Worth reading
49Recurring
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
150
¥100 million (FY2030 operating profit target)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.2%
基準 2,025Target2,030100 million
Operating profit+0.2%
基準 2,025Target2,030100 million
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.
What happened to the previous planStably maintain a consolidated ordinary profit margin on sales of 5% through FY2030 → Actual ordinary profit margins for FY2021–FY2025: 6.7%, 4.6%, 7.2%, 7.6%, and 12.0%-0.2%Calculated from the two disclosed figures
Total investment planApproximately ¥40 billion (over the next 10 years)
Investment amount by sectorField Capital expenditure / Amount Not disclosed / Remarks Slightly more than ¥8 billion annually on average in total growth investments in capital expenditure, research and development, and overseas expansion, Field Research and Development / Amount Not disclosed / Remarks Slightly more than ¥8 billion annually on average in total growth investments in capital expenditure, research and development, and overseas expansion, Field International Expansion / Amount Not disclosed / Remarks Slightly more than ¥8 billion annually on average in total growth investments in capital expenditure, research and development, and overseas expansion
Statements about the use of capital
Payout ratio / DOE policyThe basic policy is to pay dividends on a long-term and stable basis, taking comprehensive account of performance trends accompanying future profit growth, the financial position, and funding needs for business development.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Strengthen highly competitive businesses
02Expand business into overseas markets
03Develop high-value-added products
04Launch new services using digital transformation
05Expand into growth areas by leveraging the Company's strengths
06Build a manufacturing framework
07Strengthen continuous improvement capabilities
08Strengthen cross-organisational collaboration
09Strengthen management capabilities
10Expand growth investments
11Strengthening human capital
Risks identified by the company
Economic Trends
Business Environment
Consumer Trends
Competition with other companies faced by the Company and its subsidiaries
Changes in laws and regulations
Contraction of the domestic market and increasing difficulty in passing on technical expertise due to population decline, the declining birth rate, and an ageing population
Declining demand for railway rolling stock in the post-COVID era
Damage to corporate value and social trust due to delays in responding to decarbonisation
Reason for revision or withdrawal
The business environment is entering a major period of change due to population decline, shifts in demand structures, advances in digital technologies including AI, and the response to decarbonisation. The Company positions its 130th anniversary as a new starting point and will proactively move forward in response to change and pursue challenges at a new stage.
| Item | Details |
|---|---|
| Plan name | Next Stage 2030 |
| Plan period | Fiscal years 2026–2030 |
| Progress against the plan | Formulated |
| Sales Target | ¥95.2 billion (FY2021–FY2025 average; not the previous plan's forecast) → ¥130 billion (FY2030 target)（At least 1.3 times） |
| Operating profit target | ¥7 billion (FY2021–FY2025 average; not the previous plan's forecast) → ¥15 billion (FY2030 target)（More than double） |
| Payout ratio / DOE policy | The basic policy is to pay dividends on a long-term and stable basis, taking comprehensive account of performance trends accompanying future profit growth, the financial position, and funding needs for business development. |
| Total investment plan | Approximately ¥40 billion (over the next 10 years) |
| Investment amount by sector | Field Capital expenditure / Amount Not disclosed / Remarks Slightly more than ¥8 billion annually on average in total growth investments in capital expenditure, research and development, and overseas expansion, Field Research and Development / Amount Not disclosed / Remarks Slightly more than ¥8 billion annually on average in total growth investments in capital expenditure, research and development, and overseas expansion, Field International Expansion / Amount Not disclosed / Remarks Slightly more than ¥8 billion annually on average in total growth investments in capital expenditure, research and development, and overseas expansion |
| Key initiatives | Strengthen highly competitive businesses, Expand business into overseas markets, Develop high-value-added products, Launch new services using digital transformation, Expand into growth areas by leveraging the Company's strengths, Build a manufacturing framework, Strengthen continuous improvement capabilities, Strengthen cross-organisational collaboration, Strengthen management capabilities, Expand growth investments, Strengthening human capital |
| Results under the previous plan | Stably maintain a consolidated ordinary profit margin on sales of 5% through FY2030 → Actual ordinary profit margins for FY2021–FY2025: 6.7%, 4.6%, 7.2%, 7.6%, and 12.0% |
| Reason for revision or withdrawal | The business environment is entering a major period of change due to population decline, shifts in demand structures, advances in digital technologies including AI, and the response to decarbonisation. The Company positions its 130th anniversary as a new starting point and will proactively move forward in response to change and pursue challenges at a new stage. |
| Risks identified | Economic Trends, Business Environment, Consumer Trends, Competition with other companies faced by the Company and its subsidiaries, Changes in laws and regulations, Contraction of the domestic market and increasing difficulty in passing on technical expertise due to population decline, the declining birth rate, and an ageing population, Declining demand for railway rolling stock in the post-COVID era, Damage to corporate value and social trust due to delays in responding to decarbonisation |
| Date of board resolution | 27 October 2026 |
| Publication date | 27 October 2026 |
Items this document does not state (11)
Operating profit margin targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSegment targetNon-financial targetsPlan assumptionsSize 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.The business environment is undergoing major change due to population decline, shifts in demand structures, advances in digital technologies including AI, and the response to decarbonisation. In addition, the Company positions its 130th anniversary as a new starting point and will proactively move forward in response to change and pursue challenges at a new stage.
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.