Worth reading
42Recurring
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
350
¥100 million (2035 sales target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+144.8%
基準 143Target350hundred million
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. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Operating profitNot disclosed → ¥25 hundred million
ROENot disclosed → 8 %
Only the target level is shown because the current level for comparison was not provided.Investment amount by sectorField Growth investments (including M&A) / Amount Not disclosed, Field DX investment / Amount Not disclosed
Key initiatives
01Strengthen management transformation and the foundation for execution
02Shift into growth areas
03Strengthen manufacturing competitiveness
04Advance DX and productivity transformation
05Embed the vision throughout the Company
06Develop the next generation of management
07Foster a shared sense of urgency
08Secure a sound financial foundation
09Deploy personnel to maintenance, 生研トラス and new businesses
10Growth investments (including M&A)
11Expand into inspection, diagnosis, maintenance and management services
12Enter the concession business
13Increase the value of the Wakayama Plant
14Strengthen cost competitiveness
15Develop multi-skilled workers
16Strengthen advanced technologies
17Review business processes
18DX investment
19AI and IoT applications
20Accelerate decision-making
21Transform organizational culture and climate
22Improving employee engagement
23Develop personnel, performance evaluation and education systems
24Job rotation
25Develop personnel in growth fields
26Strengthen on-site response capabilities
27Develop multi-skilled personnel
28Develop personnel with advanced technical expertise
29Establish a department responsible for promoting DX
30Secure and develop DX personnel
Plan assumptionsDecline in demand for newly constructed steel bridges and increase in renewal, maintenance and repair work, Expansion of bundled contracting accompanying the intensification of natural disasters, Entry by companies from other industries and intensifying competition, Changes in the business environment and social structure driven by advances in DX, Growing shortages of skilled personnel and workers, Progress in public-private partnerships, Progress in automation and labor-saving through the use of AI and IoT, Replacement of technologies and materials to achieve carbon neutrality, Stronger responses to human rights and environmental issues and expanding effects on business relationships, Increasing risks from natural disasters and climate change
Non-financial targetsIndicator Number of employees / Target value 400 people / Timing 2035 people
Risks identified by the company
Declining demand for newly constructed steel bridges
Entry by companies from other industries and intensifying competition
Growing shortages of skilled personnel and workers
Replacement of technologies and materials to achieve carbon neutrality
Stronger responses to human rights and environmental issues and expanding effects on business relationships
Increasing risks from natural disasters and climate change
Changes in the business environment and social structure driven by advances in DX
Reason for revision or withdrawal
The environment surrounding the Company has changed dramatically since the COVID-19 pandemic. To evolve into a business capable of sustainable growth, the Company formulated the long-term vision “VISION2035” as its desired state for the next 10 years.
| Item | Details |
|---|---|
| Plan name | Long-Term Vision “VISION2035” |
| Plan period | April 2026-March 2036 |
| Progress against the plan | Formulated |
| Sales Target | ¥143 hundred million → ¥350 hundred million |
| Operating profit target | Not disclosed → ¥25 hundred million |
| ROE target | Not disclosed → 8 % |
| Investment amount by sector | Field Growth investments (including M&A) / Amount Not disclosed, Field DX investment / Amount Not disclosed |
| Non-financial targets | Indicator Number of employees / Target value 400 people / Timing 2035 people |
| Plan assumptions | Decline in demand for newly constructed steel bridges and increase in renewal, maintenance and repair work, Expansion of bundled contracting accompanying the intensification of natural disasters, Entry by companies from other industries and intensifying competition, Changes in the business environment and social structure driven by advances in DX, Growing shortages of skilled personnel and workers, Progress in public-private partnerships, Progress in automation and labor-saving through the use of AI and IoT, Replacement of technologies and materials to achieve carbon neutrality, Stronger responses to human rights and environmental issues and expanding effects on business relationships, Increasing risks from natural disasters and climate change |
| Key initiatives | Strengthen management transformation and the foundation for execution, Shift into growth areas, Strengthen manufacturing competitiveness, Advance DX and productivity transformation, Embed the vision throughout the Company, Develop the next generation of management, Foster a shared sense of urgency, Secure a sound financial foundation, Deploy personnel to maintenance, 生研トラス and new businesses, Growth investments (including M&A), Expand into inspection, diagnosis, maintenance and management services, Enter the concession business, Increase the value of the Wakayama Plant, Strengthen cost competitiveness, Develop multi-skilled workers, Strengthen advanced technologies, Review business processes, DX investment, AI and IoT applications, Accelerate decision-making, Transform organizational culture and climate, Improving employee engagement, Develop personnel, performance evaluation and education systems, Job rotation, Develop personnel in growth fields, Strengthen on-site response capabilities, Develop multi-skilled personnel, Develop personnel with advanced technical expertise, Establish a department responsible for promoting DX, Secure and develop DX personnel |
| Reason for revision or withdrawal | The environment surrounding the Company has changed dramatically since the COVID-19 pandemic. To evolve into a business capable of sustainable growth, the Company formulated the long-term vision “VISION2035” as its desired state for the next 10 years. |
| Risks identified | Declining demand for newly constructed steel bridges, Entry by companies from other industries and intensifying competition, Growing shortages of skilled personnel and workers, Replacement of technologies and materials to achieve carbon neutrality, Stronger responses to human rights and environmental issues and expanding effects on business relationships, Increasing risks from natural disasters and climate change, Changes in the business environment and social structure driven by advances in DX |
| Publication date | 15 May 2026 |
Items this document does not state (12)
Operating profit margin targetNet income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetResults under the previous planSize 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.As the environment surrounding the Company has changed dramatically since the COVID-19 pandemic, the Company aims to evolve into a business capable of sustainable growth and define its desired state for the next 10 years.
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.