Worth reading
69In 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
237
¥100 million (increase in EBITDA from fiscal 2025)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+11.1%
基準 9,632Target10,700hundred million
Operating profit+0.2%
基準 2,025Target2,030hundred million
Net income for the current fiscal year+0.2%
基準 2,025Target2,030hundred million
ROE+5.0pt
基準 2,025Target2,030%
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 plan¥500 billions (operating income) → ¥520 billions (operating income)+4.0%Calculated from the two disclosed figures
Total investment planAt least approximately ¥350 billion (over five years)
Investment amount by sectorField Strategic Investment / Amount Approximately ¥210 billion, Field Recurring investments / Amount Approximately ¥140 billion
Statements about the use of capital
Payout ratio / DOE policyDOE of 4%. The period covered is fiscal 2026–fiscal 2030. The fiscal 2027 target specifies a DOE of 4% (equivalent to approximately ¥130 billion).The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyThe company will acquire approximately ¥20 billion of its own shares in fiscal 2026–fiscal 2027 and acquire the remaining ¥20 billion by fiscal 2027.
Self-assessment of PBR and share priceThe share price has been trending upward, and PBR has also increased, but remains below 1x. The company aims to increase PBR by improving ROE through both its business strategy and financial strategy.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Expand businesses in growth business areas
02Improve efficiency and make sustainable investments in mature business areas
03Strengthening the management platform
04Improving capital efficiency
05Expand Open Up! Products & Services
06Enhance and transform human capital
07Improve operational efficiency through the use of digital technologies
08Corporate Culture Reform
Plan assumptionsCarry forward the previous Medium-Term Management Plan 2025, Based on Initiatives for Improving Return on Capital 2027, Recovery in market conditions in developed countries and growing demand in emerging markets, Expansion of overseas market bases and capital investment in new businesses
Segment targetSegment Packaging Business / Sales Target ¥625 billion / Operating profit target ¥34.0 billion / EBITDA target ¥61.9 billion, Segment Engineering, Filling and Logistics Business / Sales Target ¥220 billion / Operating profit target ¥12.0 billion / EBITDA target ¥22.5 billion, Segment Steel Sheet-Related Business / Sales Target ¥110.0 billion / Operating profit target ¥10 billion / EBITDA target ¥20.2 billion, Segment Functional Materials-Related Business / Sales Target ¥70.0 billion / Operating profit target ¥8 billion / EBITDA target ¥11.5 billion, Segment New Businesses / Sales Target Not disclosed / Operating profit target Not disclosed / EBITDA target ¥5 billion, Segment Overall / Sales Target ¥1.07 trillion / Operating profit target ¥75 billion / EBITDA target ¥130 billion
Non-financial targetsIndicator Ratio of total net sales from products and services certified under Open Up! Products & Services / Target value At least 50% / Timing FY2030, Indicator Employee engagement score / Target value 53 (50.9 in fiscal 2024) / Timing FY2030
Risks identified by the company
Accelerating climate change
Resource depletion and uneven distribution
Ecosystem destruction
Increasing waste and environmental pollution
Demographic changes
Diversification of values
Population aging and declining birth rates
Urbanization and rising living standards
Changes in working styles
Rising Geopolitical Risks
Changes in the economic structure
Accelerating technological innovation
Review of aging domestic bases and facilities
Securing personnel and building organizational capabilities
Addressing supply chain sustainability
Reason for revision or withdrawal
The plan was formulated toward realizing the Long-Term Management Vision 2050, while carrying forward the previous Medium-Term Management Plan 2025 and based on Initiatives for Improving Return on Capital 2027.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan 2030 |
| Plan period | Fiscal year ending March 2027 through fiscal year ending March 2031 (fiscal 2026–fiscal 2030) |
| Progress against the plan | Formulated |
| Sales Target | 9,632 (fiscal 2025 actual) → 10,700 (fiscal 2030 target) |
| Operating profit target | 520 (fiscal 2025 actual) → 750 (fiscal 2030 target) |
| Net income target | 549 (fiscal 2025 actual) → 580 (fiscal 2030 target) |
| ROE target | 8.1% (fiscal 2025 actual) → At least 8% (fiscal 2030 target) |
| Payout ratio / DOE policy | DOE of 4%. The period covered is fiscal 2026–fiscal 2030. The fiscal 2027 target specifies a DOE of 4% (equivalent to approximately ¥130 billion). |
| Treasury share acquisition policy | The company will acquire approximately ¥20 billion of its own shares in fiscal 2026–fiscal 2027 and acquire the remaining ¥20 billion by fiscal 2027. |
| Self-assessment of PBR and share price | The share price has been trending upward, and PBR has also increased, but remains below 1x. The company aims to increase PBR by improving ROE through both its business strategy and financial strategy. |
| Total investment plan | At least approximately ¥350 billion (over five years) |
| Investment amount by sector | Field Strategic Investment / Amount Approximately ¥210 billion, Field Recurring investments / Amount Approximately ¥140 billion |
| Segment target | Segment Packaging Business / Sales Target ¥625 billion / Operating profit target ¥34.0 billion / EBITDA target ¥61.9 billion, Segment Engineering, Filling and Logistics Business / Sales Target ¥220 billion / Operating profit target ¥12.0 billion / EBITDA target ¥22.5 billion, Segment Steel Sheet-Related Business / Sales Target ¥110.0 billion / Operating profit target ¥10 billion / EBITDA target ¥20.2 billion, Segment Functional Materials-Related Business / Sales Target ¥70.0 billion / Operating profit target ¥8 billion / EBITDA target ¥11.5 billion, Segment New Businesses / Sales Target Not disclosed / Operating profit target Not disclosed / EBITDA target ¥5 billion, Segment Overall / Sales Target ¥1.07 trillion / Operating profit target ¥75 billion / EBITDA target ¥130 billion |
| Non-financial targets | Indicator Ratio of total net sales from products and services certified under Open Up! Products & Services / Target value At least 50% / Timing FY2030, Indicator Employee engagement score / Target value 53 (50.9 in fiscal 2024) / Timing FY2030 |
| Plan assumptions | Carry forward the previous Medium-Term Management Plan 2025, Based on Initiatives for Improving Return on Capital 2027, Recovery in market conditions in developed countries and growing demand in emerging markets, Expansion of overseas market bases and capital investment in new businesses |
| Key initiatives | Expand businesses in growth business areas, Improve efficiency and make sustainable investments in mature business areas, Strengthening the management platform, Improving capital efficiency, Expand Open Up! Products & Services, Enhance and transform human capital, Improve operational efficiency through the use of digital technologies, Corporate Culture Reform |
| Results under the previous plan | ¥500 billions (operating income) → ¥520 billions (operating income) |
| Reason for revision or withdrawal | The plan was formulated toward realizing the Long-Term Management Vision 2050, while carrying forward the previous Medium-Term Management Plan 2025 and based on Initiatives for Improving Return on Capital 2027. |
| Risks identified | Accelerating climate change, Resource depletion and uneven distribution, Ecosystem destruction, Increasing waste and environmental pollution, Demographic changes, Diversification of values, Population aging and declining birth rates, Urbanization and rising living standards, Changes in working styles, Rising Geopolitical Risks, Changes in the economic structure, Accelerating technological innovation, Review of aging domestic bases and facilities, Securing personnel and building organizational capabilities, Addressing supply chain sustainability |
| Date of board resolution | 14 May 2026 |
| Publication date | 14 May 2026 |
Items this document does not state (4)
Operating profit margin targetROIC targetCost of capitalSize 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 advance the growth of growth business areas, improve the efficiency of mature business areas and strengthen the management foundation toward realizing the Long-Term Management Vision 2050, while carrying forward the previous Medium-Term Management Plan 2025 and based on Initiatives for Improving Return on Capital 2027. The company also states that it will address labor shortages and aging factory facilities in Japan, as well as growth opportunities in overseas markets and new businesses.
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.