Worth reading
52Recurring
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Displayed only when the document provides numerical figures.Wording
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How definitive the wording is.Items stated in the management plan
Partially revisedOperating profitNot disclosed → ¥1.6 billion or more (core operating profit, excluding gains on sales of investment trusts)
Net income for the current fiscal year¥1 billion or more (net income, consolidated basis) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planPre-revision targets for fiscal 2028: a cumulative total of 1,000 business succession consulting engagements, monthly investment trust accumulation contributions of at least ¥100 million, at least 230 financial seminars per year, a lending ratio to small and medium-sized enterprises and other customers of at least 75%, 450 employees, approximately 586 training hours, and net income of at least ¥1 billion → Reported results as of the end of fiscal 2025: 735 business succession consulting engagements, NISA balances of approximately ¥4 billion, 37 inheritance-related consultation sessions and workplace seminars per year, 10 employees dispatched to external training programs, and core operating profit of ¥800 million-0.1%Calculated from the two disclosed figures
Key initiatives
01Transforming the earnings structure in a world with interest rates
02Strengthening regional financial capabilities through corporate support
03Pursuing management efficiency through organizational and DX reforms
04Establishing an efficient and effective governance framework
Non-financial targetsIndicator name Number of business succession consulting engagements / Target value Cumulative total of 1,000 engagements / Timing Fiscal 2028 (fiscal 2024 to fiscal 2028), Indicator name Inheritance-related consultation sessions and workplace financial seminars / Target value At least 50 sessions per year / Timing FY2028, Indicator name Number of employees dispatched to external training programs / Target value 45 / Timing FY2028
Risks identified by the company
Surging energy prices and raw material costs
Rapid Yen Depreciation
A shift to a “world with interest rates” accompanying the Bank of Japan’s phased interest-rate increases
Faster-than-expected changes in the financial and economic environment
Reason for revision or withdrawal
Based on the plan’s progress, recent rapid changes in the operating environment and trends in the financial markets, as well as future business development with 株式会社Plan・Do・See, with which the Company entered into a capital and business alliance agreement in November 2025, the Company will pursue a rapid strategic shift by viewing rapid changes in the environment as an opportunity for further growth and a major advance.
| Item | Details |
|---|---|
| Plan name | 7th Medium-Term Management Plan “Change & Challenge” |
| Plan period | April 2024 to March 2029 |
| Progress against the plan | Partially revised |
| Operating profit target | Not disclosed → ¥1.6 billion or more (core operating profit, excluding gains on sales of investment trusts) |
| Net income target | ¥1 billion or more (net income, consolidated basis) → Not disclosed |
| Non-financial targets | Indicator name Number of business succession consulting engagements / Target value Cumulative total of 1,000 engagements / Timing Fiscal 2028 (fiscal 2024 to fiscal 2028), Indicator name Inheritance-related consultation sessions and workplace financial seminars / Target value At least 50 sessions per year / Timing FY2028, Indicator name Number of employees dispatched to external training programs / Target value 45 / Timing FY2028 |
| Key initiatives | Transforming the earnings structure in a world with interest rates, Strengthening regional financial capabilities through corporate support, Pursuing management efficiency through organizational and DX reforms, Establishing an efficient and effective governance framework |
| Results under the previous plan | Pre-revision targets for fiscal 2028: a cumulative total of 1,000 business succession consulting engagements, monthly investment trust accumulation contributions of at least ¥100 million, at least 230 financial seminars per year, a lending ratio to small and medium-sized enterprises and other customers of at least 75%, 450 employees, approximately 586 training hours, and net income of at least ¥1 billion → Reported results as of the end of fiscal 2025: 735 business succession consulting engagements, NISA balances of approximately ¥4 billion, 37 inheritance-related consultation sessions and workplace seminars per year, 10 employees dispatched to external training programs, and core operating profit of ¥800 million |
| Reason for revision or withdrawal | Based on the plan’s progress, recent rapid changes in the operating environment and trends in the financial markets, as well as future business development with 株式会社Plan・Do・See, with which the Company entered into a capital and business alliance agreement in November 2025, the Company will pursue a rapid strategic shift by viewing rapid changes in the environment as an opportunity for further growth and a major advance. |
| Risks identified | Surging energy prices and raw material costs, Rapid Yen Depreciation, A shift to a “world with interest rates” accompanying the Bank of Japan’s phased interest-rate increases, Faster-than-expected changes in the financial and economic environment |
| Publication date | 12 May 2026 |
Items this document does not state (14)
Sales TargetOperating profit margin targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment 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.Based on the plan’s progress, recent rapid changes in the operating environment and trends in the financial markets, as well as future business development with 株式会社Plan・Do・See, with which the Company entered into a capital and business alliance agreement in November 2025, the Company will pursue a rapid strategic shift by viewing rapid changes in the environment as an opportunity for growth.
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