Worth reading
80Important
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
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Displayed only when the document provides numerical figures.Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+0.2%
基準 2,026Target2,030100 million
ROE+5.0pt
基準 2,025Target2,030%
ROIC+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.
Operating profitFY2025 actual: ¥4.07 billion; FY2026 forecast: ¥5.50 billion → Not disclosed (operating profit target to be disclosed in a future update)
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNot disclosed → Measures are making steady progress. Theme-by-theme assessments are “△–○” or “○”
Statements about the use of capital
Payout ratio / DOE policyNot disclosed (the company received feedback from investors that disclosure of the dividend payout ratio and DOE would be desirable)The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share priceThe median historical PBR was 0.71x for the company, compared with 1.15x for the TSE Prime Market, indicating that the company is valued at a discount. The company believes that improving its share price requires recognition as a growth-industry company beyond the auto-parts sector.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01サンオー Last Man Standing Strategy
02Fundamentally improve productivity through BPR and automation
03Strengthen earnings power through appropriate price pass-through and value proposition
04Review and reduce assets
05Pursue selective concentration in the China segment
06Promote BPR in the Japan segment and reorganize the production structure in response to changes in demand
07Consider reviewing unprofitable businesses in the Europe segment, including all available options
08Concentrate management resources in growth segments (North and South America and Asia)
09Replace assets through a scrap-and-build approach
10Establish a mass-production structure
11Acquire missing pieces
12Bring cooling systems in-house
13Establish an independent management structure for the cooling-module business
Plan assumptionsThe global automotive market is undergoing an adjustment phase, accelerating the competition for survival, Regional differences in electrification policies are widening, with BEVs, HEVs and ICE vehicles coexisting, The global inflationary trend is destabilizing the cost environment, Global supply chains are becoming increasingly fragmented and are being rebuilt., Technological innovation, including Agentic AI and Physical AI, is accelerating
Non-financial targetsIndicator name Market share of piping and valves in the North American and Chinese markets / Target value Expand to approximately 7% / Timing Through FY2030
Risks identified by the company
A highly uncertain business environment, including structural changes in the automotive industry
The adjustment phase in the global automotive market
Differences in the progress of electrification by region and customer
Instability in the cost environment due to global inflation
Fragmentation and restructuring of global supply chains
Uncertainty regarding the time required for new businesses to contribute to consolidated results
Uncertainty surrounding the data-center business
The possibility that business performance and other factors may change due to macroeconomic conditions, trends in related industries and advances in new technologies
Reason for revision or withdrawal
Amid a highly uncertain business environment, including structural changes in the automotive industry, improving the quality of the overall business portfolio, along with strengthening the earnings structure, has become an important management priority.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Policy |
| Plan period | FY2026–FY2030 (through FY2030) |
| Progress against the plan | Partially revised |
| Sales Target | FY2025 actual: ¥159.4 billion; FY2026 forecast: ¥167.0 billion → FY2030 target: ¥200.0 billion |
| Operating profit target | FY2025 actual: ¥4.07 billion; FY2026 forecast: ¥5.50 billion → Not disclosed (operating profit target to be disclosed in a future update) |
| ROE target | FY2025 actual: 3.3% → FY2030 target: 15% or higher |
| ROIC target | Average for FY2011–FY2025: 4.0% → Target ROIC required to achieve consolidated ROE of 15% or higher in FY2030: 8.0% or higher |
| Payout ratio / DOE policy | Not disclosed (the company received feedback from investors that disclosure of the dividend payout ratio and DOE would be desirable) |
| Self-assessment of PBR and share price | The median historical PBR was 0.71x for the company, compared with 1.15x for the TSE Prime Market, indicating that the company is valued at a discount. The company believes that improving its share price requires recognition as a growth-industry company beyond the auto-parts sector. |
| Non-financial targets | Indicator name Market share of piping and valves in the North American and Chinese markets / Target value Expand to approximately 7% / Timing Through FY2030 |
| Plan assumptions | The global automotive market is undergoing an adjustment phase, accelerating the competition for survival, Regional differences in electrification policies are widening, with BEVs, HEVs and ICE vehicles coexisting, The global inflationary trend is destabilizing the cost environment, Global supply chains are becoming increasingly fragmented and are being rebuilt., Technological innovation, including Agentic AI and Physical AI, is accelerating |
| Key initiatives | サンオー Last Man Standing Strategy, Fundamentally improve productivity through BPR and automation, Strengthen earnings power through appropriate price pass-through and value proposition, Review and reduce assets, Pursue selective concentration in the China segment, Promote BPR in the Japan segment and reorganize the production structure in response to changes in demand, Consider reviewing unprofitable businesses in the Europe segment, including all available options, Concentrate management resources in growth segments (North and South America and Asia), Replace assets through a scrap-and-build approach, Establish a mass-production structure, Acquire missing pieces, Bring cooling systems in-house, Establish an independent management structure for the cooling-module business |
| Results under the previous plan | Not disclosed → Measures are making steady progress. Theme-by-theme assessments are “△–○” or “○” |
| Reason for revision or withdrawal | Amid a highly uncertain business environment, including structural changes in the automotive industry, improving the quality of the overall business portfolio, along with strengthening the earnings structure, has become an important management priority. |
| Risks identified | A highly uncertain business environment, including structural changes in the automotive industry, The adjustment phase in the global automotive market, Differences in the progress of electrification by region and customer, Instability in the cost environment due to global inflation, Fragmentation and restructuring of global supply chains, Uncertainty regarding the time required for new businesses to contribute to consolidated results, Uncertainty surrounding the data-center business, The possibility that business performance and other factors may change due to macroeconomic conditions, trends in related industries and advances in new technologies |
| Date of board resolution | 26 May 2026 |
| Publication date | 26 May 2026 |
Items this document does not state (8)
Operating profit margin targetNet income targetTreasury share acquisition policyCost of capitalTotal investment planInvestment amount by sectorSegment targetSize 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.Amid a highly uncertain business environment, including structural changes in the automotive industry, strengthening the earnings structure and improving the quality of the overall business portfolio have become important management priorities. The company also aims to clarify further its efforts to manage the circulation of generated capital into growth areas in order to achieve sustainable growth and improve capital efficiency.
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.