Worth reading
56In 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
3000
¥100 million (fiscal 2030 revenue target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.2%
基準 2,025Target2,030100 million
Operating profit+0.2%
基準 2,025Target2,030100 million
Operating profit margin+5.0pt
基準 2,025Target2,030%
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 planNet sales of ¥220.0 billion and operating income of ¥7.0 billion (fiscal 2026 targets) → Net sales of ¥227.5 billion and operating income of ¥7.5 billion (fiscal 2026 actual)（Increase of 3.4% in net sales and 7.1% in operating income (calculated)）0.0%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyShareholder returns based on a progressive dividend policy. Numerical targets and applicable period: not disclosedThe payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share priceThe Company recognizes achieving a PBR of at least 1x as a challenge and aims to achieve a PBR of at least 1x through its share price and IR policiesPBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Establish a firm position as a technical trading company specializing in factory automation (FA)
02Provide integrated solutions in the OT (operational technology) and IT fields
03Expand sales of strategic products in growing industries
04Expand the core business by deepening opportunities with existing customers and expanding the new customer base
05Deepen technical capabilities by expanding new elemental technologies
06Develop focus areas and expand the range of new products
07Focus on the data center, logistics and urban redevelopment sectors
08Evolve into a high-value-added business integrating air conditioning, power supply, lighting and renewable energy
09Strengthen an integrated engineering structure covering design, sales, construction and maintenance
10Accelerate global expansion
11Expand the scope of contract manufacturing
12Strengthen quality control and preventive measures
13Establish locations in regions with customer demand and provide consistent support to global customers
14Expand overseas technical centers
15Identify local suppliers with market advantages
16Actively utilize alliances and M&A
17Complete the Tachibana-style job-based personnel system
18Define the skills required to achieve GIC30 and develop human resources
19Recruit talent based on a long-term workforce plan
20Standardize the use of AI and RPA in day-to-day operations
21Transfer operational and personnel know-how to AI to support various decisions
22Improve digital tool skills and foster an organizational culture that supports their use
23Establish an information infrastructure for the entire Group
24Renewal of the Core Information System
25Reduce non-business assets
26Make disciplined investments in business growth
27Provide shareholder returns based on a progressive dividend policy
28Strengthen and stabilize shareholder returns
29Strengthen IR and SR
30Strengthen dialogue with shareholders and investors
31Visualize risk information based on the information infrastructure
32Create an environment for rapid, data-driven decision-making
33Continue thorough compliance training
34Promote the adoption of environmentally considerate products
35Propose environmental solutions to customers and business partners
36Reduce GHG emissions across the Group’s operations
37Provide consolidated disclosure of Scope 1 and 2 emissions and prepare for Scope 3 disclosure
38Gradually transition to the Tachibana-style job-based personnel system
39Implement training to promote employee capability development
40Promoting Health Management
41Strengthen initiatives to promote women’s participation and advancement
42Continue satoyama conservation activities at Nagomi-no-Sato and collaborate with local communities
43Continuously strengthen the corporate governance structure
44Visualize risks by establishing an information infrastructure and strengthen global management control
45Continue to provide compliance training
Risks identified by the company
Contraction of the domestic market and diversification of production locations
Increasing geopolitical risks and protectionist policies
Foreign exchange fluctuations, higher resource prices and trade restrictions
Intensifying competition in the components business due to the rise of overseas and domestic manufacturers
Labor shortages and rising labor costs due to the declining birthrate and aging population
The digital divide resulting from advances in AI
Retirement of the baby-boom generation
Growing emphasis on sustainability-oriented management
Demand for management that takes the cost of capital into account
Industry reorganization
Reason for revision or withdrawal
The performance targets set under the previous medium- to long-term management plan, “NEW C.C.J2200,” were achieved during the plan period. To evolve further as a global company and pursue its next phase of growth, the Company formulated a new medium- to long-term management plan.
| Item | Details |
|---|---|
| Plan name | ＧＩＣ３０ |
| Plan period | Five years (fiscal years ending March 2027 to March 2031) |
| Progress against the plan | Formulated |
| Sales Target | ¥227.5 billion (fiscal 2025 actual) → ¥300.0 billion (fiscal 2030)（Increase of 31.9% (calculated)） |
| Operating profit target | ¥7.5 billion (fiscal 2025 actual) → ¥12.0 billion (fiscal 2030)（Increase of 60.0% (calculated)） |
| Operating profit margin target | 3.3% (fiscal 2025 actual) → 4.0% (fiscal 2030)（Increase of 21.2% (calculated)） |
| Payout ratio / DOE policy | Shareholder returns based on a progressive dividend policy. Numerical targets and applicable period: not disclosed |
| Self-assessment of PBR and share price | The Company recognizes achieving a PBR of at least 1x as a challenge and aims to achieve a PBR of at least 1x through its share price and IR policies |
| Key initiatives | Establish a firm position as a technical trading company specializing in factory automation (FA), Provide integrated solutions in the OT (operational technology) and IT fields, Expand sales of strategic products in growing industries, Expand the core business by deepening opportunities with existing customers and expanding the new customer base, Deepen technical capabilities by expanding new elemental technologies, Develop focus areas and expand the range of new products, Focus on the data center, logistics and urban redevelopment sectors, Evolve into a high-value-added business integrating air conditioning, power supply, lighting and renewable energy, Strengthen an integrated engineering structure covering design, sales, construction and maintenance, Accelerate global expansion, Expand the scope of contract manufacturing, Strengthen quality control and preventive measures, Establish locations in regions with customer demand and provide consistent support to global customers, Expand overseas technical centers, Identify local suppliers with market advantages, Actively utilize alliances and M&A, Complete the Tachibana-style job-based personnel system, Define the skills required to achieve GIC30 and develop human resources, Recruit talent based on a long-term workforce plan, Standardize the use of AI and RPA in day-to-day operations, Transfer operational and personnel know-how to AI to support various decisions, Improve digital tool skills and foster an organizational culture that supports their use, Establish an information infrastructure for the entire Group, Renewal of the Core Information System, Reduce non-business assets, Make disciplined investments in business growth, Provide shareholder returns based on a progressive dividend policy, Strengthen and stabilize shareholder returns, Strengthen IR and SR, Strengthen dialogue with shareholders and investors, Visualize risk information based on the information infrastructure, Create an environment for rapid, data-driven decision-making, Continue thorough compliance training, Promote the adoption of environmentally considerate products, Propose environmental solutions to customers and business partners, Reduce GHG emissions across the Group’s operations, Provide consolidated disclosure of Scope 1 and 2 emissions and prepare for Scope 3 disclosure, Gradually transition to the Tachibana-style job-based personnel system, Implement training to promote employee capability development, Promoting Health Management, Strengthen initiatives to promote women’s participation and advancement, Continue satoyama conservation activities at Nagomi-no-Sato and collaborate with local communities, Continuously strengthen the corporate governance structure, Visualize risks by establishing an information infrastructure and strengthen global management control, Continue to provide compliance training |
| Results under the previous plan | Net sales of ¥220.0 billion and operating income of ¥7.0 billion (fiscal 2026 targets) → Net sales of ¥227.5 billion and operating income of ¥7.5 billion (fiscal 2026 actual)（Increase of 3.4% in net sales and 7.1% in operating income (calculated)） |
| Reason for revision or withdrawal | The performance targets set under the previous medium- to long-term management plan, “NEW C.C.J2200,” were achieved during the plan period. To evolve further as a global company and pursue its next phase of growth, the Company formulated a new medium- to long-term management plan. |
| Risks identified | Contraction of the domestic market and diversification of production locations, Increasing geopolitical risks and protectionist policies, Foreign exchange fluctuations, higher resource prices and trade restrictions, Intensifying competition in the components business due to the rise of overseas and domestic manufacturers, Labor shortages and rising labor costs due to the declining birthrate and aging population, The digital divide resulting from advances in AI, Retirement of the baby-boom generation, Growing emphasis on sustainability-oriented management, Demand for management that takes the cost of capital into account, Industry reorganization |
| Publication date | 12 May 2026 |
Items this document does not state (12)
Net income targetROE targetROIC targetTreasury share acquisition policyCost of capitalTotal investment planInvestment amount by sectorSegment targetNon-financial targetsPlan 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 consolidated net sales target of ¥220.0 billion and consolidated operating income target of ¥7.0 billion set under the previous medium- to long-term management plan, “NEW C.C.J2200,” were achieved during the plan period. The Company aims to evolve further as a global company and pursue its next phase of growth.
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