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
80
¥ billion (FY2027 revenue outlook)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+5.3%
基準 76Target80hundred million
Operating profit+2.2%
基準 18.6Target19hundred million
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. 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 planRevenue 8,200; operating profit 2,100 → Revenue 7,679; operating profit 1,860（Revenue 93.6%; operating profit 88.6% (full-year plan achievement rate)）-6.4%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyThe policy is to target a payout ratio of 30% over the medium to long term and achieve progressive dividends. For the fiscal year ending June 2027, annual dividends of ¥30 and a payout ratio of 19.3% are forecast.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Continue pursuing business expansion into new areas while deepening the two core areas
02Expansion into the home renovation sector
03Expansion into the existing-home sales sector
04Expansion into the culture school sector
05Additional earnings through strategic M&A
06Monetisation of the culture school sector through the rollout of the My Class app
07Monetisation of the home renovation and existing-home sectors through a capital and business alliance with JACCS and other initiatives
08Full-scale development of the second earnings layer, the B2C business, through stock-business consulting in the two core areas of housing and renewable energy
Plan assumptionsLonger delivery times resulting from revisions to the Building Standards Act, Uncertainty over housing supply amid the situation in the Middle East, Change in plans relating to withdrawal from NextGIGA projects
Segment targetSubject FY2026 full-year plan / Segment HomeworthTech business (residential) / Net Sales ¥4,491 million / Operating profit ¥2,062 million, Subject FY2026 full-year plan / Segment ExtendTech business (non-residential) / Net Sales ¥2,777 million / Operating profit ¥1,923 million, Subject FY2026 full-year plan / Segment LifeTech business (SI and other) / Net Sales ¥929 million / Operating profit ¥248 million, Subject FY2026 full-year plan / Segment FinTech and other businesses / Net Sales ¥2 million / Operating profit ¥-72 million
Risks identified by the company
Impact of the external business environment (housing and real estate market conditions, and demand for solar power generation and storage system equipment)
Competition (lower profitability due to intensifying competition, and loss of differentiation due to competitors imitating the business)
Contracts and partnerships with non-life insurance companies (failure rates exceeding expectations, and termination of partnerships)
Outsourcing of inspection and repair services (termination of contracts with outsourcing providers, and outsourcing providers becoming insolvent)
Legal and regulatory requirements (occurrence of legal or regulatory violations)
Potential leakage of personal information and its impact if leakage occurs (external leakage of information)
Reputational risks (negative rumours about the industry, and deterioration in the industry's reputation due to misconduct or insolvency at other companies)
System failures (system defects or inability to operate)
Securing and developing human resources (inability to secure required personnel, and loss of key personnel)
Strengthening the internal control system (inadequate development of the internal control system)
Impact of natural disasters and other events (personal injury and property damage caused by natural disasters)
Response to sustainability initiatives (inadequate response to social issues)
Reason for revision or withdrawal
The plan was changed to a conservative plan based only on figures with a high degree of certainty, taking into account longer delivery times resulting from revisions to the Building Standards Act, uncertainty over housing supply amid the situation in the Middle East, and changes to the plan following the withdrawal from NextGIGA projects.
| Item | Details |
|---|---|
| Plan name | FY2027 Plan and Growth Outlook |
| Plan period | FY2027 (growth outlook from FY2028 onward) |
| Progress against the plan | Partially revised |
| Sales Target | ¥76 hundred million → ¥80 hundred million（Approximately 5.3% increase） |
| Operating profit target | ¥18.6 hundred million → ¥19 hundred million（Approximately 2.2% increase） |
| Payout ratio / DOE policy | The policy is to target a payout ratio of 30% over the medium to long term and achieve progressive dividends. For the fiscal year ending June 2027, annual dividends of ¥30 and a payout ratio of 19.3% are forecast. |
| Segment target | Subject FY2026 full-year plan / Segment HomeworthTech business (residential) / Net Sales ¥4,491 million / Operating profit ¥2,062 million, Subject FY2026 full-year plan / Segment ExtendTech business (non-residential) / Net Sales ¥2,777 million / Operating profit ¥1,923 million, Subject FY2026 full-year plan / Segment LifeTech business (SI and other) / Net Sales ¥929 million / Operating profit ¥248 million, Subject FY2026 full-year plan / Segment FinTech and other businesses / Net Sales ¥2 million / Operating profit ¥-72 million |
| Plan assumptions | Longer delivery times resulting from revisions to the Building Standards Act, Uncertainty over housing supply amid the situation in the Middle East, Change in plans relating to withdrawal from NextGIGA projects |
| Key initiatives | Continue pursuing business expansion into new areas while deepening the two core areas, Expansion into the home renovation sector, Expansion into the existing-home sales sector, Expansion into the culture school sector, Additional earnings through strategic M&A, Monetisation of the culture school sector through the rollout of the My Class app, Monetisation of the home renovation and existing-home sectors through a capital and business alliance with JACCS and other initiatives, Full-scale development of the second earnings layer, the B2C business, through stock-business consulting in the two core areas of housing and renewable energy |
| Results under the previous plan | Revenue 8,200; operating profit 2,100 → Revenue 7,679; operating profit 1,860（Revenue 93.6%; operating profit 88.6% (full-year plan achievement rate)） |
| Reason for revision or withdrawal | The plan was changed to a conservative plan based only on figures with a high degree of certainty, taking into account longer delivery times resulting from revisions to the Building Standards Act, uncertainty over housing supply amid the situation in the Middle East, and changes to the plan following the withdrawal from NextGIGA projects. |
| Risks identified | Impact of the external business environment (housing and real estate market conditions, and demand for solar power generation and storage system equipment), Competition (lower profitability due to intensifying competition, and loss of differentiation due to competitors imitating the business), Contracts and partnerships with non-life insurance companies (failure rates exceeding expectations, and termination of partnerships), Outsourcing of inspection and repair services (termination of contracts with outsourcing providers, and outsourcing providers becoming insolvent), Legal and regulatory requirements (occurrence of legal or regulatory violations), Potential leakage of personal information and its impact if leakage occurs (external leakage of information), Reputational risks (negative rumours about the industry, and deterioration in the industry's reputation due to misconduct or insolvency at other companies), System failures (system defects or inability to operate), Securing and developing human resources (inability to secure required personnel, and loss of key personnel), Strengthening the internal control system (inadequate development of the internal control system), Impact of natural disasters and other events (personal injury and property damage caused by natural disasters), Response to sustainability initiatives (inadequate response to social issues) |
| Publication date | 30 September 2026 |
Items this document does not state (12)
Operating profit margin targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorNon-financial targetsSize 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 plan was changed to a conservative plan based only on figures with a high degree of certainty, due to longer delivery times resulting from revisions to the Building Standards Act, uncertainty over housing supply amid the situation in the Middle East, and changes to the plan following the withdrawal from NextGIGA projects.
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.