Worth reading
48Recurring
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
—
Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet SalesNot disclosed → ¥30,734 million
Operating profitNot disclosed → ¥703 million
Only the target level is shown because the current level for comparison was not provided.Total investment plan¥20 100 million
Investment amount by sectorField Infrastructure investment / Amount ¥3 100 million, Field Capital expenditure / Amount ¥17 100 million
Statements about the use of capital
Payout ratio / DOE policyThe Company plans to allocate ¥400 million to shareholder returns and pay ordinary dividends and Class A dividends. The targets for the payout ratio and DOE are Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01High-value-added formats
02Casual formats
03Inbound Tourism
04Position Southeast Asia as a priority region, promote store openings in Thailand, Vietnam, Singapore and Indonesia, and communicate the value of Japanese food culture and hospitality
05Growth Investment
06Reducing Interest-Bearing Debt
07Strengthening net assets
08Digitalization of operations
09Development of a data-utilization platform
10Promotion of AI adoption
11Promotion of app utilization
12Strengthening CRM
13Energy conservation and decarbonization initiatives
14Promotion of materials circulation, recycling and reuse
15Establishment of sustainable business processes
16Coexistence with and contribution to local communities
17Disaster preparedness and safety initiatives
18Promotion of education and development of the next generation
19Raising internal awareness and communicating information
20Review and strengthening of the Corporate Governance Code
21Review and strengthening of the internal control system
22Review and strengthening of IR activities
23Human Capital Strategy
Plan assumptionsThe foodservice market is continuing to recover, although its growth rate is unlikely to accelerate significantly, Population decline, labor shortages and rising prices are likely to drive further consolidation and efficiency improvements in the foodservice industry, The base case assumes steady annual growth of approximately 2% to 4% in the prepared-food market
Segment targetSegment name Food-Service Business / Sales target 2027.04 ¥16,765 million / 2028.04 ¥17,128 million / 2029.04 ¥17,362 million / Profit Target Not disclosed, Segment name Takeout business / Sales target Not disclosed / Profit Target Not disclosed, Segment name External sales business / Sales target Not disclosed / Profit Target Not disclosed
Non-financial targetsIndicator Domestic store-opening plan / Target value By April 2029: +5 stores, +12 stores and +7 stores by format shown in the chart / Timing 2029.04, Indicator Number of overseas stores / Target value Increase to 11 stores (+8 stores) / Timing 2029.04
Size of the Target MarketMarket Size Not disclosed / Growth rate Approximately 2% to 4% annually for the prepared-food market / Subject Prepared-food market / Source Not disclosed
Risks identified by the company
Changes in the external environment
Economic Conditions
Market Trends
Fluctuations in Raw Material Prices
Exchange-rate trends
Population decline
Labor Shortages
Higher prices
Wage increases
Rising energy costs
Rising Logistics Costs
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan |
| Plan period | Fiscal years ending April 2027 to April 2029 |
| Progress against the plan | Formulated |
| Sales Target | Not disclosed → ¥30,734 million |
| Operating profit target | Not disclosed → ¥703 million |
| Payout ratio / DOE policy | The Company plans to allocate ¥400 million to shareholder returns and pay ordinary dividends and Class A dividends. The targets for the payout ratio and DOE are Not disclosed. |
| Total investment plan | ¥20 100 million |
| Investment amount by sector | Field Infrastructure investment / Amount ¥3 100 million, Field Capital expenditure / Amount ¥17 100 million |
| Segment target | Segment name Food-Service Business / Sales target 2027.04 ¥16,765 million / 2028.04 ¥17,128 million / 2029.04 ¥17,362 million / Profit Target Not disclosed, Segment name Takeout business / Sales target Not disclosed / Profit Target Not disclosed, Segment name External sales business / Sales target Not disclosed / Profit Target Not disclosed |
| Non-financial targets | Indicator Domestic store-opening plan / Target value By April 2029: +5 stores, +12 stores and +7 stores by format shown in the chart / Timing 2029.04, Indicator Number of overseas stores / Target value Increase to 11 stores (+8 stores) / Timing 2029.04 |
| Plan assumptions | The foodservice market is continuing to recover, although its growth rate is unlikely to accelerate significantly, Population decline, labor shortages and rising prices are likely to drive further consolidation and efficiency improvements in the foodservice industry, The base case assumes steady annual growth of approximately 2% to 4% in the prepared-food market |
| Key initiatives | High-value-added formats, Casual formats, Inbound Tourism, Position Southeast Asia as a priority region, promote store openings in Thailand, Vietnam, Singapore and Indonesia, and communicate the value of Japanese food culture and hospitality, Growth Investment, Reducing Interest-Bearing Debt, Strengthening net assets, Digitalization of operations, Development of a data-utilization platform, Promotion of AI adoption, Promotion of app utilization, Strengthening CRM, Energy conservation and decarbonization initiatives, Promotion of materials circulation, recycling and reuse, Establishment of sustainable business processes, Coexistence with and contribution to local communities, Disaster preparedness and safety initiatives, Promotion of education and development of the next generation, Raising internal awareness and communicating information, Review and strengthening of the Corporate Governance Code, Review and strengthening of the internal control system, Review and strengthening of IR activities, Human Capital Strategy |
| Size of the Target Market | Market Size Not disclosed / Growth rate Approximately 2% to 4% annually for the prepared-food market / Subject Prepared-food market / Source Not disclosed |
| Risks identified | Changes in the external environment, Economic Conditions, Market Trends, Fluctuations in Raw Material Prices, Exchange-rate trends, Population decline, Labor Shortages, Higher prices, Wage increases, Rising energy costs, Rising Logistics Costs |
| Publication date | 12 June 2026 |
Items this document does not state (10)
Operating profit margin targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceResults 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.The Company aims to achieve sustainable growth by responding to changes in the business environment and developing its business by leveraging its strengths. It also aims to achieve sustained growth in corporate value while maintaining a balance between growth investment and financial soundness.
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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