Worth reading
50Recurring
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
100
¥100 million (net sales and market capitalization targets)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit+0.1%
基準 2,026Target2,028million
Net income for the current fiscal year+0.1%
基準 2,026Target2,028million
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.
Net SalesNot disclosed → ¥10 billion
ROENot disclosed → 17%
Only the target level is shown because the current level for comparison was not provided.Total investment planAn initial investment allocation of ¥150 million has been set, with the allocation to be increased to ¥1 billion in the future (the total investment amount for the entire plan period is not disclosed)
Investment amount by sectorField M&A and investment funds / Amount ¥150 million initially, increasing to ¥1 billion in the future
Statements about the use of capital
Payout ratio / DOE policyThe policy will change from the current 40% payout ratio to progressive dividends over the medium to long term. Under the progressive-dividend policy, the company will maintain or increase dividends relative to the previous fiscal year's actual dividend.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Transformation of the core businesses
02Building growth engines
03Full-scale expansion into the Kansai region
04Opening an Osaka headquarters
05Pursue an active M&A strategy
06Selling real estate in Tokyo and acquiring real estate in Osaka
07Converting facilities into value-added facilities (introduction of the “MIRUDAKE” system)
08Strengthening fundraising capabilities and making investments
09Increasing the number of partnerships, equity investments and M&A targets
10CAPITA-style private equity fund
Plan assumptionsPopulation aging, Inflation, The Kansai region, where growth is expected from the secondary capital initiative and inbound demand, The senior population is expected to continue increasing
Risks identified by the company
M&A failure (failure of post-merger integration)
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Vision |
| Plan period | Starting fiscal year: not disclosed; final fiscal year: ending March 2028 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → ¥10 billion |
| Operating profit target | -¥30 million (actual for the fiscal year ended March 2026) → ¥1,082 million (target for the fiscal year ending March 2028) |
| Net income target | ¥189 million (actual for the fiscal year ended March 2026: ¥188 million for CAPITA on a standalone basis and ¥1 million for Bio Site Capital) → ¥670 million (target for the fiscal year ending March 2028: ¥243 million for CAPITA on a standalone basis, ¥87 million for Bio Site Capital and ¥340 million for other acquired companies) |
| ROE target | Not disclosed → 17% |
| Payout ratio / DOE policy | The policy will change from the current 40% payout ratio to progressive dividends over the medium to long term. Under the progressive-dividend policy, the company will maintain or increase dividends relative to the previous fiscal year's actual dividend. |
| Total investment plan | An initial investment allocation of ¥150 million has been set, with the allocation to be increased to ¥1 billion in the future (the total investment amount for the entire plan period is not disclosed) |
| Investment amount by sector | Field M&A and investment funds / Amount ¥150 million initially, increasing to ¥1 billion in the future |
| Plan assumptions | Population aging, Inflation, The Kansai region, where growth is expected from the secondary capital initiative and inbound demand, The senior population is expected to continue increasing |
| Key initiatives | Transformation of the core businesses, Building growth engines, Full-scale expansion into the Kansai region, Opening an Osaka headquarters, Pursue an active M&A strategy, Selling real estate in Tokyo and acquiring real estate in Osaka, Converting facilities into value-added facilities (introduction of the “MIRUDAKE” system), Strengthening fundraising capabilities and making investments, Increasing the number of partnerships, equity investments and M&A targets, CAPITA-style private equity fund |
| Risks identified | M&A failure (failure of post-merger integration) |
| Publication date | 14 May 2026 |
Items this document does not state (11)
Operating profit margin targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSegment targetNon-financial targetsResults under the previous planReason for revision or withdrawalSize 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.To capture the major trends of population aging and inflation and move to the next stage of growth, based on its oil and real estate businesses. The company explained that it will shift assets and businesses toward the Kansai region, where growth is expected from the secondary capital initiative and inbound demand, and toward the senior market, where demand is expected to expand.
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.