Worth reading
68In 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
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Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.5%
基準 2,025Target2,035100 million
Operating profit+0.5%
基準 2,025Target2,035100 million
ROE+10.0pt
基準 2,025Target2,035％
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 planOperating income: revised FY2025 target of ¥13.0 billion or more; ROE: 7%; capital expenditures: ¥20.0–¥25.0 billion or more over 3 years → FY2025 (forecast): operating income of ¥11.6 billion, ROE of 8.7% and capital expenditures of ¥14.0 billion0.0%Calculated from the two disclosed figures
Total investment planDuring the long-term vision period (FY2026–FY2035): ¥130.0–¥160.0 billion. During the medium-term plan period (cumulative over 3 years): ¥62.0 billion
Investment amount by sectorField Maintenance and strengthening of existing businesses / Amount Long-term vision: ¥50.0 billion / Medium-term plan: ¥15.0 billion, Field Executing the Growth Strategy / Amount Long-term vision: ¥70.0–¥100.0 billion / Medium-term plan: ¥40.0 billion, Field Strengthening the management platform / Amount Long-term vision: ¥10.0 billion / Medium-term plan: ¥7.0 billion
Statements about the use of capital
Payout ratio / DOE policyDuring the period of the Medium-Term Management Plan 2028, maintain a payout ratio of 75% or higher and annual dividends of at least ¥40 per shareThe payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Advancement of production and quality management systems
02Strategic expansion of market share and profit maximization
03Development of products demanded by the market and establishment of a system for developing new technologies
04Review of the business portfolio and clarification of priority areas
05Expansion into adjacent business areas and creation of new growth themes
06Building an organization resilient to change and developing human resources
07Business Transformation through DX Promotion
08Enhancement of corporate value from an ESG perspective
09Consideration and execution of M&A aimed at future growth
Risks identified by the company
Population decline in Japan
Advances in cutting-edge technologies such as AI and robotics
Demands aimed at realizing a sustainable society
Rise of protectionism resulting from global fragmentation
Reason for revision or withdrawal
Realization of the long-term vision toward 2035, the Group’s centenary year, realization of the corporate philosophy, and acceleration of challenges and transformation toward the next stage of growth
| Item | Details |
|---|---|
| Plan name | Yodogawa Steel Works Group Long-Term Vision “BLOOMING VISION 2035” / Yodogawa Steel Works Group Medium-Term Management Plan 2028 |
| Plan period | Long-term vision: FY2035 / Medium-Term Management Plan: FY2026–FY2028 |
| Progress against the plan | Formulated |
| Sales Target | FY2025 (forecast): ¥199.0 billion → FY2028: ¥250.0 billion; FY2035: ¥300.0 billion（+25.6% in FY2028; +50.8% in FY2035） |
| Operating profit target | FY2025 (forecast): ¥11.6 billion → FY2028: ¥20.0 billion; FY2035: ¥23.0 billion（+72.4% in FY2028; +98.3% in FY2035） |
| ROE target | FY2025 (forecast): 8.7% (underlying ROE excluding one-off factors: 5.9%) → FY2028: 8%; FY2035: 8% or higher（-8.0% in FY2028） |
| Payout ratio / DOE policy | During the period of the Medium-Term Management Plan 2028, maintain a payout ratio of 75% or higher and annual dividends of at least ¥40 per share |
| Total investment plan | During the long-term vision period (FY2026–FY2035): ¥130.0–¥160.0 billion. During the medium-term plan period (cumulative over 3 years): ¥62.0 billion |
| Investment amount by sector | Field Maintenance and strengthening of existing businesses / Amount Long-term vision: ¥50.0 billion / Medium-term plan: ¥15.0 billion, Field Executing the Growth Strategy / Amount Long-term vision: ¥70.0–¥100.0 billion / Medium-term plan: ¥40.0 billion, Field Strengthening the management platform / Amount Long-term vision: ¥10.0 billion / Medium-term plan: ¥7.0 billion |
| Key initiatives | Advancement of production and quality management systems, Strategic expansion of market share and profit maximization, Development of products demanded by the market and establishment of a system for developing new technologies, Review of the business portfolio and clarification of priority areas, Expansion into adjacent business areas and creation of new growth themes, Building an organization resilient to change and developing human resources, Business Transformation through DX Promotion, Enhancement of corporate value from an ESG perspective, Consideration and execution of M&A aimed at future growth |
| Results under the previous plan | Operating income: revised FY2025 target of ¥13.0 billion or more; ROE: 7%; capital expenditures: ¥20.0–¥25.0 billion or more over 3 years → FY2025 (forecast): operating income of ¥11.6 billion, ROE of 8.7% and capital expenditures of ¥14.0 billion |
| Reason for revision or withdrawal | Realization of the long-term vision toward 2035, the Group’s centenary year, realization of the corporate philosophy, and acceleration of challenges and transformation toward the next stage of growth |
| Risks identified | Population decline in Japan, Advances in cutting-edge technologies such as AI and robotics, Demands aimed at realizing a sustainable society, Rise of protectionism resulting from global fragmentation |
| Date of board resolution | 25 March 2026 |
| Publication date | 25 March 2026 |
Items this document does not state (10)
Operating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSegment targetNon-financial targetsPlan assumptionsSize of the Target Market
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 achieve the Group’s desired future state and corporate vision for 2035, its centenary year, and to realize its corporate philosophy. The Group also aims to accelerate its challenges and transformation toward the next stage of growth and the realization of its long-term vision.
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