Worth reading
56In 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
1500
¥100 million (5-year growth investment allocation, minimum)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit+0.2%
基準 2,025Target2,030Hundred millions of yen
ROE+8.0pt
基準 2,025Target2,033%
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.
Total investment planTotal of at least ¥150 billion over 5 years (including capital expenditures and other investments, excluding content production costs)
Investment amount by sectorField IP Development and Acquisition / Amount At least ¥20 billion, Field Strengthening production and distribution / Amount At least ¥50 billion, Field Diversified IP expansion / Amount At least ¥80 billion
Key initiatives
01IP development and acquisition | Development and acquisition of original IP
02Update of investment criteria for original IP
03Strengthening production and distribution | Live action
04Multiple joint projects with partners
05Accelerating the expansion of ancillary businesses related to variety shows
06Strengthening production and distribution | Anime
07Strengthening production and distribution | Terrestrial broadcasting and distribution businesses
08Strengthening production and distribution | Strengthening global capabilities
09Strengthening production and distribution | Data, AI and DX
10Diversification of IP deployment | Strengthening merchandise and merchandising
11Diversification of IP deployment | Developing new fields in live entertainment, experiential businesses and other areas
12Integrating Fuji Television's broadcasting infrastructure functions into FMH
13Fuji Television to oversee the Group's growth strategy
Plan assumptionsThe company is considering introducing outside capital into, and taking off-balance-sheet treatment for, its urban development and tourism businesses, and plans to review the scale of the growth investment allocation after the introduction of outside capital has been finalized., The plan is premised on completing the necessary administrative procedures, including approvals and licenses required under applicable laws and regulations., The growth investment allocation of at least ¥150 billion includes capital expenditures and other investments, but excludes content production costs.
Segment targetSegment Media & Content Business / Sales Target Not disclosed / Operating profit target Fiscal 2030: ¥35 billion
Non-financial targetsIndicator Number of original IP properties initially created / Target value 100 per year / Timing Phase-1, Indicator Number of trial launches, including online offerings / Target value 25 per year / Timing Phase-2, Indicator Number of live-action films released / Target value 15 per year / Timing 2030, Indicator Number of hit franchise titles created / Target value More than 20 cumulatively / Timing 2030, Indicator Producer talent / Target value Double / Timing Toward achievement of the 2030 target, Indicator Number of countries where FOD SHORT is launched overseas / Target value More than 100 countries / Timing Not disclosed, Indicator Reduction in routine operations / Target value 50% reduction / Timing By fiscal 2028, Indicator Number of new VR releases / Target value 2 titles per year / Timing Not disclosed, Indicator Human rights training and lectures for all Group employees / Target value At least 3 times per year / Timing From fiscal 2026 onward, Indicator Carbon Neutrality / Target value Achieve by fiscal 2050 / Timing FY2050
Size of the Target MarketIndicator Number of Japanese films released in 2025 / Figures 694 films / Source As of April 2026 (company research), Indicator Number and proportion of films with box-office revenue of at least ¥1 billion / Figures 38 films, 5% / Source As of April 2026 (company research)
Risks identified by the company
Human rights violations and harassment
Information Security Risk
Digital risks
Climate Change and Environmental Risks
Gaps between actual results and projected, targeted or forecast figures due to changes in business operations, economic conditions, financial markets and other circumstances
Reason for revision or withdrawal
The company will update the details of its capital policy, numerical targets and other matters after the introduction of outside capital into its urban development and tourism businesses has been finalized.
| Item | Details |
|---|---|
| Plan name | Group Vision 2026-2030 Ver. 1.0 |
| Plan period | Fiscal 2026-2030 |
| Progress against the plan | Formulated |
| Operating profit target | Fiscal 2025 actual: Media and content business operating loss of ¥30.8 billion → Fiscal 2030 target: Media and content business operating profit of ¥35 billion |
| ROE target | Fiscal 2025 actual: 1.0% → Fiscal 2030 target: 6% (fiscal 2033 target: 8%) |
| Total investment plan | Total of at least ¥150 billion over 5 years (including capital expenditures and other investments, excluding content production costs) |
| Investment amount by sector | Field IP Development and Acquisition / Amount At least ¥20 billion, Field Strengthening production and distribution / Amount At least ¥50 billion, Field Diversified IP expansion / Amount At least ¥80 billion |
| Segment target | Segment Media & Content Business / Sales Target Not disclosed / Operating profit target Fiscal 2030: ¥35 billion |
| Non-financial targets | Indicator Number of original IP properties initially created / Target value 100 per year / Timing Phase-1, Indicator Number of trial launches, including online offerings / Target value 25 per year / Timing Phase-2, Indicator Number of live-action films released / Target value 15 per year / Timing 2030, Indicator Number of hit franchise titles created / Target value More than 20 cumulatively / Timing 2030, Indicator Producer talent / Target value Double / Timing Toward achievement of the 2030 target, Indicator Number of countries where FOD SHORT is launched overseas / Target value More than 100 countries / Timing Not disclosed, Indicator Reduction in routine operations / Target value 50% reduction / Timing By fiscal 2028, Indicator Number of new VR releases / Target value 2 titles per year / Timing Not disclosed, Indicator Human rights training and lectures for all Group employees / Target value At least 3 times per year / Timing From fiscal 2026 onward, Indicator Carbon Neutrality / Target value Achieve by fiscal 2050 / Timing FY2050 |
| Plan assumptions | The company is considering introducing outside capital into, and taking off-balance-sheet treatment for, its urban development and tourism businesses, and plans to review the scale of the growth investment allocation after the introduction of outside capital has been finalized., The plan is premised on completing the necessary administrative procedures, including approvals and licenses required under applicable laws and regulations., The growth investment allocation of at least ¥150 billion includes capital expenditures and other investments, but excludes content production costs. |
| Key initiatives | IP development and acquisition | Development and acquisition of original IP, Update of investment criteria for original IP, Strengthening production and distribution | Live action, Multiple joint projects with partners, Accelerating the expansion of ancillary businesses related to variety shows, Strengthening production and distribution | Anime, Strengthening production and distribution | Terrestrial broadcasting and distribution businesses, Strengthening production and distribution | Strengthening global capabilities, Strengthening production and distribution | Data, AI and DX, Diversification of IP deployment | Strengthening merchandise and merchandising, Diversification of IP deployment | Developing new fields in live entertainment, experiential businesses and other areas, Integrating Fuji Television's broadcasting infrastructure functions into FMH, Fuji Television to oversee the Group's growth strategy |
| Reason for revision or withdrawal | The company will update the details of its capital policy, numerical targets and other matters after the introduction of outside capital into its urban development and tourism businesses has been finalized. |
| Size of the Target Market | Indicator Number of Japanese films released in 2025 / Figures 694 films / Source As of April 2026 (company research), Indicator Number and proportion of films with box-office revenue of at least ¥1 billion / Figures 38 films, 5% / Source As of April 2026 (company research) |
| Risks identified | Human rights violations and harassment, Information Security Risk, Digital risks, Climate Change and Environmental Risks, Gaps between actual results and projected, targeted or forecast figures due to changes in business operations, economic conditions, financial markets and other circumstances |
| Publication date | 12 May 2026 |
Items this document does not state (10)
Sales TargetOperating profit margin targetNet income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceResults under the previous planDate 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 is considering introducing outside capital into, and taking off-balance-sheet treatment for, its urban development and tourism businesses, and will update the details of its capital policy, numerical targets and other matters once the introduction of outside capital has been finalized.
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.