Worth reading
63In 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
180
¥10 billion (FY2028 revenue 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 margin+3.0pt
基準 2,025Target2,028%
ROE+3.0pt
基準 2,025Target2,028%
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.
Operating profitNot disclosed → FY2028 target ¥1.4 billion
Only the target level is shown because the current level for comparison was not provided.Total investment plan¥7 billion (business investment: ¥5 billion plus additional investment; other investment: ¥2 billion plus additional investment)
Investment amount by sectorField Business Investment / Amount ¥5 billion plus additional investment / Details Strengthening development capabilities; rebuilding the business portfolio, Field Other investments / Amount ¥2 billion plus additional investment / Details AI and digital investment; human capital investment
Statements about the use of capital
Payout ratio / DOE policyStable dividends, with a payout ratio of 30% or higher as a guideline. Target period: through FY2028.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share pricePBR was 0.40x as of the end of September 2026. The company aims to achieve a PBR of 1x or higher at an early stage by improving profitability and asset efficiency.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Newly created products; expansion of new categories
02Expansion of markets and channels
03Sustainable enhancement of corporate value
Plan assumptionsStrengthen efforts to reach global markets where more than five times as many Japanese vehicles are in circulation as in Japan
Non-financial targetsIndicator Sales mix of new products / Target value 30% / Timing FY2028, Indicator Sales mix of newly created products and products in new categories / Target value 8% / Timing FY2028
Size of the Target MarketFigure Global markets where more than five times as many Japanese vehicles are in circulation as in Japan / Source Not disclosed
Risks identified by the company
Global conditions: uncertainty and accelerating technological innovation
Changes in automobiles
Polarisation of customer value; diversification of customer touchpoints
Changes in the competitive landscape
Uncertainty in the social and cost environment
| Item | Details |
|---|---|
| Plan name | EXPAND CARMATE 2028 |
| Plan period | FY2026-FY2028 |
| Progress against the plan | Formulated |
| Sales Target | FY2025 actual ¥14.5 billion → FY2028 target ¥18 billion（Approx. 24.1%） |
| Operating profit target | Not disclosed → FY2028 target ¥1.4 billion |
| Operating profit margin target | FY2025 actual 4% → FY2028 target 8%（+100%） |
| ROE target | FY2025 actual 1.9% → FY2028 target 8%（Approx. +321.1%） |
| Payout ratio / DOE policy | Stable dividends, with a payout ratio of 30% or higher as a guideline. Target period: through FY2028. |
| Self-assessment of PBR and share price | PBR was 0.40x as of the end of September 2026. The company aims to achieve a PBR of 1x or higher at an early stage by improving profitability and asset efficiency. |
| Total investment plan | ¥7 billion (business investment: ¥5 billion plus additional investment; other investment: ¥2 billion plus additional investment) |
| Investment amount by sector | Field Business Investment / Amount ¥5 billion plus additional investment / Details Strengthening development capabilities; rebuilding the business portfolio, Field Other investments / Amount ¥2 billion plus additional investment / Details AI and digital investment; human capital investment |
| Non-financial targets | Indicator Sales mix of new products / Target value 30% / Timing FY2028, Indicator Sales mix of newly created products and products in new categories / Target value 8% / Timing FY2028 |
| Plan assumptions | Strengthen efforts to reach global markets where more than five times as many Japanese vehicles are in circulation as in Japan |
| Key initiatives | Newly created products; expansion of new categories, Expansion of markets and channels, Sustainable enhancement of corporate value |
| Size of the Target Market | Figure Global markets where more than five times as many Japanese vehicles are in circulation as in Japan / Source Not disclosed |
| Risks identified | Global conditions: uncertainty and accelerating technological innovation, Changes in automobiles, Polarisation of customer value; diversification of customer touchpoints, Changes in the competitive landscape, Uncertainty in the social and cost environment |
| Publication date | 30 October 2026 |
Items this document does not state (8)
Net income targetROIC targetTreasury share acquisition policyCost of capitalSegment targetResults under the previous planReason for revision or withdrawalDate 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.To create new growth with a view to the long-term vision targeted for 2031. The company will rebuild its business foundation by concentrating management resources in growth areas and reorganising its business domains, thereby linking this to growth under the next, second medium-term management plan.
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.