Worth reading
60In 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
2000
¥100 million (R3 cumulative consolidated net sales target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,025Target2,028100 million
Operating profit+94.4%
基準 36Target70100 million
Operating profit margin+3.0pt
基準 2,025Target2,028%
ROIC-2,018.0pt
基準 2,025Target7%
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.
What happened to the previous planConsolidated net sales of ¥200 billion, operating margin of 2.5% and ROIC of 5.0% (R2 cumulative targets) → Consolidated net sales of ¥185.4 billion, operating margin of 2.0% and ROIC of 2.5% (R2 cumulative actuals)（Net sales: -7.3%; operating margin: -20.0%; ROIC: -50.0%）-7.3%Calculated from the two disclosed figures
Investment amount by sectorField Growth investment (development of new batteries and new products, business portfolio strategy, etc.) / Amount Not disclosed, Field Strengthening existing businesses (DX, facilities, production expansion and rationalization, equipment renewal, safety, quality, the environment, etc.) / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyNo numerical targets have been disclosed. FDK will also consider its approach to shareholder returns based on progress in strengthening business profitability and its financial foundation during the R3 period.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Diversify and expand existing businesses
02Pursue and deepen growth markets
03Increase added value
04Diversify the business portfolio
05Accelerate development of new technology products
06Develop new businesses
07Foster a culture in which employees learn from failure and experience growth
08Build a culture of “taking on bold challenges, treating failure as an investment, and creating value for the future”
09Create mechanisms that leverage employee diversity to generate added value
10DX for manufacturing
11Sales DX
12Company-wide DX
13Human Resources Development
Plan assumptionsProlonged geopolitical instability in Ukraine and the Middle East, Impact of U.S. trade policy, China’s restrictions on rare-earth exports, Rising prices and labor costs, Slowdown in the Chinese Economy
Non-financial targetsIndicator Digital Talent / Target value 150 / Timing 2028, Indicator Renewable energy ratio / Target value 100% / Timing 2030, Indicator Carbon neutrality (Scopes 1, 2 and 3) / Target value Actual reduction / Timing 2050
Risks identified by the company
Geopolitical instability in Ukraine and the Middle East
Impact of U.S. trade policy
China’s restrictions on rare-earth exports
Rising prices and labor costs
Slowdown in the Chinese Economy
Exposure to fluctuations in the external environment
Improving the effectiveness of risk management
Establishing a global crisis management framework
Reason for revision or withdrawal
Through R1 and R2, FDK advanced structural reform and strengthened its financial position. At the same time, it faced many situations affected by the external environment. Under the new shareholder structure, FDK will pursue R3 with a focus on measures to achieve more stable business operations and sustainable growth.
| Item | Details |
|---|---|
| Plan name | FDK Group Strategy Framework, the “Ten-Year Plan,” and Medium-Term Business Plan “R3” |
| Plan period | R3: fiscal years 2026–2028 (’26–28). Ten-Year Plan: 2029, 10 years from fiscal 2019. |
| Progress against the plan | Formulated |
| Sales Target | 595.6 (fiscal 2025 actual; R2 cumulative actual: 1,854) → 720.0 (fiscal 2028 target; R3 cumulative target: 2,000)（+20.9% (versus final year)） |
| Operating profit target | 36 (R2 cumulative actual) → 70 (R3 cumulative target)（+94.4%） |
| Operating profit margin target | 2.8% (fiscal 2025 actual) → 4.5% (fiscal 2028 target)（+60.7%） |
| ROIC target | 4.2% (fiscal 2025 actual; R2 cumulative actual: 2.5%) → 7.0% (final-year target; R3 cumulative target: 5.5%)（+66.7% (versus final year)） |
| Payout ratio / DOE policy | No numerical targets have been disclosed. FDK will also consider its approach to shareholder returns based on progress in strengthening business profitability and its financial foundation during the R3 period. |
| Investment amount by sector | Field Growth investment (development of new batteries and new products, business portfolio strategy, etc.) / Amount Not disclosed, Field Strengthening existing businesses (DX, facilities, production expansion and rationalization, equipment renewal, safety, quality, the environment, etc.) / Amount Not disclosed |
| Non-financial targets | Indicator Digital Talent / Target value 150 / Timing 2028, Indicator Renewable energy ratio / Target value 100% / Timing 2030, Indicator Carbon neutrality (Scopes 1, 2 and 3) / Target value Actual reduction / Timing 2050 |
| Plan assumptions | Prolonged geopolitical instability in Ukraine and the Middle East, Impact of U.S. trade policy, China’s restrictions on rare-earth exports, Rising prices and labor costs, Slowdown in the Chinese Economy |
| Key initiatives | Diversify and expand existing businesses, Pursue and deepen growth markets, Increase added value, Diversify the business portfolio, Accelerate development of new technology products, Develop new businesses, Foster a culture in which employees learn from failure and experience growth, Build a culture of “taking on bold challenges, treating failure as an investment, and creating value for the future”, Create mechanisms that leverage employee diversity to generate added value, DX for manufacturing, Sales DX, Company-wide DX, Human Resources Development |
| Results under the previous plan | Consolidated net sales of ¥200 billion, operating margin of 2.5% and ROIC of 5.0% (R2 cumulative targets) → Consolidated net sales of ¥185.4 billion, operating margin of 2.0% and ROIC of 2.5% (R2 cumulative actuals)（Net sales: -7.3%; operating margin: -20.0%; ROIC: -50.0%） |
| Reason for revision or withdrawal | Through R1 and R2, FDK advanced structural reform and strengthened its financial position. At the same time, it faced many situations affected by the external environment. Under the new shareholder structure, FDK will pursue R3 with a focus on measures to achieve more stable business operations and sustainable growth. |
| Risks identified | Geopolitical instability in Ukraine and the Middle East, Impact of U.S. trade policy, China’s restrictions on rare-earth exports, Rising prices and labor costs, Slowdown in the Chinese Economy, Exposure to fluctuations in the external environment, Improving the effectiveness of risk management, Establishing a global crisis management framework |
| Publication date | 28 April 2026 |
Items this document does not state (9)
Net income targetROE targetTreasury 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.While advancing structural reform and strengthening its financial position through R1 and R2, FDK also faced many situations affected by the external environment. Under the new shareholder structure, R3 will focus on measures to achieve more stable business operations and sustainable growth.
How to read this page
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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.