Worth reading
78Important
Scored from 4 of 5 sectionsDirection
Mixed performance
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
Annual updateNet Sales+6.3%
基準 96Target102Hundreds of millions of yen
ROE+1.2pt
基準 3.2Target4.4％
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).
What happened to the previous plan¥386 million (sales of priority and development products, versus the fiscal 2025 plan) → ¥235 million (sales of priority and development products, versus the fiscal 2025 plan)（-39.1%）-39.1%Calculated from the two disclosed figures
Total investment planGrowth investment of ¥6.2 billion (fiscal 2025–fiscal 2027)
Investment amount by sectorField Growth investment in development and priority products / Amount ¥3.9 billion, Field Investment in human resources development / Amount Total human capital investment of ¥400 million (three years)
Statements about the use of capital
Payout ratio / DOE policyThe company aims for a dividend on equity (DOE) of at least 3.0%. This applies to the period covered by the 25 Plan, from fiscal 2025 through fiscal 2027. The company will comprehensively consider business performance and other factors, return profits to shareholders in a stable and sustained manner, and pay interim dividends.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Strengthen product portfolio management
02Strengthen the development of new functional materials products
03Strengthen the development of core talent across the company
04Implement factory environmental improvements (Grand Design)
05Improve ROE (return on equity)
06Maintain and strengthen shareholder returns
Plan assumptionsThe benefits of investments made under the 25 Plan are expected to materialize from 2027 onward. The plan assumes changes in the external environment, including the situation in the Middle East.
Non-financial targetsIndicator CO2 Emissions Reduction / Target value 46% reduction from 2013 levels by 2030; net carbon neutrality by 2050 / Timing 2030 and 2050, Indicator Renewable energy adoption rate / Target value 10.8％ / Timing 2030, Indicator Expansion of environmentally considerate products / Target value 300% of the 2024 level / Timing 2027, Indicator Percentage of female new graduates hired / Target value 30％ / Timing 2030, Indicator Percentage of Female Managers / Target value 5％ / Timing 2030, Indicator Employment Rate of People with Disabilities / Target value 2.7％ / Timing 2027, Indicator Number of human rights training sessions held / Target value 1 per year / Timing Annual trends, Indicator Participation rate in human rights training / Target value 100％ / Timing Not disclosed, Indicator Total human capital investment / Target value ¥400 million (three years) / Timing 3 years, Indicator Number of times participating in community disaster preparedness activities / Target value At least 1 time/year / Timing Annual trends, Indicator Number of collaborations with educational institutions / Target value At least 1 time/year / Timing Annual trends, Indicator Percentage of outside directors on the Nomination and Compensation Committee / Target value 60％ / Timing Not disclosed, Indicator Percentage of outside directors / Target value At least 4 (at least 1/2) / Timing Not disclosed, Indicator Number of Sustainability Committee meetings held / Target value 4 broadcasts / Timing Not disclosed
Risks identified by the company
Changes in the external environment, including the situation in the Middle East
Delays in consideration of the adoption of brake materials and new carrier resin-coated products
Cancellation of community disaster preparedness activities due to rain
Reason for revision or withdrawal
The plan was not achieved mainly because consideration of the adoption of brake materials and new carrier resin-coated products was delayed. Grand Design investment was ¥166 million below the plan because its timing was reviewed.
| Item | Details |
|---|---|
| Plan name | 2025–2027 Medium-Term Management Plan (25 Plan) |
| Plan period | FY2025–FY2027 |
| Progress against the plan | Annual update |
| Sales Target | 96 Hundreds of millions of yen → 102 Hundreds of millions of yen（+6.3%） |
| ROE target | 3.2 ％ → 4.4 ％（+37.5%） |
| Payout ratio / DOE policy | The company aims for a dividend on equity (DOE) of at least 3.0%. This applies to the period covered by the 25 Plan, from fiscal 2025 through fiscal 2027. The company will comprehensively consider business performance and other factors, return profits to shareholders in a stable and sustained manner, and pay interim dividends. |
| Total investment plan | Growth investment of ¥6.2 billion (fiscal 2025–fiscal 2027) |
| Investment amount by sector | Field Growth investment in development and priority products / Amount ¥3.9 billion, Field Investment in human resources development / Amount Total human capital investment of ¥400 million (three years) |
| Non-financial targets | Indicator CO2 Emissions Reduction / Target value 46% reduction from 2013 levels by 2030; net carbon neutrality by 2050 / Timing 2030 and 2050, Indicator Renewable energy adoption rate / Target value 10.8％ / Timing 2030, Indicator Expansion of environmentally considerate products / Target value 300% of the 2024 level / Timing 2027, Indicator Percentage of female new graduates hired / Target value 30％ / Timing 2030, Indicator Percentage of Female Managers / Target value 5％ / Timing 2030, Indicator Employment Rate of People with Disabilities / Target value 2.7％ / Timing 2027, Indicator Number of human rights training sessions held / Target value 1 per year / Timing Annual trends, Indicator Participation rate in human rights training / Target value 100％ / Timing Not disclosed, Indicator Total human capital investment / Target value ¥400 million (three years) / Timing 3 years, Indicator Number of times participating in community disaster preparedness activities / Target value At least 1 time/year / Timing Annual trends, Indicator Number of collaborations with educational institutions / Target value At least 1 time/year / Timing Annual trends, Indicator Percentage of outside directors on the Nomination and Compensation Committee / Target value 60％ / Timing Not disclosed, Indicator Percentage of outside directors / Target value At least 4 (at least 1/2) / Timing Not disclosed, Indicator Number of Sustainability Committee meetings held / Target value 4 broadcasts / Timing Not disclosed |
| Plan assumptions | The benefits of investments made under the 25 Plan are expected to materialize from 2027 onward. The plan assumes changes in the external environment, including the situation in the Middle East. |
| Key initiatives | Strengthen product portfolio management, Strengthen the development of new functional materials products, Strengthen the development of core talent across the company, Implement factory environmental improvements (Grand Design), Improve ROE (return on equity), Maintain and strengthen shareholder returns |
| Results under the previous plan | ¥386 million (sales of priority and development products, versus the fiscal 2025 plan) → ¥235 million (sales of priority and development products, versus the fiscal 2025 plan)（-39.1%） |
| Reason for revision or withdrawal | The plan was not achieved mainly because consideration of the adoption of brake materials and new carrier resin-coated products was delayed. Grand Design investment was ¥166 million below the plan because its timing was reviewed. |
| Risks identified | Changes in the external environment, including the situation in the Middle East, Delays in consideration of the adoption of brake materials and new carrier resin-coated products, Cancellation of community disaster preparedness activities due to rain |
| Publication date | 7 August 2026 |
Items this document does not state (10)
Operating profit targetOperating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSegment targetSize 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.Although the external environment has changed, including the situation in the Middle East, consideration of the adoption of brake materials and new carrier resin-coated products among the priority and development products has been delayed. The timing of Grand Design investments was also reviewed.
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