Worth reading
82Important
Scored from 4 of 5 sectionsDirection
Improvement
Direction inferred from the company’s description.Scale
2000
¥100 million (market value)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal yearNot disclosed → At least ¥90.0 billion
ROENot disclosed → 8% or more on a net assets basis, 16% or more on a shareholders’ equity basis
Only the target level is shown because the current level for comparison was not provided.What happened to the previous plan¥100 billion or more (market value) → Approximately ¥180 billion (amount reduced through FY2025)（Approximately 80%）+1,925.0%Calculated from the two disclosed figures
Investment amount by sectorField Growth investment, centered on venture investment (net increase) / Amount ¥100 billion or more / Period Cumulative total from the second half of FY2024 through FY2028, Field IT and digital-transformation investment / Amount ¥15 billion or more / Period Plan period, Field Human Capital Investment / Amount ¥7 billion or more / Period Plan period
Statements about the use of capital
Payout ratio / DOE policyTotal payout ratio of 50% or more (a flexible shareholder return policy will continue to apply during the plan period)The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Total Solutions Strategy
02Regional Growth and Co-Creation Strategy
03Continuous Optimization Strategy
Plan assumptionsEquity ratio of approximately 10%; total payout ratio of 50% or more (a flexible shareholder return policy will continue to apply during the period); reduction of strategic shareholdings of ¥300 billion or more at market value (cumulative total from the second half of FY2024 through FY2028)
| Item | Details |
|---|---|
| Plan name | Turning Growth in Kyoto and Kansai into Japan’s Strength: Kyoto FG’s Challenge! |
| Plan period | April 2026–March 2029 (3 years) |
| Progress against the plan | Formulated |
| Net income target | Not disclosed → At least ¥90.0 billion |
| ROE target | Not disclosed → 8% or more on a net assets basis, 16% or more on a shareholders’ equity basis |
| Payout ratio / DOE policy | Total payout ratio of 50% or more (a flexible shareholder return policy will continue to apply during the plan period) |
| Investment amount by sector | Field Growth investment, centered on venture investment (net increase) / Amount ¥100 billion or more / Period Cumulative total from the second half of FY2024 through FY2028, Field IT and digital-transformation investment / Amount ¥15 billion or more / Period Plan period, Field Human Capital Investment / Amount ¥7 billion or more / Period Plan period |
| Plan assumptions | Equity ratio of approximately 10%; total payout ratio of 50% or more (a flexible shareholder return policy will continue to apply during the period); reduction of strategic shareholdings of ¥300 billion or more at market value (cumulative total from the second half of FY2024 through FY2028) |
| Key initiatives | Total Solutions Strategy, Regional Growth and Co-Creation Strategy, Continuous Optimization Strategy |
| Results under the previous plan | ¥100 billion or more (market value) → Approximately ¥180 billion (amount reduced through FY2025)（Approximately 80%） |
| Publication date | 2 April 2026 |
Items this document does not state (14)
Sales TargetOperating profit targetOperating profit margin targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetNon-financial targetsReason for revision or withdrawalSize of the Target MarketRisks identifiedDate 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.To accelerate the growth of the Kyoto FG Group by maximizing the benefits of the holding company structure established under the previous medium-term management plan and maximizing the value added delivered across the Group.
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.