Worth reading
67In focus
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
35
Hundreds of millions of yenWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+24.0%
基準 64,538Target80,000million
Operating profit+35.5%
基準 2,583Target3,500million
ROE+3.0pt
基準 2,026Target2,029%
ROIC+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.
What happened to the previous planConsolidated ordinary income of ¥1.9 billion, ROE of 5.4%, and an investment framework of ¥5 billion for M&A and other initiatives → Consolidated ordinary income of ¥2.8 billion, ROE of 6.0%, and an investment framework of ¥6.5 billion for M&A and other initiatives (including ¥5 billion for M&A investments)（Consolidated ordinary income: +47.4%; ROE: +11.1%; investment framework: +30.0%）+20.4%Calculated from the two disclosed figures
Total investment planGrowth investment of ¥5 billion to ¥8 billion (cumulative total for fiscal 2026–fiscal 2028)
Investment amount by sectorField Growth investment (expansion and M&A) / Amount ¥5 billion / Limit ¥8 billion, Field M&A or shareholder returns / Amount Up to ¥3 billion, Field Shareholder returns (share buybacks) / Amount ¥1 billion, Field Shareholder returns and dividends / Amount ¥3 billion
Statements about the use of capital
Payout ratio / DOE policyThe company targets a dividend payout ratio of approximately 50%, based on adjusted net income excluding one-off gains and losses. In principle, it will continue its progressive dividend policy throughout the plan period, maintaining or increasing dividends without reducing them. Applicable period: fiscal 2026–fiscal 2028The 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 will consider making additional share buybacks flexibly, taking into account the business environment and financial condition. Under its cash allocation plan, it plans to spend ¥1 billion on share buybacks over the 3-year period, with total shareholder returns, including dividends and share buybacks, of ¥4 billion to ¥7 billion.
Key initiatives
01Business portfolio strategy balancing profitability and growth
02M&A strategy targeting non-linear growth
03Regional and partner strategy to strengthen global competitiveness
04Human resources and organizational strategy to enhance organizational vitality and talent competitiveness
05DX strategy to achieve data-driven management
Plan assumptionsThe plan is based on assumptions regarding the effects of economic conditions in Japan and overseas, fluctuations in foreign exchange rates between currencies, market conditions, the competitive environment, and the introduction and success or failure of new products handled by the company. Specific numerical assumptions for foreign exchange rates, raw material prices, and other factors have not been disclosed.
Segment targetSegment Industrial Equipment Division / Sales Target ¥22,000 million / Operating profit target ¥1,600 million / Timing Fiscal year ending March 2029, Segment Industrial Materials Division / Sales Target ¥34,000 million / Operating profit target ¥700 million / Timing Fiscal year ending March 2029, Segment Machinery Components Division / Sales Target ¥24,000 million / Operating profit target ¥1,200 million / Timing Fiscal year ending March 2029
Non-financial targetsIndicator name Labor productivity / Target value 30% improvement / Timing Not disclosed
Risks identified by the company
Uncertainty in the global economy
Higher raw material prices
Climate Change
Loss of business continuity and competitiveness due to extreme weather, supply disruptions, and delays in technological innovation
Loss of competitiveness and decline in the market due to insufficient investment in technological innovation
Loss of trust, legal sanctions, and deterioration in corporate performance due to ethical issues and insufficient attention to safety
Loss of trust, legal sanctions, and lost market opportunities due to product defects and inadequate compliance
Loss of trust, damage to brand value, and economic losses due to anticompetitive conduct and information leaks
Reason for revision or withdrawal
The company recognizes that the business environment is undergoing structural change due to social demands for decarbonization, advancing digitalization, the normalization of geopolitical risks, and labor shortages, making it essential to enhance and evolve its traditional business model in order to achieve sustainable growth and improve capital efficiency.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan 2028, Beyond NEXUS |
| Plan period | FY2026-FY2028 (3 years) |
| Progress against the plan | Formulated |
| Sales Target | 64,538 (actual for the fiscal year ended March 2026) → 80,000 (target for the fiscal year ending March 2029)（+24.0%） |
| Operating profit target | 2,583 (actual for the fiscal year ended March 2026) → 3,500 (target for the fiscal year ending March 2029)（+35.5%） |
| ROE target | 6.0% (actual for the fiscal year ended March 2026) → At least 8% (target for the fiscal year ending March 2029)（+33.3% or more） |
| ROIC target | 4.7% (actual for the fiscal year ended March 2026) → At least 7% (target for the fiscal year ending March 2029)（+48.9% or more） |
| Payout ratio / DOE policy | The company targets a dividend payout ratio of approximately 50%, based on adjusted net income excluding one-off gains and losses. In principle, it will continue its progressive dividend policy throughout the plan period, maintaining or increasing dividends without reducing them. Applicable period: fiscal 2026–fiscal 2028 |
| Treasury share acquisition policy | The company will consider making additional share buybacks flexibly, taking into account the business environment and financial condition. Under its cash allocation plan, it plans to spend ¥1 billion on share buybacks over the 3-year period, with total shareholder returns, including dividends and share buybacks, of ¥4 billion to ¥7 billion. |
| Total investment plan | Growth investment of ¥5 billion to ¥8 billion (cumulative total for fiscal 2026–fiscal 2028) |
| Investment amount by sector | Field Growth investment (expansion and M&A) / Amount ¥5 billion / Limit ¥8 billion, Field M&A or shareholder returns / Amount Up to ¥3 billion, Field Shareholder returns (share buybacks) / Amount ¥1 billion, Field Shareholder returns and dividends / Amount ¥3 billion |
| Segment target | Segment Industrial Equipment Division / Sales Target ¥22,000 million / Operating profit target ¥1,600 million / Timing Fiscal year ending March 2029, Segment Industrial Materials Division / Sales Target ¥34,000 million / Operating profit target ¥700 million / Timing Fiscal year ending March 2029, Segment Machinery Components Division / Sales Target ¥24,000 million / Operating profit target ¥1,200 million / Timing Fiscal year ending March 2029 |
| Non-financial targets | Indicator name Labor productivity / Target value 30% improvement / Timing Not disclosed |
| Plan assumptions | The plan is based on assumptions regarding the effects of economic conditions in Japan and overseas, fluctuations in foreign exchange rates between currencies, market conditions, the competitive environment, and the introduction and success or failure of new products handled by the company. Specific numerical assumptions for foreign exchange rates, raw material prices, and other factors have not been disclosed. |
| Key initiatives | Business portfolio strategy balancing profitability and growth, M&A strategy targeting non-linear growth, Regional and partner strategy to strengthen global competitiveness, Human resources and organizational strategy to enhance organizational vitality and talent competitiveness, DX strategy to achieve data-driven management |
| Results under the previous plan | Consolidated ordinary income of ¥1.9 billion, ROE of 5.4%, and an investment framework of ¥5 billion for M&A and other initiatives → Consolidated ordinary income of ¥2.8 billion, ROE of 6.0%, and an investment framework of ¥6.5 billion for M&A and other initiatives (including ¥5 billion for M&A investments)（Consolidated ordinary income: +47.4%; ROE: +11.1%; investment framework: +30.0%） |
| Reason for revision or withdrawal | The company recognizes that the business environment is undergoing structural change due to social demands for decarbonization, advancing digitalization, the normalization of geopolitical risks, and labor shortages, making it essential to enhance and evolve its traditional business model in order to achieve sustainable growth and improve capital efficiency. |
| Risks identified | Uncertainty in the global economy, Higher raw material prices, Climate Change, Loss of business continuity and competitiveness due to extreme weather, supply disruptions, and delays in technological innovation, Loss of competitiveness and decline in the market due to insufficient investment in technological innovation, Loss of trust, legal sanctions, and deterioration in corporate performance due to ethical issues and insufficient attention to safety, Loss of trust, legal sanctions, and lost market opportunities due to product defects and inadequate compliance, Loss of trust, damage to brand value, and economic losses due to anticompetitive conduct and information leaks |
| Publication date | 14 May 2026 |
Items this document does not state (6)
Operating profit margin targetNet income targetCost of capitalSelf-assessment of PBR and share priceSize 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 business environment is undergoing structural change due to social demands for decarbonization, advancing digitalization, the normalization of geopolitical risks, and labor shortages. The company therefore recognizes that enhancing and evolving its traditional business model is essential to achieving sustainable growth and improving capital efficiency.
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.