Worth reading
55In 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
100
¥100 billion (consolidated net sales target for the fiscal year ending March 2030)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+78.9%
基準 55.9Target100Hundred million yen
Operating profit+72.4%
基準 11.6Target20Hundred million 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. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
ROENot disclosed → Over 15%
Only the target level is shown because the current level for comparison was not provided.Investment amount by sectorField Investment in new areas / Amount Not disclosed, Field Additional guest rooms and capital investment / Amount Not disclosed, Field M&A / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyConsolidated dividend payout ratio of 50% or more. Implement ongoing dividend increases. The applicable period is not specified.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Qualitative enhancement of the Izu area
02Ongoing investment in the new Savannah Area
03Increasing inbound tourism and per-visitor spending within the park
04Synergies between the Izu-Kogen area and the Jogasaki area
05Anitouch business: nationwide expansion of a high-profitability format
06Opening 1 to 2 new locations per year
07Establishing a model with a high operating margin
08Integration with the fan app and promotion of repeat visits
09Hotel business: transformation into a destination resort
10Continued expansion of guest rooms and capital investment
11Expansion of park-integrated packages
12Increasing the proportion of direct sales through the company’s own website reservation channel
Segment targetSegment Leisure Business / Sales target ¥4.10 billion / Profit Target Not disclosed, Segment Anitouch Business / Sales target ¥3.00 billion / Profit Target Not disclosed, Segment Hotel Business / Sales target ¥900 million / Profit Target Not disclosed
Non-financial targetsIndicator Number of Anitouch locations / Target value 9-location network / Timing Through the fiscal year ending March 2027, Indicator Number of Anitouch locations / Target value Cumulative total of 12 locations / Timing Through the fiscal year ending March 2029
Risks identified by the company
Diversification of weather risk
Thorough implementation of animal welfare measures
| Item | Details |
|---|---|
| Plan name | Mid-Term Business Plan 2026-2030 |
| Plan period | 4-year period from FY2027 to FY2030 |
| Progress against the plan | Formulated |
| Sales Target | 55.9 Hundred million yen → 100 Hundred million yen（Approximately 78.9%） |
| Operating profit target | 11.6 Hundred million yen → 20 Hundred million yen（Approximately 72.4%） |
| ROE target | Not disclosed → Over 15% |
| Payout ratio / DOE policy | Consolidated dividend payout ratio of 50% or more. Implement ongoing dividend increases. The applicable period is not specified. |
| Investment amount by sector | Field Investment in new areas / Amount Not disclosed, Field Additional guest rooms and capital investment / Amount Not disclosed, Field M&A / Amount Not disclosed |
| Segment target | Segment Leisure Business / Sales target ¥4.10 billion / Profit Target Not disclosed, Segment Anitouch Business / Sales target ¥3.00 billion / Profit Target Not disclosed, Segment Hotel Business / Sales target ¥900 million / Profit Target Not disclosed |
| Non-financial targets | Indicator Number of Anitouch locations / Target value 9-location network / Timing Through the fiscal year ending March 2027, Indicator Number of Anitouch locations / Target value Cumulative total of 12 locations / Timing Through the fiscal year ending March 2029 |
| Key initiatives | Qualitative enhancement of the Izu area, Ongoing investment in the new Savannah Area, Increasing inbound tourism and per-visitor spending within the park, Synergies between the Izu-Kogen area and the Jogasaki area, Anitouch business: nationwide expansion of a high-profitability format, Opening 1 to 2 new locations per year, Establishing a model with a high operating margin, Integration with the fan app and promotion of repeat visits, Hotel business: transformation into a destination resort, Continued expansion of guest rooms and capital investment, Expansion of park-integrated packages, Increasing the proportion of direct sales through the company’s own website reservation channel |
| Risks identified | Diversification of weather risk, Thorough implementation of animal welfare measures |
| Publication date | 12 November 2026 |
Items this document does not state (12)
Operating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planPlan assumptionsResults under the previous planReason for revision or withdrawalSize 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.To drive growth by expanding the Anitouch business nationwide in major metropolitan areas, increase revenue per guest in the hotel business by enhancing the value of guest rooms, and expand sales in the leisure business in the Jogasaki area while creating synergies with Izu Shaboten Zoo Park.
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.