Worth reading
67In focus
Scored from 4 of 5 sectionsDirection
Mixed performance
Direction inferred from the company’s description.Scale
-2300
Operating profit target, ¥ millionWording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales-28.2%
基準 39,000Target28,000million yen
Operating profit-92.0%
基準 2,500Target200million yen
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.
ROE7% or more → Temporarily withdrawn
Only the target level is shown because the current level for comparison was not provided.What happened to the previous plan¥39,000 million (consolidated net sales; comparison of the final-year target under the previous plan and the forecast for the fiscal year ending March 2026) → ¥26,500 million (consolidated net sales; comparison of the final-year target under the previous plan and the forecast for the fiscal year ending March 2026)（-32.1%）-32.1%Calculated from the two disclosed figures
Investment amount by sectorField Reduction in capital investment / Amount Approximately ¥340 million, Field Renovation within the Yuki Plant / Amount Approximately ¥200 million
Key initiatives
01Strengthen the market- and product-specific portfolio and respond to customers with an emphasis on speed
02Cost reform across all areas
03Review proposed plans and execute them rigorously, while strengthening the governance structure and human capital
04Organizational Reform
05Electronics and mechatronics business
06Chemitronics and components business
07Cost reductions across all areas
08Review proposed plans, execute them rigorously, and strengthen governance
09Rebuild the personnel systems and related measures
Plan assumptionsEarnings forecasts and other estimates have been prepared based on information available at this time. Actual results may differ from the forecast figures.
Non-financial targetsIndicator Number of employees at the Yuki Plant / Target value Approximately 30 employees (planned) / Timing April 2026
Risks identified by the company
Discrepancies between expected and actual demand in priority markets
Cost pressures from rising raw material, transportation and other costs
Customer production adjustments
Supply chain disruptions
Delays in developing and launching new products
Difficulty passing higher material costs through to customer prices
Declining market competitiveness
Reason for revision or withdrawal
We determined that achieving the previous medium-term management plan's final-year targets for the fiscal year ending March 2027, namely consolidated operating profit of at least ¥2.5 billion and consolidated ROE of at least 7%, would be difficult.
| Item | Details |
|---|---|
| Plan name | Emergency Management Reform 2026 |
| Plan period | Fiscal year ending March 2027 (profitability target) |
| Progress against the plan | Partially revised |
| Sales Target | 39,000 million yen → 28,000 million yen（-28.2%） |
| Operating profit target | 2,500 million yen → 200 million yen（-92.0%） |
| ROE target | 7% or more → Temporarily withdrawn |
| Investment amount by sector | Field Reduction in capital investment / Amount Approximately ¥340 million, Field Renovation within the Yuki Plant / Amount Approximately ¥200 million |
| Non-financial targets | Indicator Number of employees at the Yuki Plant / Target value Approximately 30 employees (planned) / Timing April 2026 |
| Plan assumptions | Earnings forecasts and other estimates have been prepared based on information available at this time. Actual results may differ from the forecast figures. |
| Key initiatives | Strengthen the market- and product-specific portfolio and respond to customers with an emphasis on speed, Cost reform across all areas, Review proposed plans and execute them rigorously, while strengthening the governance structure and human capital, Organizational Reform, Electronics and mechatronics business, Chemitronics and components business, Cost reductions across all areas, Review proposed plans, execute them rigorously, and strengthen governance, Rebuild the personnel systems and related measures |
| Results under the previous plan | ¥39,000 million (consolidated net sales; comparison of the final-year target under the previous plan and the forecast for the fiscal year ending March 2026) → ¥26,500 million (consolidated net sales; comparison of the final-year target under the previous plan and the forecast for the fiscal year ending March 2026)（-32.1%） |
| Reason for revision or withdrawal | We determined that achieving the previous medium-term management plan's final-year targets for the fiscal year ending March 2027, namely consolidated operating profit of at least ¥2.5 billion and consolidated ROE of at least 7%, would be difficult. |
| Risks identified | Discrepancies between expected and actual demand in priority markets, Cost pressures from rising raw material, transportation and other costs, Customer production adjustments, Supply chain disruptions, Delays in developing and launching new products, Difficulty passing higher material costs through to customer prices, Declining market competitiveness |
| Publication date | 30 March 2026 |
Items this document does not state (11)
Operating profit margin targetNet income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetSize 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.We recognize that the main factors behind the failure to achieve the medium-term management plan were changes in external conditions and delays in our internal response. These included discrepancies between expected and actual demand, customer production adjustments, difficulty procuring components and rising material costs, delays in reducing fixed costs, delays in developing and launching new products, and difficulties passing higher costs through to prices.
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.