Worth reading
60In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
Direction inferred from the company’s description.Scale
350
Hundreds of millions of yenWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal yearNot disclosed → ¥35 billion or more
ROENot disclosed → At least 8%
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNot disclosed → Achievement is expected for all items
Investment amount by sectorField Systems Investment / Amount Approximately ¥20.0 billion, Field Personnel expenses and human capital investment / Amount Increase of approximately ¥5 billion (additional investment)
Statements about the use of capital
Payout ratio / DOE policyA payout ratio of ��% or more is targeted during the plan period (the numerical portion is illegible in the materials)The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Taking on the challenge of creating value from human capital
02Taking on the challenge of advancing financial DX
03Taking on the challenge of regional economic growth
04Taking on the challenge of strengthening the management foundation
05Human Resources Strategy
06Business reform
07DX Strategy
08Regional Strategy
09Channel Strategy
10Community Co-Creation
11Corporate strategy
12Individual customer strategy
13Group Strategy
14New Businesses
15Environmental Protection
16Deposit strategy
17Market investments
18Capital Policy
19Cost control
20Governance
Plan assumptionsA world with interest rates
Non-financial targetsIndicator Employee engagement score / Target value Sustained improvement / Timing Fiscal 2028 and fiscal 2030, Indicator CO2 emissions reduction rate (compared with FY2013) / Target value Carbon Neutrality / Timing Fiscal 2028 and fiscal 2030, Indicator Survey ratings from corporate customers / Target value Continuous improvement / Timing Fiscal 2028 and fiscal 2030, Indicator NPS score among individual customers / Target value Continuous improvement / Timing Fiscal 2028 and fiscal 2030
Risks identified by the company
Changes in the external environment
Market contraction due to population decline
Credit concentration risk
Reason for revision or withdrawal
To establish a sustainable growth trajectory in a world with interest rates. Also, to accelerate the Group's efforts as an integrated consulting group toward realizing Long-Term Vision 2030.
| Item | Details |
|---|---|
| Plan name | So, We Take on the Challenge. — Giving Shape to the Future of the Region — |
| Plan period | FY2026-FY2028 (1 April 2026 to 31 March 2029, 3 years) |
| Progress against the plan | Formulated |
| Net income target | Not disclosed → ¥35 billion or more |
| ROE target | Not disclosed → At least 8% |
| Payout ratio / DOE policy | A payout ratio of ��% or more is targeted during the plan period (the numerical portion is illegible in the materials) |
| Investment amount by sector | Field Systems Investment / Amount Approximately ¥20.0 billion, Field Personnel expenses and human capital investment / Amount Increase of approximately ¥5 billion (additional investment) |
| Non-financial targets | Indicator Employee engagement score / Target value Sustained improvement / Timing Fiscal 2028 and fiscal 2030, Indicator CO2 emissions reduction rate (compared with FY2013) / Target value Carbon Neutrality / Timing Fiscal 2028 and fiscal 2030, Indicator Survey ratings from corporate customers / Target value Continuous improvement / Timing Fiscal 2028 and fiscal 2030, Indicator NPS score among individual customers / Target value Continuous improvement / Timing Fiscal 2028 and fiscal 2030 |
| Plan assumptions | A world with interest rates |
| Key initiatives | Taking on the challenge of creating value from human capital, Taking on the challenge of advancing financial DX, Taking on the challenge of regional economic growth, Taking on the challenge of strengthening the management foundation, Human Resources Strategy, Business reform, DX Strategy, Regional Strategy, Channel Strategy, Community Co-Creation, Corporate strategy, Individual customer strategy, Group Strategy, New Businesses, Environmental Protection, Deposit strategy, Market investments, Capital Policy, Cost control, Governance |
| Results under the previous plan | Not disclosed → Achievement is expected for all items |
| Reason for revision or withdrawal | To establish a sustainable growth trajectory in a world with interest rates. Also, to accelerate the Group's efforts as an integrated consulting group toward realizing Long-Term Vision 2030. |
| Risks identified | Changes in the external environment, Market contraction due to population decline, Credit concentration risk |
| Publication date | 1 April 2026 |
Items this document does not state (11)
Sales TargetOperating profit targetOperating profit margin targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetSize 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.To establish a sustainable growth trajectory in a world with interest rates. Also, to accelerate the Group's efforts as an integrated consulting group toward realizing Long-Term Vision 2030.
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.