Worth reading
51Recurring
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
161.5
¥100 million (revenue target for the fiscal year ending July 2030)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Annual updateNet Sales+40.7%
基準 11,480Target16,150million
Operating profit+78.1%
基準 2,246Target4,000million
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 profit marginNot disclosed → 20% or higher
ROICNot disclosed → 10% or higher
Only the target level is shown because the current level for comparison was not provided.Total investment plan¥15.0 billion (cumulative capital and strategic investment for FY27/7–FY30/7)
Investment amount by sectorField Capital and strategic investment (gondola and lift upgrades, DX investment, investment in the school business, etc.) / Amount ¥15.0 billion (cumulative total for FY27/7–FY30/7), Field Renewal of Tsugaike “Han-no-ki No. 3 Quad Lift” / Amount ¥1.85 billion, Field Renewal of Hakuba Iwatake No. 5 South Lift / Amount Approximately ¥1.75 billion, Field Renewal of the Happo-one Gondola / Amount Approximately ¥3.0 billion
Statements about the use of capital
Payout ratio / DOE policyA payout ratio of approximately 15% is assumed. The applicable period is not specified. The dividend for FY27/7 remains unchanged at ¥1.5 per share for the interim period and ¥3.5 per share at year-end.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Investment to address light snowfall and strengthened snowfall countermeasures
02Strengthening and differentiation of services
03Inbound Tourism
04Creating a resort that non-skiers can also enjoy
05Differentiation through the renewal of ropeway facilities
06Proactive promotion of DX and digital utilisation
07Development projects centred on the Hakuba area
08Strengthening ancillary businesses to maximise customer lifetime value (LTV)
Segment targetSegment Development projects centred on the Hakuba area / Timing FY30/7 / Net Sales ¥1,561 million / Operating profit ¥504 million
Non-financial targetsIndicator Winter-season visitor numbers / Target value 2.15 million people / Timing FY30/7, Indicator Green-season visitor numbers / Target value 660,000 people / Timing FY30/7, Indicator Accommodation facilities / Target value 20 rooms / Timing 2030, Indicator Residential facilities / Target value 108 units / Timing 2030, Indicator Number of kids’ club members / Target value Targeting 100,000 members / Timing Long-term goal
Size of the Target MarketThere were 450 ski resorts in Japan in 2021. The skiing and snowboarding population is currently below 5 million, compared with more than 18 million in the past. Source: Japan Productivity Center, “Leisure White Paper 2023.”
Risks identified by the company
Safety-related risks
Weather-related risks
Economic conditions-related risks
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan / NSD Vision2030 |
| Plan period | FY27/7–FY30/7 (fiscal year ending July 2030) |
| Progress against the plan | Annual update |
| Sales Target | 11,480 (FY26/7 actual) → 16,150 (FY30/7 medium-term plan target)（40.7% (calculated)） |
| Operating profit target | 2,246 (FY26/7 actual) → 4,000 (FY30/7 medium-term plan target)（78.1% (calculated)） |
| Operating profit margin target | Not disclosed → 20% or higher |
| ROIC target | Not disclosed → 10% or higher |
| Payout ratio / DOE policy | A payout ratio of approximately 15% is assumed. The applicable period is not specified. The dividend for FY27/7 remains unchanged at ¥1.5 per share for the interim period and ¥3.5 per share at year-end. |
| Total investment plan | ¥15.0 billion (cumulative capital and strategic investment for FY27/7–FY30/7) |
| Investment amount by sector | Field Capital and strategic investment (gondola and lift upgrades, DX investment, investment in the school business, etc.) / Amount ¥15.0 billion (cumulative total for FY27/7–FY30/7), Field Renewal of Tsugaike “Han-no-ki No. 3 Quad Lift” / Amount ¥1.85 billion, Field Renewal of Hakuba Iwatake No. 5 South Lift / Amount Approximately ¥1.75 billion, Field Renewal of the Happo-one Gondola / Amount Approximately ¥3.0 billion |
| Segment target | Segment Development projects centred on the Hakuba area / Timing FY30/7 / Net Sales ¥1,561 million / Operating profit ¥504 million |
| Non-financial targets | Indicator Winter-season visitor numbers / Target value 2.15 million people / Timing FY30/7, Indicator Green-season visitor numbers / Target value 660,000 people / Timing FY30/7, Indicator Accommodation facilities / Target value 20 rooms / Timing 2030, Indicator Residential facilities / Target value 108 units / Timing 2030, Indicator Number of kids’ club members / Target value Targeting 100,000 members / Timing Long-term goal |
| Key initiatives | Investment to address light snowfall and strengthened snowfall countermeasures, Strengthening and differentiation of services, Inbound Tourism, Creating a resort that non-skiers can also enjoy, Differentiation through the renewal of ropeway facilities, Proactive promotion of DX and digital utilisation, Development projects centred on the Hakuba area, Strengthening ancillary businesses to maximise customer lifetime value (LTV) |
| Size of the Target Market | There were 450 ski resorts in Japan in 2021. The skiing and snowboarding population is currently below 5 million, compared with more than 18 million in the past. Source: Japan Productivity Center, “Leisure White Paper 2023.” |
| Risks identified | Safety-related risks, Weather-related risks, Economic conditions-related risks |
| Publication date | 30 October 2026 |
Items this document does not state (9)
Net income targetROE targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share pricePlan assumptionsResults under the previous planReason for revision or withdrawalDate 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 expand the existing growth strategy and pursue new growth strategies, with the aim of enhancing corporate value by maximising the efficiency of invested capital.
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.
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.