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How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales1,500 Hundred millions of yen → Not disclosed
Only the target level is shown because the current level for comparison was not provided.ROE targetTarget At least 10% / Latest results 22.4% (fiscal year ending June 2026) → Not disclosedROE is the percentage of profit generated from money provided by shareholders.
ROIC targetTarget Not disclosed / Latest results 17.3% (fiscal year ending June 2026) → Not disclosedROIC is the percentage of profit generated from money invested in the business, including borrowings.
What happened to the previous planOrdinary profit of ¥20 billion (target for the fiscal year ending June 2030) → Ordinary profit of ¥24.6 billion (actual for the fiscal year ending June 2026)（23％）-0.2%Calculated from the two disclosed figures
Total investment planApproximately ¥30 billion (growth investments and investments toward KFK Vision 2030)
Investment amount by sectorField Growth investments (including capital expenditures, R&D expenses and M&A) / Amount Approximately ¥30 billion, Field Growth investment / Fiscal year ending June 2026 plan ¥4.3 billion / Actual results for the fiscal year ended June 2026 ¥3.6 billion, Field Infrastructure investment / Fiscal year ending June 2026 plan ¥2.1 billion / Actual results for the fiscal year ended June 2026 ¥1.4 billion
Statements about the use of capital
Payout ratio / DOE policyThe basic policy is to maintain a dividend payout ratio of at least 25%. The applicable period is the planning period of KFK Vision 2030. If the Company does not generate profit for the period, among other circumstances, it will consider reviewing its dividend policy.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Strengthen earnings power
02Create new growth pillars
03Build a foundation for sustainable growth
04Glass manufacturing technologies for electronic and semiconductor applications
05Sputtering targets for semiconductors
06Powder sputtering technology
07Supply system for quartz products and thermocouples
08Develop resource-circulation technologies for rare elements
09Creation of New Businesses
10Improve the workplace environment
11Strengthening Human Capital Development
12Promote environmental conservation
13Energy-efficient, clean manufacturing
14Develop new products that contribute to carbon neutrality
15Thoroughly improve operational efficiency
16Develop and launch high-value-added new products
17Robotize manufacturing processes
18Improve operational efficiency through DX and BPR
19Rebalance inventories
20Continue efficient management of precious metals raw-material inventories
Plan assumptionsCapital investment demand is increasing in the telecommunications, semiconductor and electronics industries as AI adoption expands., Precious metals prices are soaring., The yen is continuing to depreciate in foreign exchange markets., Capital investment demand among major customers is expected to remain firm going forward.
Non-financial targetsIndicator Sales ratio from manufacturing using new technologies and new products / Target 25% or higher / Timing Fiscal year ending June 2030, Indicator Number of fatal and lost-time accidents / Target 0 entries / Timing Fiscal year ending June 2030, Indicator Conduct engagement and stress-check surveys and implement improvement initiatives / Target 1 per year / Timing Fiscal year ending June 2030, Indicator Percentage of Female Managers / Target At least 20% / Timing Fiscal year ending June 2030, Indicator Percentage of men taking parental leave / Target 100％ / Timing Fiscal year ending June 2030, Indicator Percentage of employees obtaining designated skills and qualifications / Target 50％ / Timing Fiscal year ending June 2030, Indicator Assignment to priority external training programs / Target At least 1 person per established program / Timing Fiscal year ending June 2030, Indicator Reduction rate in Scope 1 and 2 CO₂ emissions / Target 80% reduction from fiscal 2023 / Timing Fiscal year ending June 2030, Indicator Scope 3 CO₂ emissions / Target Calculate emissions and set reduction targets / Timing Fiscal year ending June 2030, Indicator Contribution of the Company’s products to CO₂ reductions / Target Develop an indicator / Timing Fiscal year ending June 2030, Indicator DX maturity level defined by the Ministry of Economy, Trade and Industry / Target Level 3 / Timing Fiscal year ending June 2030, Indicator Paperless Operations / Target 100％ / Timing Fiscal year ending June 2030, Indicator Robotization rate in manufacturing processes / Target 1,000 units per 10,000 people / Timing Fiscal year ending June 2030
Reason for revision or withdrawal
Ordinary profit for the fiscal year ending June 2026 had already exceeded the final-year target originally set in the medium-term management plan, and record-high performance had been renewed. The business environment assumed when the plan was formulated has changed significantly, with rising capital investment demand as AI adoption expands, soaring precious metals prices and a continuing depreciation of the yen.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan: KFK Vision 2030 |
| Plan period | Fiscal year ending June 2025 to fiscal year ending June 2030 |
| Progress against the plan | Partially revised |
| Sales Target | 1,500 Hundred millions of yen → Not disclosed |
| ROE target | Target At least 10% / Latest results 22.4% (fiscal year ending June 2026) → Not disclosed |
| ROIC target | Target Not disclosed / Latest results 17.3% (fiscal year ending June 2026) → Not disclosed |
| Payout ratio / DOE policy | The basic policy is to maintain a dividend payout ratio of at least 25%. The applicable period is the planning period of KFK Vision 2030. If the Company does not generate profit for the period, among other circumstances, it will consider reviewing its dividend policy. |
| Total investment plan | Approximately ¥30 billion (growth investments and investments toward KFK Vision 2030) |
| Investment amount by sector | Field Growth investments (including capital expenditures, R&D expenses and M&A) / Amount Approximately ¥30 billion, Field Growth investment / Fiscal year ending June 2026 plan ¥4.3 billion / Actual results for the fiscal year ended June 2026 ¥3.6 billion, Field Infrastructure investment / Fiscal year ending June 2026 plan ¥2.1 billion / Actual results for the fiscal year ended June 2026 ¥1.4 billion |
| Non-financial targets | Indicator Sales ratio from manufacturing using new technologies and new products / Target 25% or higher / Timing Fiscal year ending June 2030, Indicator Number of fatal and lost-time accidents / Target 0 entries / Timing Fiscal year ending June 2030, Indicator Conduct engagement and stress-check surveys and implement improvement initiatives / Target 1 per year / Timing Fiscal year ending June 2030, Indicator Percentage of Female Managers / Target At least 20% / Timing Fiscal year ending June 2030, Indicator Percentage of men taking parental leave / Target 100％ / Timing Fiscal year ending June 2030, Indicator Percentage of employees obtaining designated skills and qualifications / Target 50％ / Timing Fiscal year ending June 2030, Indicator Assignment to priority external training programs / Target At least 1 person per established program / Timing Fiscal year ending June 2030, Indicator Reduction rate in Scope 1 and 2 CO₂ emissions / Target 80% reduction from fiscal 2023 / Timing Fiscal year ending June 2030, Indicator Scope 3 CO₂ emissions / Target Calculate emissions and set reduction targets / Timing Fiscal year ending June 2030, Indicator Contribution of the Company’s products to CO₂ reductions / Target Develop an indicator / Timing Fiscal year ending June 2030, Indicator DX maturity level defined by the Ministry of Economy, Trade and Industry / Target Level 3 / Timing Fiscal year ending June 2030, Indicator Paperless Operations / Target 100％ / Timing Fiscal year ending June 2030, Indicator Robotization rate in manufacturing processes / Target 1,000 units per 10,000 people / Timing Fiscal year ending June 2030 |
| Plan assumptions | Capital investment demand is increasing in the telecommunications, semiconductor and electronics industries as AI adoption expands., Precious metals prices are soaring., The yen is continuing to depreciate in foreign exchange markets., Capital investment demand among major customers is expected to remain firm going forward. |
| Key initiatives | Strengthen earnings power, Create new growth pillars, Build a foundation for sustainable growth, Glass manufacturing technologies for electronic and semiconductor applications, Sputtering targets for semiconductors, Powder sputtering technology, Supply system for quartz products and thermocouples, Develop resource-circulation technologies for rare elements, Creation of New Businesses, Improve the workplace environment, Strengthening Human Capital Development, Promote environmental conservation, Energy-efficient, clean manufacturing, Develop new products that contribute to carbon neutrality, Thoroughly improve operational efficiency, Develop and launch high-value-added new products, Robotize manufacturing processes, Improve operational efficiency through DX and BPR, Rebalance inventories, Continue efficient management of precious metals raw-material inventories |
| Results under the previous plan | Ordinary profit of ¥20 billion (target for the fiscal year ending June 2030) → Ordinary profit of ¥24.6 billion (actual for the fiscal year ending June 2026)（23％） |
| Reason for revision or withdrawal | Ordinary profit for the fiscal year ending June 2026 had already exceeded the final-year target originally set in the medium-term management plan, and record-high performance had been renewed. The business environment assumed when the plan was formulated has changed significantly, with rising capital investment demand as AI adoption expands, soaring precious metals prices and a continuing depreciation of the yen. |
| Date of board resolution | 6 August 2026 |
| Publication date | 6 August 2026 |
Items this document does not state (9)
Operating profit targetOperating profit margin targetNet income targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSegment targetSize of the Target MarketRisks identified
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.Ordinary profit for the fiscal year ending June 2026 had already exceeded the target for the final year of the medium-term management plan, resulting in record-high performance. In addition, the business environment and assumptions underlying the plan have changed significantly due to rising capital investment demand in the telecommunications, semiconductor and electronics industries as AI adoption expands, soaring precious metals prices and the ongoing depreciation of the yen.
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