Worth reading
54Recurring
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
220
¥ millionWording
Conditional
How definitive the wording is.Items stated in the management plan
Partially revisedWhat happened to the previous planContinue selling cross-shareholdings during the fiscal year ending October 2026 so that they account for no more than 10% of consolidated net assets → Continue selling during the fiscal year ending October 2026 until cross-shareholdings account for no more than 10% of consolidated net assets or until the sales target amount calculated to meet condition ① as of the end of July 2025 has been achieved0.0%Calculated from the two disclosed figures
Total investment planFY2026–FY2029: ¥40 billion in recurring investment, ¥27 billion in growth investment, ¥10 billion in structural reform, and ¥23 billion in M&A
Investment amount by sectorField Recurring investments / Amount ¥40 billion, Field Growth Investment / Amount ¥27.0 billion, Field Structural Reform / Amount ¥10 billion, Field M&A / Amount ¥23.0 billion
Statements about the use of capital
Payout ratio / DOE policyMaintain stable dividends over the long term. Specific payout ratio and DOE targets and the applicable period: not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyThe Company plans to repurchase its own shares as part of shareholder returns within its cash allocation. The amount is included in the ¥12 billion allocated to shareholder returns, but details of the timing and terms of the purchases are not disclosed.
Self-assessment of PBR and share priceROE and PBR show a high correlation. ROE has increased for 3 consecutive years since FY2023, and PBR has also risen. PBR was 0.61 in 2025. The Company has not explicitly assessed PBR as being at a low level.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Japan: improve plant utilization and strengthen profitability by optimizing the production structure
02Improve productivity by having each plant specialize in specific products
03Establish a domestic production and supply structure for door modules
04Americas: implement structural reform involving the closure of one U.S. site and transfer production to Mexico
05Strengthen management capabilities in Mexico, which will receive the transferred production
06Optimize the Group as a whole, including アクト production sites
07Europe: close the site in Spain
08Invest in electronic control technologies
09Secure development talent by leveraging the global footprint
10Establish and coordinate a global development structure
11Become a proposal-driven company trusted by customers
12Expand orders in the Indian market
13Expand sales of module products incorporating latches
14Develop new system products and propose them to customers
15Reduce costs through joint procurement and the reciprocal use of logistics networks
16Increase the in-house production ratio by utilizing each other's resources
17Expand sales of アクト products by leveraging the Group's sales network
18Mutually use sites and share resources
19Expand the customer base, including アクト, and increase local production for local consumption
20Allocate funds in preparation for risks and transformation
21Strengthen the quality assurance structure in response to changes in products
22Medical equipment: expand overseas sales
23Industrial equipment: create new high-value-added businesses
24Expand sales in the construction equipment sector by leveraging アクト's technologies
Plan assumptionsAutomotive production is declining in mature markets, including Japan, the Americas and Europe. Automotive production in India is expected to grow going forward. Specific numerical assumptions have not been disclosed.
Risks identified by the company
Geopolitical Risk
Transformation in the automotive industry
Larger products
Reason for revision or withdrawal
The Company once again analyzed and assessed its current situation and updated the information announced on 4 July 2025
| Item | Details |
|---|---|
| Plan name | Response to achieving management that is conscious of the cost of capital and share price |
| Plan period | FY2026〜FY2029 |
| Progress against the plan | Partially revised |
| Payout ratio / DOE policy | Maintain stable dividends over the long term. Specific payout ratio and DOE targets and the applicable period: not disclosed. |
| Treasury share acquisition policy | The Company plans to repurchase its own shares as part of shareholder returns within its cash allocation. The amount is included in the ¥12 billion allocated to shareholder returns, but details of the timing and terms of the purchases are not disclosed. |
| Self-assessment of PBR and share price | ROE and PBR show a high correlation. ROE has increased for 3 consecutive years since FY2023, and PBR has also risen. PBR was 0.61 in 2025. The Company has not explicitly assessed PBR as being at a low level. |
| Total investment plan | FY2026–FY2029: ¥40 billion in recurring investment, ¥27 billion in growth investment, ¥10 billion in structural reform, and ¥23 billion in M&A |
| Investment amount by sector | Field Recurring investments / Amount ¥40 billion, Field Growth Investment / Amount ¥27.0 billion, Field Structural Reform / Amount ¥10 billion, Field M&A / Amount ¥23.0 billion |
| Plan assumptions | Automotive production is declining in mature markets, including Japan, the Americas and Europe. Automotive production in India is expected to grow going forward. Specific numerical assumptions have not been disclosed. |
| Key initiatives | Japan: improve plant utilization and strengthen profitability by optimizing the production structure, Improve productivity by having each plant specialize in specific products, Establish a domestic production and supply structure for door modules, Americas: implement structural reform involving the closure of one U.S. site and transfer production to Mexico, Strengthen management capabilities in Mexico, which will receive the transferred production, Optimize the Group as a whole, including アクト production sites, Europe: close the site in Spain, Invest in electronic control technologies, Secure development talent by leveraging the global footprint, Establish and coordinate a global development structure, Become a proposal-driven company trusted by customers, Expand orders in the Indian market, Expand sales of module products incorporating latches, Develop new system products and propose them to customers, Reduce costs through joint procurement and the reciprocal use of logistics networks, Increase the in-house production ratio by utilizing each other's resources, Expand sales of アクト products by leveraging the Group's sales network, Mutually use sites and share resources, Expand the customer base, including アクト, and increase local production for local consumption, Allocate funds in preparation for risks and transformation, Strengthen the quality assurance structure in response to changes in products, Medical equipment: expand overseas sales, Industrial equipment: create new high-value-added businesses, Expand sales in the construction equipment sector by leveraging アクト's technologies |
| Results under the previous plan | Continue selling cross-shareholdings during the fiscal year ending October 2026 so that they account for no more than 10% of consolidated net assets → Continue selling during the fiscal year ending October 2026 until cross-shareholdings account for no more than 10% of consolidated net assets or until the sales target amount calculated to meet condition ① as of the end of July 2025 has been achieved |
| Reason for revision or withdrawal | The Company once again analyzed and assessed its current situation and updated the information announced on 4 July 2025 |
| Risks identified | Geopolitical Risk, Transformation in the automotive industry, Larger products |
| Date of board resolution | 10 July 2026 |
| Publication date | 10 July 2026 |
Items this document does not state (10)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROE targetROIC targetCost of capitalSegment targetNon-financial targetsSize 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.At a meeting of the Board of Directors held today, the Company once again analyzed and assessed its current situation and updated the information announced on 4 July 2025.
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.