Worth reading
30Immaterial
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
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
FormulatedKey initiatives
01Long-Term Strategy
02Green Materials Strategy (industrial sector)
03Green Materials Strategy (public sector)
04Gold and silver residues business
05Lithium-ion Battery Recycling Business
06Polymer circular economy business
Plan assumptionsIncreasing resource constraints, Progress toward decarbonization, The transition to a circular economy is becoming a global trend, The business environment will change significantly over the medium to long term
Risks identified by the company
Earnings volatility due to fluctuations in resource prices
Challenges in implementing the evaluation and adoption of new technologies
Supply chain disruptions
Barriers to participation, including securing local consensus
Long-term fulfillment responsibilities, including stable operations and securing personnel
Worsening labor shortages
Delays in responding to production transformation
Succession of technology and know-how
Occupational accidents
Fire and Equipment Accidents
Violations of laws and regulations
Operational stoppages and loss of trust caused by governance failures
Physical impacts on sites and logistics from flooding, torrential rain and extreme heat
Business continuity constraints caused by dependence on specific sites or business partners
Reason for revision or withdrawal
To emphasize execution in a rapidly changing business environment, the Company will not formulate a medium-term management plan. Under the direction set out in the long-term vision, it will disclose a specific profit plan and financial targets for the coming year each fiscal year and build a track record by reliably achieving them.
| Item | Details |
|---|---|
| Plan name | Long-Term Vision "En-Vision2035" |
| Plan period | Toward 2035 (10 years from now) |
| Progress against the plan | Formulated |
| Plan assumptions | Increasing resource constraints, Progress toward decarbonization, The transition to a circular economy is becoming a global trend, The business environment will change significantly over the medium to long term |
| Key initiatives | Long-Term Strategy, Green Materials Strategy (industrial sector), Green Materials Strategy (public sector), Gold and silver residues business, Lithium-ion Battery Recycling Business, Polymer circular economy business |
| Reason for revision or withdrawal | To emphasize execution in a rapidly changing business environment, the Company will not formulate a medium-term management plan. Under the direction set out in the long-term vision, it will disclose a specific profit plan and financial targets for the coming year each fiscal year and build a track record by reliably achieving them. |
| Risks identified | Earnings volatility due to fluctuations in resource prices, Challenges in implementing the evaluation and adoption of new technologies, Supply chain disruptions, Barriers to participation, including securing local consensus, Long-term fulfillment responsibilities, including stable operations and securing personnel, Worsening labor shortages, Delays in responding to production transformation, Succession of technology and know-how, Occupational accidents, Fire and Equipment Accidents, Violations of laws and regulations, Operational stoppages and loss of trust caused by governance failures, Physical impacts on sites and logistics from flooding, torrential rain and extreme heat, Business continuity constraints caused by dependence on specific sites or business partners |
| Date of board resolution | 20 August 2026 |
| Publication date | 20 August 2026 |
Items this document does not state (16)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsResults under the previous planSize 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.The Company recognizes that the business environment will change significantly over the medium to long term, as the transition to a circular economy becomes a global trend amid increasing resource constraints and progress toward decarbonization. To clarify the role it should play in society and the direction for achieving it by 2035, and to emphasize execution in a rapidly changing business environment, the Company will not formulate a medium-term management plan. Instead, it will disclose specific profit plans and financial targets for each coming year.
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.