Worth reading
24Immaterial
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
Direction inferred from the company’s description.Scale
—
Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedStatements about the use of capital
Treasury share acquisition policyThe policy is to implement “special dividends” and “share repurchases” linked to realized profits and fee income generated by the digital asset finance business.
Key initiatives
01Non-issuer strategy
02Minimization of licensing requirements
03[L1: Payments]
04[L2: Asset management]
05[L3: Collateral]
06[L4: Tokenization]
07Establishment of a core earnings model
08Business Portfolio Transformation
09Enhancement of shareholder returns
10Highly transparent disclosure
11Establishment of a Digital Asset Committee, with outside members comprising a majority
12Transition to a three-business-division structure
Risks identified by the company
Regulatory Compliance
Costs related to system development
Reason for revision or withdrawal
To address the inefficiencies of international B2B payments, including remittance costs and lead times, systematize the business foundation built to date, and achieve further growth in the rapidly advancing on-chain finance market
| Item | Details |
|---|---|
| Plan name | Web3 Vision: On-Chain Finance Value Chain Strategy (IKUYO Digital Shift 2029) |
| Plan period | Starting fiscal year Not disclosed / Final year 2029 |
| Progress against the plan | Formulated |
| Treasury share acquisition policy | The policy is to implement “special dividends” and “share repurchases” linked to realized profits and fee income generated by the digital asset finance business. |
| Key initiatives | Non-issuer strategy, Minimization of licensing requirements, [L1: Payments], [L2: Asset management], [L3: Collateral], [L4: Tokenization], Establishment of a core earnings model, Business Portfolio Transformation, Enhancement of shareholder returns, Highly transparent disclosure, Establishment of a Digital Asset Committee, with outside members comprising a majority, Transition to a three-business-division structure |
| Reason for revision or withdrawal | To address the inefficiencies of international B2B payments, including remittance costs and lead times, systematize the business foundation built to date, and achieve further growth in the rapidly advancing on-chain finance market |
| Risks identified | Regulatory Compliance, Costs related to system development |
| Date of board resolution | 30 July 2026 |
| Publication date | 30 July 2026 |
Items this document does not state (16)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsPlan assumptionsResults under the previous planSize 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.To address the inefficiencies of remittance costs and lead times in international B2B payments, systematize the business foundation built through its investment, partnership and mining businesses to date, and achieve further growth in the rapidly advancing on-chain finance market.
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.