Worth reading
75Important
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
21.3
% (net sales growth rate)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,026Target2,029Hundreds of millions of yen
Operating profit+0.1%
基準 2,026Target2,029Hundreds of millions of yen
Net income for the current fiscal year+0.1%
基準 2,026Target2,029Hundreds of millions of yen
ROE+3.0pt
基準 2,026Target2,029%
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.
ROICAt least 6% (FY2025 target under Sustaina V) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planFiscal year FY2025 target / Net Sales ¥110 billion / Operating profit ¥2.6 billion / Net income for the current fiscal year ¥1.9 billion / ROE At least 8% / ROIC At least 6% → Fiscal year FY2025 actual / Net Sales ¥90.6 billion / Operating profit ¥2.10 billion / Net income for the current fiscal year ¥1.22 billion / ROE 5.2 ％ / ROIC 4.0 %
Total investment plan¥10 billion in total over three years (strategic investment budget)
Investment amount by sectorField Renewal investment / Amount ¥1.5 billion or more, Field Business and capital investments / Amount ¥3.5 billion or more, Field M&A funds / Amount ¥5.0 billion or more
Statements about the use of capital
Payout ratio / DOE policyProgressive dividends plus flexible share repurchases. New numerical targets and the applicable period for the payout ratio and DOE: not disclosed.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 intends to conduct flexible share repurchases. Repurchase limit, timing and conditions: not disclosed.
Self-assessment of PBR and share priceThe Company met the continued-listing criteria for the Prime Market in FY2023, its market capitalization grew by more than 3.5 times, and its PBR exceeded 1.0 times.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Promote management focused on the cost of capital and corporate value
02Transform the business portfolio by addressing social issues and capturing growth opportunities
03Continue proactive shareholder returns through progressive dividends
04Create a virtuous cycle of investment
05Increase returns by expanding group synergies
06Continue strategic investments of approximately ¥10 billion
07Continuously develop talent that generates earnings
08Establish a foundation for developing talent that generates earnings through diverse career-oriented talent
09Operate a growth-support framework and execute investments
10Select strategic areas 1 (contribute to building a sustainable society through three strategic themes)
11Select strategic areas 2 (concentrate resources on strategic themes and high-growth businesses)
12Promote group integration (increase returns by expanding group synergies)
13DX strategy (company-wide DX using AI, supported by internal DX partners)
14Cash allocation (execute investments and shareholder returns while maintaining financial discipline)
15Investment strategy (continue strategic investments of approximately ¥10 billion)
16Shareholder return policy (continue proactive shareholder returns through progressive dividends)
17Sustainability strategy (achieve sustainable growth and contribute to a sustainable society simultaneously)
18Human capital strategy 1 (establish a foundation for developing talent that generates earnings through diverse career-oriented talent)
19Human capital strategy 2 (operate a growth-support framework and execute investments)
20Building Materials Segment (promote prime contractor business and provide comprehensive solutions)
21Industrial Materials Segment (strengthen production capabilities and promote end-user business)
22Electronics and Devices Segment (globally expand component sales and assembly services)
Plan assumptionsSpecific numerical assumptions for exchange rates, market growth rates, raw material prices and other factors: not disclosed.
Segment targetSegment Building Materials Segment / FY2025 actual Net Sales ¥58.4 billion / Operating profit ¥1.72 billion / Fiscal 2028 target Net Sales ¥73 billion / Operating profit ¥2.7 billion, Segment Industrial Materials Segment / FY2025 actual Net Sales ¥17.9 billion / Operating profit ¥1.22 billion / Fiscal 2028 target Net Sales ¥22.0 billion / Operating profit ¥1.4 billion, Segment Electronics and Devices Segment / FY2025 actual Net Sales ¥14.2 billion / Operating profit ¥460 million / Fiscal 2028 target Net Sales ¥15.0 billion / Operating profit ¥500 million
Non-financial targetsIndicator name Growth in service sales of energy-saving and labor-saving products [高島] / Target value 130% increase from FY2022 / Target fiscal year FY2030, Indicator name Greenhouse gas (GHG) emissions reduction rate (Scopes 1 and 2) [consolidated] / Target value 46% reduction from FY2024 / Target fiscal year FY2035, Indicator name Training participation rate [高島] / Target value 100% / Target fiscal year Each fiscal year, Indicator name Percentage of foreign national managers [consolidated] / Target value 30％ / Target fiscal year FY2030, Indicator name Percentage of female officers [高島] / Target value 30% or more / Target fiscal year FY2030, Indicator name Percentage of female managers [consolidated] / Target value 20％ / Target fiscal year FY2030, Indicator name Childcare leave uptake rate [高島] / Target value Men: at least 85%; women: 100% / Target fiscal year FY2030, Indicator name Return-to-work rate among employees who take childcare leave [高島] / Target value Men: 100%; women: 100% / Target fiscal year Each fiscal year, Indicator name Paid leave utilization rate [高島] / Target value At least 70% / Target fiscal year Each fiscal year, Indicator name Engagement survey score [entire domestic group] / Target value 60 or more / Target fiscal year FY2030, Indicator name Compliance training participation rate [高島] / Target value 100% / Target fiscal year Each fiscal year
Size of the Target MarketNumerical data and sources for market size and market growth rate: not disclosed.
Risks identified by the company
Rising geopolitical risks
Surging materials prices
Higher interest rates
Changes in the external environment
Changes in economic conditions and market trends
| Item | Details |
|---|---|
| Plan name | Mid-Term Management Plan 2028 “Sustaina + Spiral (Sustaina Positive Spiral)” |
| Plan period | Three years from the fiscal year ending March 2027 through the fiscal year ending March 2029 |
| Progress against the plan | Formulated |
| Sales Target | ¥90.6 billion (actual for the fiscal year ending March 2026) → ¥110 billion (plan for the fiscal year ending March 2029)（+ 21.3%） |
| Operating profit target | ¥2.10 billion (actual for the fiscal year ending March 2026) → ¥3.00 billion (plan for the fiscal year ending March 2029)（+ 42.6%） |
| Net income target | ¥1.22 billion (actual for the fiscal year ending March 2026) → ¥2.00 billion (plan for the fiscal year ending March 2029)（+ 63.2%） |
| ROE target | 5.2% (actual for the fiscal year ending March 2026) → At least 8.0% (plan for the fiscal year ending March 2029) |
| ROIC target | At least 6% (FY2025 target under Sustaina V) → Not disclosed |
| Payout ratio / DOE policy | Progressive dividends plus flexible share repurchases. New numerical targets and the applicable period for the payout ratio and DOE: not disclosed. |
| Treasury share acquisition policy | The Company intends to conduct flexible share repurchases. Repurchase limit, timing and conditions: not disclosed. |
| Self-assessment of PBR and share price | The Company met the continued-listing criteria for the Prime Market in FY2023, its market capitalization grew by more than 3.5 times, and its PBR exceeded 1.0 times. |
| Total investment plan | ¥10 billion in total over three years (strategic investment budget) |
| Investment amount by sector | Field Renewal investment / Amount ¥1.5 billion or more, Field Business and capital investments / Amount ¥3.5 billion or more, Field M&A funds / Amount ¥5.0 billion or more |
| Segment target | Segment Building Materials Segment / FY2025 actual Net Sales ¥58.4 billion / Operating profit ¥1.72 billion / Fiscal 2028 target Net Sales ¥73 billion / Operating profit ¥2.7 billion, Segment Industrial Materials Segment / FY2025 actual Net Sales ¥17.9 billion / Operating profit ¥1.22 billion / Fiscal 2028 target Net Sales ¥22.0 billion / Operating profit ¥1.4 billion, Segment Electronics and Devices Segment / FY2025 actual Net Sales ¥14.2 billion / Operating profit ¥460 million / Fiscal 2028 target Net Sales ¥15.0 billion / Operating profit ¥500 million |
| Non-financial targets | Indicator name Growth in service sales of energy-saving and labor-saving products [高島] / Target value 130% increase from FY2022 / Target fiscal year FY2030, Indicator name Greenhouse gas (GHG) emissions reduction rate (Scopes 1 and 2) [consolidated] / Target value 46% reduction from FY2024 / Target fiscal year FY2035, Indicator name Training participation rate [高島] / Target value 100% / Target fiscal year Each fiscal year, Indicator name Percentage of foreign national managers [consolidated] / Target value 30％ / Target fiscal year FY2030, Indicator name Percentage of female officers [高島] / Target value 30% or more / Target fiscal year FY2030, Indicator name Percentage of female managers [consolidated] / Target value 20％ / Target fiscal year FY2030, Indicator name Childcare leave uptake rate [高島] / Target value Men: at least 85%; women: 100% / Target fiscal year FY2030, Indicator name Return-to-work rate among employees who take childcare leave [高島] / Target value Men: 100%; women: 100% / Target fiscal year Each fiscal year, Indicator name Paid leave utilization rate [高島] / Target value At least 70% / Target fiscal year Each fiscal year, Indicator name Engagement survey score [entire domestic group] / Target value 60 or more / Target fiscal year FY2030, Indicator name Compliance training participation rate [高島] / Target value 100% / Target fiscal year Each fiscal year |
| Plan assumptions | Specific numerical assumptions for exchange rates, market growth rates, raw material prices and other factors: not disclosed. |
| Key initiatives | Promote management focused on the cost of capital and corporate value, Transform the business portfolio by addressing social issues and capturing growth opportunities, Continue proactive shareholder returns through progressive dividends, Create a virtuous cycle of investment, Increase returns by expanding group synergies, Continue strategic investments of approximately ¥10 billion, Continuously develop talent that generates earnings, Establish a foundation for developing talent that generates earnings through diverse career-oriented talent, Operate a growth-support framework and execute investments, Select strategic areas 1 (contribute to building a sustainable society through three strategic themes), Select strategic areas 2 (concentrate resources on strategic themes and high-growth businesses), Promote group integration (increase returns by expanding group synergies), DX strategy (company-wide DX using AI, supported by internal DX partners), Cash allocation (execute investments and shareholder returns while maintaining financial discipline), Investment strategy (continue strategic investments of approximately ¥10 billion), Shareholder return policy (continue proactive shareholder returns through progressive dividends), Sustainability strategy (achieve sustainable growth and contribute to a sustainable society simultaneously), Human capital strategy 1 (establish a foundation for developing talent that generates earnings through diverse career-oriented talent), Human capital strategy 2 (operate a growth-support framework and execute investments), Building Materials Segment (promote prime contractor business and provide comprehensive solutions), Industrial Materials Segment (strengthen production capabilities and promote end-user business), Electronics and Devices Segment (globally expand component sales and assembly services) |
| Results under the previous plan | Fiscal year FY2025 target / Net Sales ¥110 billion / Operating profit ¥2.6 billion / Net income for the current fiscal year ¥1.9 billion / ROE At least 8% / ROIC At least 6% → Fiscal year FY2025 actual / Net Sales ¥90.6 billion / Operating profit ¥2.10 billion / Net income for the current fiscal year ¥1.22 billion / ROE 5.2 ％ / ROIC 4.0 % |
| Size of the Target Market | Numerical data and sources for market size and market growth rate: not disclosed. |
| Risks identified | Rising geopolitical risks, Surging materials prices, Higher interest rates, Changes in the external environment, Changes in economic conditions and market trends |
| Date of board resolution | 14 May 2026 |
| Publication date | 14 May 2026 |
Items this document does not state (3)
Operating profit margin targetCost of capitalReason for revision or withdrawal
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.Although the quantitative targets under the previous mid-term management plan were not achieved, strategic initiatives have begun to generate growth opportunities. Going forward, the Company aims to increase investment returns, establish a sustainable virtuous cycle in which investment in businesses and human capital generates further investment, and put growth on a firm trajectory. It also recognizes that business opportunities are expanding as a result of social issues such as carbon neutrality and labor shortages.
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.