Worth reading
66In 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
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Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedNet SalesNot disclosed → 300 Hundreds of millions of yen
Operating profitNot disclosed → 30 Hundreds of millions of yen
Operating profit marginNot disclosed → 10 ％
ROENot disclosed → 9 ％
Only the target level is shown because the current level for comparison was not provided.Total investment planReform and improvement investments: ¥5.5 billion (fiscal years ending February 2025 to February 2030)
Investment amount by sectorField Human resources development and organizational strengthening; セレアカデミー, work-style reform and other initiatives / Amount 8 Hundreds of millions of yen, Field Technological reform, research and development, design and construction, production, and testing and research / Amount 18 Hundreds of millions of yen, Field Digital reform and efficiency improvements through process improvement / Amount 5 Hundreds of millions of yen, Field New businesses and other initiatives / Amount 24 Hundreds of millions of yen
Statements about the use of capital
Self-assessment of PBR and share priceThe PBR target for the fiscal year ending February 2030 is 1.0x. Actual PBR was 0.8x for the fiscal year ending February 2026 and 0.5x for the fiscal year ending February 2023, when the vision was formulated.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Improve profitability
02Productivity Improvement
03Develop new business models derived from apartment management
04Increase gross profit margins by pursuing higher added value
05Improve efficiency through digitalization
06Shorten construction periods through technological reform
07Promote automation using robots and other technologies, and improve production efficiency through common components
08Achieve both “effectiveness and speed” by establishing a dedicated reform organization
09Strengthen the second line and company-wide cross-functional capabilities to enhance the “defense” function
10Establish a construction company to develop successors to skilled workers
11Improve the environment at the Chiba Plant by installing a break room
12Strengthen support systems for employees on leave and establish a new follow-up allowance
13Prepare for unforeseen events by introducing a medical insurance system
Plan assumptionsFocus on the Tokyo metropolitan area, younger people and steel-framed apartments, Approximately 500,000 young people in the Tokyo metropolitan area who are dissatisfied or somewhat dissatisfied with conventional living spaces, A market exists that can support the business through a stable annual supply of 2,000 units by the Company
Non-financial targetsIndicator Average annual salary / Target value 900 / Timing 2030, Indicator Three days off per week / Target value Implementation / Timing Desired state for 2030, Indicator Annual number of housing units supplied by the company / Target value 2,000 / Timing Not disclosed
Size of the Target MarketFigures Approximately 2 million people / Subject Young people aged 25 to 35 living in the Tokyo metropolitan area / Source Tokyo Resident Basic Register (January 2023), Figures Approximately 25% / Subject Young people dissatisfied or somewhat dissatisfied with conventional living spaces / Source Housing Bureau, Ministry of Land, Infrastructure, Transport and Tourism (2018), Comprehensive Assessment of Housing and Living Spaces, Figures Approximately 500,000 people / Subject Young people in the Tokyo metropolitan area who are dissatisfied or somewhat dissatisfied with conventional living spaces / Source Based on the figures above
Risks identified by the company
Economic conditions in Japan and overseas
Trends in industries related to the Company
Changes in the operating environment
Reason for revision or withdrawal
In light of changes in market conditions surrounding the company and other factors, the targets for revenue, operating profit and ROE were revised.
| Item | Details |
|---|---|
| Plan name | Long-Term Management Vision “Vision 2030” |
| Plan period | Formulated in April 2024; target period: fiscal year ending February 2030 |
| Progress against the plan | Partially revised |
| Sales Target | Not disclosed → 300 Hundreds of millions of yen |
| Operating profit target | Not disclosed → 30 Hundreds of millions of yen |
| Operating profit margin target | Not disclosed → 10 ％ |
| ROE target | Not disclosed → 9 ％ |
| Self-assessment of PBR and share price | The PBR target for the fiscal year ending February 2030 is 1.0x. Actual PBR was 0.8x for the fiscal year ending February 2026 and 0.5x for the fiscal year ending February 2023, when the vision was formulated. |
| Total investment plan | Reform and improvement investments: ¥5.5 billion (fiscal years ending February 2025 to February 2030) |
| Investment amount by sector | Field Human resources development and organizational strengthening; セレアカデミー, work-style reform and other initiatives / Amount 8 Hundreds of millions of yen, Field Technological reform, research and development, design and construction, production, and testing and research / Amount 18 Hundreds of millions of yen, Field Digital reform and efficiency improvements through process improvement / Amount 5 Hundreds of millions of yen, Field New businesses and other initiatives / Amount 24 Hundreds of millions of yen |
| Non-financial targets | Indicator Average annual salary / Target value 900 / Timing 2030, Indicator Three days off per week / Target value Implementation / Timing Desired state for 2030, Indicator Annual number of housing units supplied by the company / Target value 2,000 / Timing Not disclosed |
| Plan assumptions | Focus on the Tokyo metropolitan area, younger people and steel-framed apartments, Approximately 500,000 young people in the Tokyo metropolitan area who are dissatisfied or somewhat dissatisfied with conventional living spaces, A market exists that can support the business through a stable annual supply of 2,000 units by the Company |
| Key initiatives | Improve profitability, Productivity Improvement, Develop new business models derived from apartment management, Increase gross profit margins by pursuing higher added value, Improve efficiency through digitalization, Shorten construction periods through technological reform, Promote automation using robots and other technologies, and improve production efficiency through common components, Achieve both “effectiveness and speed” by establishing a dedicated reform organization, Strengthen the second line and company-wide cross-functional capabilities to enhance the “defense” function, Establish a construction company to develop successors to skilled workers, Improve the environment at the Chiba Plant by installing a break room, Strengthen support systems for employees on leave and establish a new follow-up allowance, Prepare for unforeseen events by introducing a medical insurance system |
| Reason for revision or withdrawal | In light of changes in market conditions surrounding the company and other factors, the targets for revenue, operating profit and ROE were revised. |
| Size of the Target Market | Figures Approximately 2 million people / Subject Young people aged 25 to 35 living in the Tokyo metropolitan area / Source Tokyo Resident Basic Register (January 2023), Figures Approximately 25% / Subject Young people dissatisfied or somewhat dissatisfied with conventional living spaces / Source Housing Bureau, Ministry of Land, Infrastructure, Transport and Tourism (2018), Comprehensive Assessment of Housing and Living Spaces, Figures Approximately 500,000 people / Subject Young people in the Tokyo metropolitan area who are dissatisfied or somewhat dissatisfied with conventional living spaces / Source Based on the figures above |
| Risks identified | Economic conditions in Japan and overseas, Trends in industries related to the Company, Changes in the operating environment |
| Publication date | 14 April 2026 |
Items this document does not state (8)
Net income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSegment targetResults 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.In light of changes in market conditions surrounding the company and other factors, the targets for revenue, operating profit and ROE were revised.
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