Worth reading
39Recurring
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
2100
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 → 2,100 Hundreds of millions of yen
ROENot disclosed → 10 %
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planROE of 10% (2025 Medium-Term Plan) → Not disclosed
Statements about the use of capital
Payout ratio / DOE policyDividend payout ratio of at least 45% for FY2028The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01“Evolution and Layering of Business Models 2.0”
02Shift from growth through expansion of asset scale to a growth model focused on profitability
03Reduce the proportion of finance-centered business model categories and expand highly profitable categories, including services, asset management and various operating businesses
04Accelerate a more sharply differentiated reconfiguration of the business portfolio
05Optimize capital allocation
06Create business value through the use of asset data and other resources
07Improve productivity through the use of various digital technologies
08Establish and strengthen the foundation through initiatives including the development of a data-driven management structure
09Embed a corporate culture that encourages challenge and transformation, and develop the leadership to drive them
10Further differentiate and optimize the allocation, evaluation and compensation of human resources
11Revise the executive compensation structure from FY2026
Non-financial targetsIndicator GHG emissions (Scope 1 and 2) compared with FY2019 / Target value △67% / Timing FY2028, Indicator Proportion of new aircraft / Target value 82% / Timing FY2028, Indicator Green building ratio / Target value 61% / Timing FY2028, Indicator Effective utilization rate of properties whose leases have expired / Target value 97.5% / Timing FY2028, Indicator MHC engagement / Target value At least 75% / Timing FY2028, Indicator Human capital portfolio fulfillment rate / Target value At least 80% / Timing FY2028, Indicator New value creation from digital-related businesses / Target value ¥3 billion / Timing FY2028, Indicator Productivity Improvement / Target value Approximately +30% / Timing FY2028
| Item | Details |
|---|---|
| Plan name | 2028 Medium-Term Plan |
| Plan period | FY2026-FY2028 |
| Progress against the plan | Formulated |
| Net income target | Not disclosed → 2,100 Hundreds of millions of yen |
| ROE target | Not disclosed → 10 % |
| Payout ratio / DOE policy | Dividend payout ratio of at least 45% for FY2028 |
| Non-financial targets | Indicator GHG emissions (Scope 1 and 2) compared with FY2019 / Target value △67% / Timing FY2028, Indicator Proportion of new aircraft / Target value 82% / Timing FY2028, Indicator Green building ratio / Target value 61% / Timing FY2028, Indicator Effective utilization rate of properties whose leases have expired / Target value 97.5% / Timing FY2028, Indicator MHC engagement / Target value At least 75% / Timing FY2028, Indicator Human capital portfolio fulfillment rate / Target value At least 80% / Timing FY2028, Indicator New value creation from digital-related businesses / Target value ¥3 billion / Timing FY2028, Indicator Productivity Improvement / Target value Approximately +30% / Timing FY2028 |
| Key initiatives | “Evolution and Layering of Business Models 2.0”, Shift from growth through expansion of asset scale to a growth model focused on profitability, Reduce the proportion of finance-centered business model categories and expand highly profitable categories, including services, asset management and various operating businesses, Accelerate a more sharply differentiated reconfiguration of the business portfolio, Optimize capital allocation, Create business value through the use of asset data and other resources, Improve productivity through the use of various digital technologies, Establish and strengthen the foundation through initiatives including the development of a data-driven management structure, Embed a corporate culture that encourages challenge and transformation, and develop the leadership to drive them, Further differentiate and optimize the allocation, evaluation and compensation of human resources, Revise the executive compensation structure from FY2026 |
| Results under the previous plan | ROE of 10% (2025 Medium-Term Plan) → Not disclosed |
| Publication date | 17 April 2026 |
Items this document does not state (15)
Sales TargetOperating profit targetOperating profit margin targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetPlan assumptionsReason for revision or withdrawalSize of the Target MarketRisks identifiedDate 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 plan is positioned as an important milestone toward achieving the “desired state for FY31,” with the aim of improving profitability and accelerating the enhancement of corporate value.
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.