Worth reading
86Important
Scored from 4 of 5 sectionsDirection
Improvement
Direction inferred from the company’s description.Scale
29
¥100 million (increase in operating profit from FY2025)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit-62.0%
基準 5,332Target2,028million / ¥100 million
Operating profit margin+3.0pt
基準 2,025Target2,028%
ROE+3.0pt
基準 2,025Target2,028%
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.
What happened to the previous plan¥5,700 million (FY2025 target) → ¥5,332 million (FY2025 actual)-6.5%Calculated from the two disclosed figures
Investment amount by sectorField Human capital investment / Amount ¥2 billion / Period Covered Cumulative over the medium-term management plan period
Key initiatives
01Strengthen solution and coordination capabilities
02Strengthen the supply chain
03Strategically concentrate resources in high-growth areas
04Accelerate expansion into areas with growth potential
05Make strategic investments and enhance the business portfolio
06Advance カナデン AX+ (AI-driven transformation)
07Developing self-directed talent and strengthening organizational teamwork
08Advance fair and transparent management and governance
Non-financial targetsIndicator Environmental products and solutions as a percentage of total sales / Target value More than 10% / Timing FY2028, Indicator Annual sales of automation solutions / Target value 1.5 times FY2025 / Timing FY2028, Indicator Annual sales of occupational health and safety solutions / Target value 1.3 times FY2025 / Timing FY2028, Indicator Number of solution offerings / Target value 25 / Timing FY2028, Indicator Human capital investment / Target value ¥2.0 billion (cumulative over the medium-term management plan period) / Timing Cumulative over the plan period, Indicator Profit contribution from new business areas, including M&A, as a percentage of total profit / Target value At least 10% / Timing FY2028, Indicator EcoVadis score / Target value Achieve a Bronze rating / Timing FY2028, Indicator Employee engagement score / Target value Score of at least 51 / Timing FY2028, Indicator Productivity Improvement / Target value 1.3 times FY2025 / Timing FY2028, Indicator Prevention of external cyberattacks / Target value Maintain the number of serious incidents at 0. / Timing FY2028
Risks identified by the company
Changes in and crises arising from the external environment
External cyberattacks
Reason for revision or withdrawal
Using the challenges identified under the previous medium-term management plan as the starting point for “True Solution 2028,” the Company aims to establish a highly profitable business structure by accelerating the shift toward higher value-added offerings to further improve profitability, proactively allocating resources to growth areas, advancing its digital transformation platform, and developing self-directed talent.
| Item | Details |
|---|---|
| Plan name | New Medium-Term Management Plan “True Solution 2028” |
| Plan period | Three years from FY2026 through FY2028 |
| Progress against the plan | Formulated |
| Operating profit target | ¥5,332 million (FY2025 actual) → At least ¥8.2 billion (FY2028 target) |
| Operating profit margin target | 3.7% (FY2025 actual) → At least 5.0% (FY2028 target) |
| ROE target | 8.0% (FY2025 actual) → At least 10.0% (FY2028 target) |
| Investment amount by sector | Field Human capital investment / Amount ¥2 billion / Period Covered Cumulative over the medium-term management plan period |
| Non-financial targets | Indicator Environmental products and solutions as a percentage of total sales / Target value More than 10% / Timing FY2028, Indicator Annual sales of automation solutions / Target value 1.5 times FY2025 / Timing FY2028, Indicator Annual sales of occupational health and safety solutions / Target value 1.3 times FY2025 / Timing FY2028, Indicator Number of solution offerings / Target value 25 / Timing FY2028, Indicator Human capital investment / Target value ¥2.0 billion (cumulative over the medium-term management plan period) / Timing Cumulative over the plan period, Indicator Profit contribution from new business areas, including M&A, as a percentage of total profit / Target value At least 10% / Timing FY2028, Indicator EcoVadis score / Target value Achieve a Bronze rating / Timing FY2028, Indicator Employee engagement score / Target value Score of at least 51 / Timing FY2028, Indicator Productivity Improvement / Target value 1.3 times FY2025 / Timing FY2028, Indicator Prevention of external cyberattacks / Target value Maintain the number of serious incidents at 0. / Timing FY2028 |
| Key initiatives | Strengthen solution and coordination capabilities, Strengthen the supply chain, Strategically concentrate resources in high-growth areas, Accelerate expansion into areas with growth potential, Make strategic investments and enhance the business portfolio, Advance カナデン AX+ (AI-driven transformation), Developing self-directed talent and strengthening organizational teamwork, Advance fair and transparent management and governance |
| Results under the previous plan | ¥5,700 million (FY2025 target) → ¥5,332 million (FY2025 actual) |
| Reason for revision or withdrawal | Using the challenges identified under the previous medium-term management plan as the starting point for “True Solution 2028,” the Company aims to establish a highly profitable business structure by accelerating the shift toward higher value-added offerings to further improve profitability, proactively allocating resources to growth areas, advancing its digital transformation platform, and developing self-directed talent. |
| Risks identified | Changes in and crises arising from the external environment, External cyberattacks |
| Publication date | 13 May 2026 |
Items this document does not state (12)
Sales TargetNet income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetPlan assumptionsSize 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 Company aims to achieve sustainable growth and further improve capital efficiency by making maximum use of the customer base, expertise, and technologies developed under the previous medium-term management plan to provide “true solutions” that fundamentally address customers’ challenges. It states that the challenges identified under the previous medium-term management plan will serve as the starting point for “True Solution 2028,” with the aim of establishing a highly profitable business structure.
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.