Worth reading
53Recurring
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
300
¥100 million (total investment under the global site strategy)Wording
Definitive
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales0.0%
基準 600Target600Hundreds of millions of yen
Operating profit margin0.0pt
基準 6Target6%
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.
Total investment plan¥30 billion (global site strategy)
Investment amount by sectorField India / Investment amount -¥2 billion, Field ASEAN / Investment amount -¥4.0 billion, Field Japan / Investment amount -¥13 billion, Field North America / Investment amount -¥11 billion, Field Business creation / Investment amount ¥26.0 billion, Field Business transformation DX / Investment amount ¥4 billion, Field Environmental risk response / Investment amount ¥7 billion, Field Maintenance and replacement / Investment amount ¥2.5 billion, Field Required working capital / Investment amount ¥4 billion
Statements about the use of capital
Payout ratio / DOE policyCumulative shareholder returns of at least ¥3 billion over the 5-year period of Vision2030 (2026–2030). The policy is to continuously improve the level of the dividend on equity (DOE), which will be used as an indicator.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Regional Strategy
02Site strategy and investment plan
03Strengthening the corporate platform (DX, human resources strategy, and carbon neutrality)
04Creation of new businesses
05Improving competitiveness and expanding existing business areas
06Manufacturing transformation
07Rebuilding Japan operations
08Greater management autonomy in production operations
09Business transformation in head office functions
10Business process transformation
11Maximizing human capital
12Carbon Neutrality
Plan assumptionsThe automotive industry's shift from an all-EV model to a multi-pathway approach, An optimal global production system that responds to regional market needs and changes in the operating environment, Declining working-age population
Segment targetSegment Companywide / Sales Target ¥60 billion / Profit Target Operating margin of 6%, Segment India / Sales Target 2030 target sales of ¥4 billion / Target sales from new orders ¥4 billion / Profit Target Not disclosed, Segment ASEAN / Sales Target 2030 target sales of ¥25.5 billion / Target sales from new orders ¥3 billion / Profit Target Not disclosed, Segment Japan / Sales Target 2030 target sales of ¥36 billion / Target sales from new orders ¥11.5 billion / Profit Target Not disclosed, Segment North America / Sales Target 2030 target sales of ¥15 billion / Target sales from new orders ¥11.5 billion / Profit Target Not disclosed
Non-financial targetsIndicator name Carbon Neutrality / Target value Achievement of carbon neutrality by the ユニバンス Group / Timing Fiscal 2045 (brought forward by 5 years), Indicator name CO2 emissions reduction at Japanese sites / Target value 52% reduction / Timing 2030
Risks identified by the company
Uncertainty in the automotive industry's business environment
The shift from an all-EV model to a multi-pathway approach
Climate-Change Risk
The Nankai Trough megathrust earthquake
Reason for revision or withdrawal
The aim is to make achievement of the 2030 targets more certain in light of the increasingly uncertain business environment in the automotive industry, including the shift from an all-EV model to a multi-pathway approach, as well as current business performance. This is because the deterioration in profitability in Japan and delays in development lead times have become clear.
| Item | Details |
|---|---|
| Plan name | Vision2030 Medium-Term Management Strategy |
| Plan period | 2023–2030 (cash allocation under the financial strategy covers the 5-year period from 2026 to 2030) |
| Progress against the plan | Partially revised |
| Sales Target | 600 Hundreds of millions of yen → 600 Hundreds of millions of yen（0%） |
| Operating profit margin target | 6 % → 6 %（0%） |
| Payout ratio / DOE policy | Cumulative shareholder returns of at least ¥3 billion over the 5-year period of Vision2030 (2026–2030). The policy is to continuously improve the level of the dividend on equity (DOE), which will be used as an indicator. |
| Total investment plan | ¥30 billion (global site strategy) |
| Investment amount by sector | Field India / Investment amount -¥2 billion, Field ASEAN / Investment amount -¥4.0 billion, Field Japan / Investment amount -¥13 billion, Field North America / Investment amount -¥11 billion, Field Business creation / Investment amount ¥26.0 billion, Field Business transformation DX / Investment amount ¥4 billion, Field Environmental risk response / Investment amount ¥7 billion, Field Maintenance and replacement / Investment amount ¥2.5 billion, Field Required working capital / Investment amount ¥4 billion |
| Segment target | Segment Companywide / Sales Target ¥60 billion / Profit Target Operating margin of 6%, Segment India / Sales Target 2030 target sales of ¥4 billion / Target sales from new orders ¥4 billion / Profit Target Not disclosed, Segment ASEAN / Sales Target 2030 target sales of ¥25.5 billion / Target sales from new orders ¥3 billion / Profit Target Not disclosed, Segment Japan / Sales Target 2030 target sales of ¥36 billion / Target sales from new orders ¥11.5 billion / Profit Target Not disclosed, Segment North America / Sales Target 2030 target sales of ¥15 billion / Target sales from new orders ¥11.5 billion / Profit Target Not disclosed |
| Non-financial targets | Indicator name Carbon Neutrality / Target value Achievement of carbon neutrality by the ユニバンス Group / Timing Fiscal 2045 (brought forward by 5 years), Indicator name CO2 emissions reduction at Japanese sites / Target value 52% reduction / Timing 2030 |
| Plan assumptions | The automotive industry's shift from an all-EV model to a multi-pathway approach, An optimal global production system that responds to regional market needs and changes in the operating environment, Declining working-age population |
| Key initiatives | Regional Strategy, Site strategy and investment plan, Strengthening the corporate platform (DX, human resources strategy, and carbon neutrality), Creation of new businesses, Improving competitiveness and expanding existing business areas, Manufacturing transformation, Rebuilding Japan operations, Greater management autonomy in production operations, Business transformation in head office functions, Business process transformation, Maximizing human capital, Carbon Neutrality |
| Reason for revision or withdrawal | The aim is to make achievement of the 2030 targets more certain in light of the increasingly uncertain business environment in the automotive industry, including the shift from an all-EV model to a multi-pathway approach, as well as current business performance. This is because the deterioration in profitability in Japan and delays in development lead times have become clear. |
| Risks identified | Uncertainty in the automotive industry's business environment, The shift from an all-EV model to a multi-pathway approach, Climate-Change Risk, The Nankai Trough megathrust earthquake |
| Publication date | 12 June 2026 |
Items this document does not state (10)
Operating profit targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceResults under the previous planSize 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.The aim is to make achievement of the 2030 targets more certain in light of the increasingly uncertain business environment in the automotive industry, including the shift from an all-EV model to a multi-pathway approach, as well as current business performance. The Company also cited the clear deterioration in profitability in Japan and delays in development lead times.
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.