Worth reading
45Recurring
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
—
Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+7.9%
基準 9,267Target10,000million (chart)
Operating profit+0.1%
基準 2,026Target2,029million
Operating profit margin+3.0pt
基準 2,026Target2,029%
ROE-2,018.5pt
基準 2,026Target7.5%
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.
Net income for the current fiscal year213 (fiscal year ending March 2026 actual) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.Statements about the use of capital
Payout ratio / DOE policyDOE of 2.8% (fiscal year ending March 2029 target)The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
011. Building an organization driven by initiative
022. Deepening customer experience value
033. Enhancing production and quality control systems
044. Improving store operating efficiency and customer service efficiency
055. Creating new value through synergies
06Taking on Challenges in New Fields
Plan assumptionsSome indicators may change following the application of the new lease accounting standard in April 2027
Non-financial targetsIndicator name Active beauty staff count / Target value 590 (fiscal year ending March 2027), 600 (fiscal year ending March 2028), 610 (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Employee turnover rate / Target value 16.0% (fiscal year ending March 2027), 15.5% (fiscal year ending March 2028), 15.0% (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Customer service efficiency / Target value 60% (fiscal year ending March 2027), 62% (fiscal year ending March 2028), 65% (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Membership / Target value 83,100 (fiscal year ending March 2027), 86,500 (fiscal year ending March 2028), 90,000 (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Royal members / Target value 12,700 (fiscal year ending March 2027), 13,300 (fiscal year ending March 2028), 14,000 (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Number of company-operated stores / Target value 105 stores / Timing Fiscal year ending March 2029, Indicator name Percentage of environmentally friendly raw materials / Target value 25% or higher / Timing Not disclosed, Indicator name Percentage of environmentally friendly products / Target value At least 85% / Timing Not disclosed
Risks identified by the company
Higher raw material costs due to rising prices
Some indicators may change following the application of the new lease accounting standard in April 2027
Potential risks and uncertainties
Various factors, including changes in the business environment
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (Fiscal Years Ending March 2027 to March 2029) |
| Plan period | Starting fiscal year Fiscal year ending March 2027 / Final year Fiscal year ending March 2029 |
| Progress against the plan | Formulated |
| Sales Target | 9,267 (fiscal year ending March 2026 actual) → 10,000 (fiscal year ending March 2029 target)（7.8%） |
| Operating profit target | 253 (fiscal year ending March 2026 actual) → 650 (fiscal year ending March 2029 target) |
| Operating profit margin target | 2.7% (fiscal year ending March 2026 actual) → 6.5% (fiscal year ending March 2029 target) |
| Net income target | 213 (fiscal year ending March 2026 actual) → Not disclosed |
| ROE target | 3.8% (fiscal year ending March 2026 actual) → 7.3% (main quantitative target in the text; 7.5% is shown on the ROE target slide) |
| Payout ratio / DOE policy | DOE of 2.8% (fiscal year ending March 2029 target) |
| Non-financial targets | Indicator name Active beauty staff count / Target value 590 (fiscal year ending March 2027), 600 (fiscal year ending March 2028), 610 (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Employee turnover rate / Target value 16.0% (fiscal year ending March 2027), 15.5% (fiscal year ending March 2028), 15.0% (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Customer service efficiency / Target value 60% (fiscal year ending March 2027), 62% (fiscal year ending March 2028), 65% (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Membership / Target value 83,100 (fiscal year ending March 2027), 86,500 (fiscal year ending March 2028), 90,000 (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Royal members / Target value 12,700 (fiscal year ending March 2027), 13,300 (fiscal year ending March 2028), 14,000 (fiscal year ending March 2029) / Timing Fiscal years ending March 2027 to March 2029, Indicator name Number of company-operated stores / Target value 105 stores / Timing Fiscal year ending March 2029, Indicator name Percentage of environmentally friendly raw materials / Target value 25% or higher / Timing Not disclosed, Indicator name Percentage of environmentally friendly products / Target value At least 85% / Timing Not disclosed |
| Plan assumptions | Some indicators may change following the application of the new lease accounting standard in April 2027 |
| Key initiatives | 1. Building an organization driven by initiative, 2. Deepening customer experience value, 3. Enhancing production and quality control systems, 4. Improving store operating efficiency and customer service efficiency, 5. Creating new value through synergies, Taking on Challenges in New Fields |
| Risks identified | Higher raw material costs due to rising prices, Some indicators may change following the application of the new lease accounting standard in April 2027, Potential risks and uncertainties, Various factors, including changes in the business environment |
| Publication date | 13 May 2026 |
Items this document does not state (11)
ROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetResults 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.To pursue sustainable growth and enhance corporate value, while working toward the vision of becoming a company that lasts 100 years through deepening existing businesses, creating new value, and taking on challenges in new business areas.
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.