Worth reading
69In 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
1000
¥100 million (target sales for the fiscal year ending March 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+95.7%
基準 511Target1,000Hundred millions of yen
Operating profit+169.2%
基準 26Target70100 million (adjusted operating profit)
Operating profit margin+1.9pt
基準 5.1Target7% (adjusted operating margin)
ROE+6.0pt
基準 14Target20% (adjusted ROE)
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.
What happened to the previous plan500 Hundred millions of yen → 512 Hundred millions of yen+2.4%Calculated from the two disclosed figures
Total investment plan¥26 billion (growth investment over 3 years)
Investment amount by sectorField M&A / Amount 180 Hundred millions of yen, Field R&D / Amount 10 Hundred millions of yen, Field Capital Expenditure / Amount 70 Hundred millions of yen
Statements about the use of capital
Payout ratio / DOE policyThe Company plans to increase its total payout ratio in line with growth. It plans to pay dividends and provide shareholder benefits depending on the likelihood of achieving the targets of this medium-term management plan. The applicable period is the term of this medium-term management plan.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 will conduct share buybacks flexibly and strategically, taking into account the share price level and capital efficiency. Actual purchases to date total ¥200 million.
Self-assessment of PBR and share priceThe Company states that it will conduct share buybacks flexibly and strategically in light of the share price level, but its assessment and figures concerning whether its PBR and share price are undervalued are not disclosed.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Major transformation of the セレンディップ investment and business portfolio strategy
02Entry into a new sector: construction machinery (日建産業)
03PMI: Building a value creation platform originating from PMI
04Management talent supply model to accelerate M&A-driven growth
05Smart-factory strategy
06Overall vision for the smart-factory strategy
07Implementation strategy for physical AI
Plan assumptionsCalculated on the assumption of an acquisition price of ¥5 billion per transaction, Based on the assumption of sales of approximately ¥15 billion per company, Implemented with a target payback period of 5 years within each company’s free cash flow
Size of the Target MarketIndicator Japan’s GDP / Figures ¥663 trillion / Source Estimates from the Cabinet Office’s National Accounts (SNA) and the Ministry of Economy, Trade and Industry’s 2025 White Paper on Manufacturing, Indicator Manufacturing’s share of GDP / Figures 20.2% / Source Estimates from the Cabinet Office’s National Accounts (SNA) and the Ministry of Economy, Trade and Industry’s 2025 White Paper on Manufacturing, Indicator Number of domestic M&A transactions / Figures 5,115 transactions (2025) / Source Teikoku Databank’s Survey of Trends in the National Rate of Companies Without Successors (2025), and Recof Data, Indicator Rate of companies without successors / Figures 50.1% (2025) / Source Teikoku Databank’s Survey of Trends in the National Rate of Companies Without Successors (2025), Indicator Productivity of small and medium-sized manufacturers / Figures Approximately half that of large companies / Source Small and Medium Enterprise Agency, 2024 White Paper on Small and Medium Enterprises
Risks identified by the company
Risk of failing to achieve growth targets, including PMI and synergies, following an M&A transaction
Risk of investment-related problems and reputational damage
Risk of the loss of professional talent
Risk of being affected by unexpected changes in laws and regulations or political and economic conditions overseas
Risk of being unable to respond to changes in innovative technologies and services
Risk of recalls resulting from serious quality defects
Risk of deteriorating performance due to increased investment, suspension of operations and other effects arising from tighter environmental regulations or violations
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan “セレンディップ・チャレンジ１０００” |
| Plan period | Fiscal years ending March 2027 to March 2029 (based on results for the fiscal year ending March 2026) |
| Progress against the plan | Formulated |
| Sales Target | 511 Hundred millions of yen → 1,000 Hundred millions of yen |
| Operating profit target | ¥26 100 million (adjusted operating profit) → ¥70 100 million (adjusted operating profit) |
| Operating profit margin target | 5.1 % (adjusted operating margin) → 7 % (adjusted operating margin) |
| ROE target | 14 % (adjusted ROE) → 20 % (adjusted ROE) |
| Payout ratio / DOE policy | The Company plans to increase its total payout ratio in line with growth. It plans to pay dividends and provide shareholder benefits depending on the likelihood of achieving the targets of this medium-term management plan. The applicable period is the term of this medium-term management plan. |
| Treasury share acquisition policy | The Company will conduct share buybacks flexibly and strategically, taking into account the share price level and capital efficiency. Actual purchases to date total ¥200 million. |
| Self-assessment of PBR and share price | The Company states that it will conduct share buybacks flexibly and strategically in light of the share price level, but its assessment and figures concerning whether its PBR and share price are undervalued are not disclosed. |
| Total investment plan | ¥26 billion (growth investment over 3 years) |
| Investment amount by sector | Field M&A / Amount 180 Hundred millions of yen, Field R&D / Amount 10 Hundred millions of yen, Field Capital Expenditure / Amount 70 Hundred millions of yen |
| Plan assumptions | Calculated on the assumption of an acquisition price of ¥5 billion per transaction, Based on the assumption of sales of approximately ¥15 billion per company, Implemented with a target payback period of 5 years within each company’s free cash flow |
| Key initiatives | Major transformation of the セレンディップ investment and business portfolio strategy, Entry into a new sector: construction machinery (日建産業), PMI: Building a value creation platform originating from PMI, Management talent supply model to accelerate M&A-driven growth, Smart-factory strategy, Overall vision for the smart-factory strategy, Implementation strategy for physical AI |
| Results under the previous plan | 500 Hundred millions of yen → 512 Hundred millions of yen |
| Size of the Target Market | Indicator Japan’s GDP / Figures ¥663 trillion / Source Estimates from the Cabinet Office’s National Accounts (SNA) and the Ministry of Economy, Trade and Industry’s 2025 White Paper on Manufacturing, Indicator Manufacturing’s share of GDP / Figures 20.2% / Source Estimates from the Cabinet Office’s National Accounts (SNA) and the Ministry of Economy, Trade and Industry’s 2025 White Paper on Manufacturing, Indicator Number of domestic M&A transactions / Figures 5,115 transactions (2025) / Source Teikoku Databank’s Survey of Trends in the National Rate of Companies Without Successors (2025), and Recof Data, Indicator Rate of companies without successors / Figures 50.1% (2025) / Source Teikoku Databank’s Survey of Trends in the National Rate of Companies Without Successors (2025), Indicator Productivity of small and medium-sized manufacturers / Figures Approximately half that of large companies / Source Small and Medium Enterprise Agency, 2024 White Paper on Small and Medium Enterprises |
| Risks identified | Risk of failing to achieve growth targets, including PMI and synergies, following an M&A transaction, Risk of investment-related problems and reputational damage, Risk of the loss of professional talent, Risk of being affected by unexpected changes in laws and regulations or political and economic conditions overseas, Risk of being unable to respond to changes in innovative technologies and services, Risk of recalls resulting from serious quality defects, Risk of deteriorating performance due to increased investment, suspension of operations and other effects arising from tighter environmental regulations or violations |
| Publication date | 25 June 2026 |
Items this document does not state (7)
Net income targetROIC targetCost of capitalSegment targetNon-financial targetsReason 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.The Company aims to expand its sustainable cash-generating capacity, centered on EBITDA, by connecting discontinuous growth through M&A with earnings improvement through PMI and productivity gains through the transition to smart factories.
How to read this page
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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.