Worth reading
71In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
1307
¥100 million (operating revenue; fiscal 2030 commitment target compared with fiscal 2025 actual results)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-98.0%
基準 2,025Target40100 million
Operating profit margin+5.0pt
基準 2,025Target2,030%
ROE+5.0pt
基準 2,025Target2,030%
ROIC+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 planInitial profit plan (figures not disclosed) → Actual results fell substantially below the initial profit plan
Total investment planGrowth investment of ¥165 billion (five-year total)
Investment amount by sectorField Store Investment / Amount ¥85 billion / Breakdown New store openings: ¥34 billion (including S&B), Revitalization of existing stores: ¥16 billion, Improvement of store environments: ¥35 billion, Field DX, systems and infrastructure / Amount ¥25 billion / Breakdown DX and systems-related investments: ¥11 billion, Logistics reform: ¥14 billion, Field M&A and New Businesses / Amount ¥55 billion / Breakdown Strengthening the regional dominant-position strategy, Expansion into business areas with high synergy potential, Development of new businesses and open innovation
Statements about the use of capital
Payout ratio / DOE policyA consolidated dividend payout ratio of at least 30% and progressive dividends. During the Third Medium-Term Management Plan period (fiscal 2026–fiscal 2030)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 policyShare repurchases will be conducted to achieve an optimal capital structure and implement a flexible capital policy. The amount, timing and terms have not been disclosed.
Self-assessment of PBR and share priceThe Group recognizes that its PBR has remained below 1x and that there are expectations for enhanced shareholder returns.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Developing stores, products and services based on a deep understanding of customers
02Achieving highly efficient standard operations
03Achieving fundamental reform of the cost structure
04Creating mechanisms to accelerate strategy execution
05Returning to an organizational culture in which each individual thinks independently, takes on challenges and drives innovation, including a review of the personnel system
Plan assumptionsThe new lease accounting standard is expected to be applied during the plan period, and the impact is currently being calculated. The KPIs will be reviewed and disclosed once the impact has been determined. The plan assumes that external factors, including consumer trends, prices and foreign exchange rates, raw material prices, labor costs and energy costs, may fluctuate.
Segment targetSegment GMS business / Net Sales ¥300 billion / Operating profit ¥23.0 billion / Timing FY2030, Segment Supermarket business / Net Sales ¥300 billion / Operating profit ¥10 billion / Timing FY2030, Segment Retail-related businesses / Net Sales ¥80.0 billion / Operating profit ¥7 billion / Timing FY2030
Non-financial targetsIndicator Store count / Target value At least 300 stores / Timing 2030, Indicator Private-label sales mix of food sales / Target value 10.0% / Timing FY2030, Indicator Customer engagement score / Target value Sustained improvement each fiscal year / Timing 2035 long-term vision, Indicator Employee engagement score / Target value At least 70 points / Timing FY2030, Indicator Percentage of male employees taking childcare leave or equivalent leave / Target value 100.0% / Timing FY2030, Indicator Percentage of Female Managers / Target value 18.1% / Timing FY2030, Indicator CO2 emissions from store operations / Target value 50% reduction from fiscal 2013 / Timing 2030, Indicator Electricity used in the operation of newly opened stores / Target value 100% renewable energy / Timing 2030, Indicator Use of plastic shopping bags / Target value 80% reduction from fiscal 2018 / Timing 2030, Indicator Food Loss / Target value 50% reduction from fiscal 2018 / Timing 2030, Indicator Recycling rate of food waste / Target value 70% / Timing 2030, Indicator New Store Openings / Target value 13 stores / Timing Third Medium-Term Management Plan period, Indicator Store Revitalization / Target value 148 stores (47 GMS stores and 101 supermarket stores) / Timing Third Medium-Term Management Plan period
Risks identified by the company
Economic Trends
Personal consumption and consumer trends
Market overview and market environment
Tax systems and other regulations
Prices and foreign exchange rates
Raw-Material Prices
Personnel expenses
Energy Costs
Impact of the new lease accounting standard
Reason for revision or withdrawal
The Group aims to become the community's most trusted comprehensive lifestyle services provider by thoroughly pursuing its community-oriented business model, one of its strengths, while evolving its business structure in response to changes in the operating environment.
| Item | Details |
|---|---|
| Plan name | Third Medium-Term Management Plan |
| Plan period | Fiscal 2026–fiscal 2030 (fiscal years ending February 2027–February 2031) |
| Progress against the plan | Formulated |
| Sales Target | ¥569.3 billion (fiscal 2025 actual results) → ¥700 billion (fiscal 2030 commitment target; ¥800 billion including M&A)（+23.0%） |
| Operating profit target | ¥27.2 billion (fiscal 2025 actual results) → At least ¥35 billion (¥40 billion including M&A)（At least +28.5%） |
| Operating profit margin target | 4.8% (fiscal 2025 actual results) → At least 5.0% (fiscal 2030) |
| ROE target | 5.8% (fiscal 2025 actual results) → At least 6.0% (fiscal 2030) |
| ROIC target | 4.0% (fiscal 2025 actual results) → At least 5.0% (fiscal 2030) |
| Payout ratio / DOE policy | A consolidated dividend payout ratio of at least 30% and progressive dividends. During the Third Medium-Term Management Plan period (fiscal 2026–fiscal 2030) |
| Treasury share acquisition policy | Share repurchases will be conducted to achieve an optimal capital structure and implement a flexible capital policy. The amount, timing and terms have not been disclosed. |
| Self-assessment of PBR and share price | The Group recognizes that its PBR has remained below 1x and that there are expectations for enhanced shareholder returns. |
| Total investment plan | Growth investment of ¥165 billion (five-year total) |
| Investment amount by sector | Field Store Investment / Amount ¥85 billion / Breakdown New store openings: ¥34 billion (including S&B), Revitalization of existing stores: ¥16 billion, Improvement of store environments: ¥35 billion, Field DX, systems and infrastructure / Amount ¥25 billion / Breakdown DX and systems-related investments: ¥11 billion, Logistics reform: ¥14 billion, Field M&A and New Businesses / Amount ¥55 billion / Breakdown Strengthening the regional dominant-position strategy, Expansion into business areas with high synergy potential, Development of new businesses and open innovation |
| Segment target | Segment GMS business / Net Sales ¥300 billion / Operating profit ¥23.0 billion / Timing FY2030, Segment Supermarket business / Net Sales ¥300 billion / Operating profit ¥10 billion / Timing FY2030, Segment Retail-related businesses / Net Sales ¥80.0 billion / Operating profit ¥7 billion / Timing FY2030 |
| Non-financial targets | Indicator Store count / Target value At least 300 stores / Timing 2030, Indicator Private-label sales mix of food sales / Target value 10.0% / Timing FY2030, Indicator Customer engagement score / Target value Sustained improvement each fiscal year / Timing 2035 long-term vision, Indicator Employee engagement score / Target value At least 70 points / Timing FY2030, Indicator Percentage of male employees taking childcare leave or equivalent leave / Target value 100.0% / Timing FY2030, Indicator Percentage of Female Managers / Target value 18.1% / Timing FY2030, Indicator CO2 emissions from store operations / Target value 50% reduction from fiscal 2013 / Timing 2030, Indicator Electricity used in the operation of newly opened stores / Target value 100% renewable energy / Timing 2030, Indicator Use of plastic shopping bags / Target value 80% reduction from fiscal 2018 / Timing 2030, Indicator Food Loss / Target value 50% reduction from fiscal 2018 / Timing 2030, Indicator Recycling rate of food waste / Target value 70% / Timing 2030, Indicator New Store Openings / Target value 13 stores / Timing Third Medium-Term Management Plan period, Indicator Store Revitalization / Target value 148 stores (47 GMS stores and 101 supermarket stores) / Timing Third Medium-Term Management Plan period |
| Plan assumptions | The new lease accounting standard is expected to be applied during the plan period, and the impact is currently being calculated. The KPIs will be reviewed and disclosed once the impact has been determined. The plan assumes that external factors, including consumer trends, prices and foreign exchange rates, raw material prices, labor costs and energy costs, may fluctuate. |
| Key initiatives | Developing stores, products and services based on a deep understanding of customers, Achieving highly efficient standard operations, Achieving fundamental reform of the cost structure, Creating mechanisms to accelerate strategy execution, Returning to an organizational culture in which each individual thinks independently, takes on challenges and drives innovation, including a review of the personnel system |
| Results under the previous plan | Initial profit plan (figures not disclosed) → Actual results fell substantially below the initial profit plan |
| Reason for revision or withdrawal | The Group aims to become the community's most trusted comprehensive lifestyle services provider by thoroughly pursuing its community-oriented business model, one of its strengths, while evolving its business structure in response to changes in the operating environment. |
| Risks identified | Economic Trends, Personal consumption and consumer trends, Market overview and market environment, Tax systems and other regulations, Prices and foreign exchange rates, Raw-Material Prices, Personnel expenses, Energy Costs, Impact of the new lease accounting standard |
| Date of board resolution | 14 April 2026 |
| Publication date | 14 April 2026 |
Items this document does not state (3)
Net income targetCost of capitalSize of the Target Market
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 Group aims to become the community's most trusted comprehensive lifestyle services provider by thoroughly pursuing its community-oriented business model, one of its strengths, while evolving its business structure in response to changes in the operating environment.
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.