) / Profit Target Not disclosed, Segment Overseas FIT / Sales target Overseas FIT revenue of ¥10 billion or more (FY2030) / Profit Target Not disclosed |
| Non-financial targets | Indicator Number of countries where products are marketed / Target value 18 countries / Timing FY2030, Indicator Number of countries where colorectal cancer screening tests are marketed / Target value 67 countries / Timing FY2030, Indicator CSR procurement assessment implementation rate / Target value 100% / Timing FY2030, Indicator Scope 1 and 2 emissions reduction rate / Target value 56% reduction (compared with FY2021) / Timing FY2030, Indicator Adoption rate of environmentally friendly packaging materials (FSC-certified paper) / Target value 30% (compared with FY2021) / Timing FY2030, Indicator Percentage of Female Managers / Target value 30% / Timing FY2030, Indicator Childcare leave utilization rate / Target value Men 100%, women 100% / Timing FY2030, Indicator Regular health checkup participation rate / Target value 100% / Timing FY2030, Indicator Percentage of female directors / Target value 30% / Timing FY2030, Indicator Harassment training participation rate / Target value 100% / Timing FY2030, Indicator Serious violations of competition laws in each country and serious violations of anti-corruption laws / Target value 0 entries / Timing FY2030, Indicator BCP training implementation rate / Target value 100% / Timing FY2030, Indicator Serious information leaks / Target value 0 entries / Timing FY2030 |
| Plan assumptions | Cost increases driven by geopolitical risks and other factors (raw material prices and logistics costs), an environment in which costs are difficult to pass on even during inflation due to Japan’s domestic health insurance system (reimbursement points), and lower overseas demand for tuberculosis testing following the freeze on USAID funding. Numerical assumptions: Not disclosed. |
| Key initiatives | Strengthening Domestic Earnings Power, Accelerating growth in the overseas business, Discontinuous growth through alliances and M&A, Reorganizing the product portfolio, Growth plan based on the development pipeline, Business development centered on stool collection containers (FIT/FIT+ through gastrointestinal cancer and healthcare), Capital policy (cash allocation), ROIC tree, Advancing the sustainability strategy — progress on materiality KPIs — |
| Results under the previous plan | Not disclosed → FY2025 ended with higher revenue and profit, achieving 99.3% of the budget. The domestic business achieved 101.0% of its budget, while the overseas business achieved 95.1%. |
| Reason for revision or withdrawal | Following a structural analysis and review of the factors behind the former plan’s underperformance, the company will shift to management that balances feasibility and growth. |
| Risks identified | Higher raw material and logistics costs driven by geopolitical risks and other factors, An environment in which costs are difficult to pass on due to Japan’s domestic health insurance system (reimbursement points), Lower overseas demand for tuberculosis testing following the freeze on USAID funding, The competitive environment in Japan’s clinic market, Dependence on overseas distributors and scope to improve product competitiveness and marketing capabilities, Serious information leaks, Serious violations of competition laws in each country and serious violations of anti-corruption laws |
| Date of board resolution | 12 May 2026 |
| Publication date | 12 May 2026 |
Items this document does not state (6)
Net income targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSize of the Target Market
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.Under the new executive structure established in June 2025, the company conducted a structural analysis and review of the factors behind the former plan’s underperformance, with the aim of shifting to management that balances feasibility and growth. The company also cites external factors including higher raw material and logistics costs due to geopolitical risks and other factors, the difficulty of passing on costs under Japan’s domestic health insurance system, and lower overseas demand for tuberculosis testing following the freeze on USAID funding.
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.
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.