Worth reading
50Recurring
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
100
¥100 million (2030 consolidated net sales target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet SalesNot disclosed → At least ¥10 billion
Operating profit marginNot disclosed → At least 5%
Only the target level is shown because the current level for comparison was not provided.Total investment planApproximately ¥3.5 billion (5-year total)
Investment amount by sectorField Installation of mass-production equipment for existing products / Investment amount Not disclosed, Field Investment in new product development / Investment amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyDuring the period covered by the 15th Medium-Term Management Plan, the Company will pay an interim dividend of ¥12 per share and a year-end dividend of ¥12 per share, for an annual dividend of ¥24 per share. It will consider maintaining stable dividends and implementing flexible shareholder return measures in line with earnings growth.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share priceThe Company aims to achieve a PBR (price-to-book ratio) of 1x at an early date and will strengthen its IR activities, improve capital efficiency, and promote dialogue with shareholders.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Pursue sustainable growth through wellness branding
02Strengthen the ability and execution of proposals for shifting from OEM to ODM, under which the contracted manufacturer handles the process consistently from design through production
03Integrate technologies and expertise across businesses
04Develop business models through alliances with external partners
05Establish a Business Strategy Department
06Obtain ISO 15378 certification and pursue entry into overseas markets
07Accelerate growth, including by expanding the Second Fukushima Plant and constructing a new plant
08Advance development to expand market share in exterior lighting for automobiles and commercialize perceptual lighting
09Establish a further expanded production system for rubber products used in table tennis rackets
10Contribute to the promotion of DX in the agriculture and infrastructure sectors
11Expand shareholder return measures
12Initiatives related to well-being
Segment targetSegment Optical Business / Sales target ¥2.2 billion / Actual results for the fiscal year ending March 2026 ¥2.2 billion, Segment Healthcare and life sciences business / Sales target ¥3.1 billion / Actual results for the fiscal year ending March 2026 ¥1.9 billion, Segment Functional business / Sales target ¥4.3 billion / Actual results for the fiscal year ending March 2026 ¥3.4 billion, Segment Telecommunications Business / Sales target ¥400 million / Actual results for the fiscal year ending March 2026 ¥350 million
Risks identified by the company
A revenue structure in which automotive-related products account for more than approximately 50% of net sales
The accelerating shift to EVs in recent years
The semiconductor shortage
Various geopolitical risks
Sluggish margin growth resulting from new investments and higher fixed costs
A decline in margins resulting from the burden of upfront investments
| Item | Details |
|---|---|
| Plan name | 15th Medium-Term Management Plan |
| Plan period | Fiscal years 2026-2030 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → At least ¥10 billion |
| Operating profit margin target | Not disclosed → At least 5% |
| Payout ratio / DOE policy | During the period covered by the 15th Medium-Term Management Plan, the Company will pay an interim dividend of ¥12 per share and a year-end dividend of ¥12 per share, for an annual dividend of ¥24 per share. It will consider maintaining stable dividends and implementing flexible shareholder return measures in line with earnings growth. |
| Self-assessment of PBR and share price | The Company aims to achieve a PBR (price-to-book ratio) of 1x at an early date and will strengthen its IR activities, improve capital efficiency, and promote dialogue with shareholders. |
| Total investment plan | Approximately ¥3.5 billion (5-year total) |
| Investment amount by sector | Field Installation of mass-production equipment for existing products / Investment amount Not disclosed, Field Investment in new product development / Investment amount Not disclosed |
| Segment target | Segment Optical Business / Sales target ¥2.2 billion / Actual results for the fiscal year ending March 2026 ¥2.2 billion, Segment Healthcare and life sciences business / Sales target ¥3.1 billion / Actual results for the fiscal year ending March 2026 ¥1.9 billion, Segment Functional business / Sales target ¥4.3 billion / Actual results for the fiscal year ending March 2026 ¥3.4 billion, Segment Telecommunications Business / Sales target ¥400 million / Actual results for the fiscal year ending March 2026 ¥350 million |
| Key initiatives | Pursue sustainable growth through wellness branding, Strengthen the ability and execution of proposals for shifting from OEM to ODM, under which the contracted manufacturer handles the process consistently from design through production, Integrate technologies and expertise across businesses, Develop business models through alliances with external partners, Establish a Business Strategy Department, Obtain ISO 15378 certification and pursue entry into overseas markets, Accelerate growth, including by expanding the Second Fukushima Plant and constructing a new plant, Advance development to expand market share in exterior lighting for automobiles and commercialize perceptual lighting, Establish a further expanded production system for rubber products used in table tennis rackets, Contribute to the promotion of DX in the agriculture and infrastructure sectors, Expand shareholder return measures, Initiatives related to well-being |
| Risks identified | A revenue structure in which automotive-related products account for more than approximately 50% of net sales, The accelerating shift to EVs in recent years, The semiconductor shortage, Various geopolitical risks, Sluggish margin growth resulting from new investments and higher fixed costs, A decline in margins resulting from the burden of upfront investments |
| Publication date | 14 May 2026 |
Items this document does not state (12)
Operating profit targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalNon-financial targetsPlan assumptionsResults 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.In businesses with long development cycles, such as products for the healthcare field, a conventional 3-year plan may show progress only through the stage at which planning and design have begun. The Company therefore adopted a 5-year plan to pursue its initiatives with an eye toward the goals for 2030 and beyond. The plan is also intended to resolve issues including dependence on specific businesses, dependence on automotive-related sales, and sluggish margin growth resulting from new investments and higher fixed costs, thereby achieving sustainable growth.
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.