Worth reading
64In focus
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
50
Hundreds of millions of yenWording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit0.0%
基準 2,030Target2,030Hundreds of millions of yen
ROE0.0pt
基準 2,030Target2,030％
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.
What happened to the previous planNot disclosed → The reform of the business structure and optimization of capital have progressed substantially beyond the initial plan. Last fiscal year, approximately ¥50 billion of cross-held shares were sold
Total investment plan¥150 billion (total of the individual investment amounts in ①–③; program content production costs are outside this amount)
Investment amount by sectorField IP Development and Acquisition / Investment amount ¥20 billion / Profit growth target ¥5 billion over the next 5 years, Field Strengthening production and distribution / Investment amount ¥50 billion in total / Profit growth target ¥54 billion (of which ¥44 billion is from the terrestrial television business), Field Diversified IP expansion / Investment amount ¥80.0 billion / Profit growth target ¥7 billion
Statements about the use of capital
Payout ratio / DOE policyEnhancement of shareholder returns. Specific target level and applicable period: not disclosedThe payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyIncluding the purchases started in November last year and ¥235 billion purchased in February 2026, approximately ¥250 billion will be acquired, followed by cancellations. The framework, timing and terms of future purchases are not disclosed
Key initiatives
01① IP development and acquisition
02② Strengthening production and distribution
03③ Diversified IP expansion
04Greenlight model
05Execution structure
Plan assumptionsThe numerical targets are based on current assumptions. Once the company decides to introduce external capital into its urban development and tourism businesses, it will announce its capital allocation, including profit targets and investment plans, again. Strategic targets were established based on market growth potential and the company’s competitiveness.
Segment targetSegment Media & Content Business / Operating profit target ¥35 billion (FY2030), Segment Media & Content Business / Operating profit target ¥45 billion (FY2033), Segment Terrestrial Television Business / Operating profit growth target ¥44 billion (from FY2025 results)
Reason for revision or withdrawal
This reflects the progress and results achieved under the Reform Action Plan. Over the past year, the company substantially changed its previous management policies and structure and believes it was able to initiate and implement a wide range of reforms aimed at its desired future state.
| Item | Details |
|---|---|
| Plan name | Group Vision 2026-2030 ver.1.0 |
| Plan period | 2026-2030 |
| Progress against the plan | Formulated |
| Operating profit target | ¥30 billion (Media and Content Business, FY2030) → ¥35 billion (Media and Content Business, FY2030) |
| ROE target | 5%–6% (FY2030) → 6% (FY2030) |
| Payout ratio / DOE policy | Enhancement of shareholder returns. Specific target level and applicable period: not disclosed |
| Treasury share acquisition policy | Including the purchases started in November last year and ¥235 billion purchased in February 2026, approximately ¥250 billion will be acquired, followed by cancellations. The framework, timing and terms of future purchases are not disclosed |
| Total investment plan | ¥150 billion (total of the individual investment amounts in ①–③; program content production costs are outside this amount) |
| Investment amount by sector | Field IP Development and Acquisition / Investment amount ¥20 billion / Profit growth target ¥5 billion over the next 5 years, Field Strengthening production and distribution / Investment amount ¥50 billion in total / Profit growth target ¥54 billion (of which ¥44 billion is from the terrestrial television business), Field Diversified IP expansion / Investment amount ¥80.0 billion / Profit growth target ¥7 billion |
| Segment target | Segment Media & Content Business / Operating profit target ¥35 billion (FY2030), Segment Media & Content Business / Operating profit target ¥45 billion (FY2033), Segment Terrestrial Television Business / Operating profit growth target ¥44 billion (from FY2025 results) |
| Plan assumptions | The numerical targets are based on current assumptions. Once the company decides to introduce external capital into its urban development and tourism businesses, it will announce its capital allocation, including profit targets and investment plans, again. Strategic targets were established based on market growth potential and the company’s competitiveness. |
| Key initiatives | ① IP development and acquisition, ② Strengthening production and distribution, ③ Diversified IP expansion, Greenlight model, Execution structure |
| Results under the previous plan | Not disclosed → The reform of the business structure and optimization of capital have progressed substantially beyond the initial plan. Last fiscal year, approximately ¥50 billion of cross-held shares were sold |
| Reason for revision or withdrawal | This reflects the progress and results achieved under the Reform Action Plan. Over the past year, the company substantially changed its previous management policies and structure and believes it was able to initiate and implement a wide range of reforms aimed at its desired future state. |
| Date of board resolution | 12 May 2026 |
| Publication date | 12 May 2026 |
Items this document does not state (9)
Sales TargetOperating profit margin targetNet income targetROIC targetCost of capitalSelf-assessment of PBR and share priceNon-financial targetsSize of the Target MarketRisks identified
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.This reflects the progress and results achieved under the Reform Action Plan. Over the past year, the company substantially changed its previous management policies and structure and was able to initiate and implement a wide range of reforms. Against this backdrop, the Group is changing into a new form, and the company aims to put it on a growth trajectory quickly, improve capital profitability and meet expectations in the stock market.
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.