Worth reading
19Immaterial
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
—
Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
Key initiatives
01From research to production and technology licensing: advancing social implementation through 3 businesses
02Accumulating technology and an operating base through contract development
03Alongside advancing manufacturing initiatives with OEM partners, the company plans to install large-scale fermenters with capacities of tens of thousands of litres and is considering expanding its production capabilities.
04Supporting mass production in Japan and overseas through licensing and joint ventures
05From the laboratory to the plant: overcoming the barriers to scale-up
06Using 34 days of continuous operation as a springboard toward commercialization
07From domestically sourced timber to the skies: JAL introduces the Mori-Sora Project
08Moving toward a demonstration project in Indonesia using waste oil-palm wood
Non-financial targetsIndicator Bioethanol production volume under the Mori-Sora Project / Target value Annual production capacity of 1,000 kilolitres / Timing From 2027, Indicator Bioethanol production volume under the Mori-Sora Project / Target value Annual production capacity on the order of tens of thousands of kilolitres / Timing Around 2030, Indicator Validation of projects using OPT / Target value Scheduled to complete the demonstration / Timing Through 2027, Indicator OPT processing volume / Target value From tens of thousands of tonnes to more than 100,000 tonnes annually / Timing By around 2030, Indicator JAL’s SAF replacement rate / Target value 10% of total fuel loaded / Timing 2030
Risks identified by the company
The “volume,” “price” and “requirements” for SAF supply from 2030 onward
A stable SAF supply chain
Stable SAF prices
SAF’s high greenhouse-gas reduction impact
Differences in the distribution of temperature, pH, oxygen and nutrients as fermenters are scaled up
The inability to achieve the same productivity even when optimal laboratory conditions are applied directly to large-scale facilities
Reason for revision or withdrawal
The company held the business strategy briefing as a forum for explaining the medium- to long-term vision announced on 15 July 2026 to members of the press.
| Item | Details |
|---|---|
| Plan name | Long- and Medium-Term Vision |
| Non-financial targets | Indicator Bioethanol production volume under the Mori-Sora Project / Target value Annual production capacity of 1,000 kilolitres / Timing From 2027, Indicator Bioethanol production volume under the Mori-Sora Project / Target value Annual production capacity on the order of tens of thousands of kilolitres / Timing Around 2030, Indicator Validation of projects using OPT / Target value Scheduled to complete the demonstration / Timing Through 2027, Indicator OPT processing volume / Target value From tens of thousands of tonnes to more than 100,000 tonnes annually / Timing By around 2030, Indicator JAL’s SAF replacement rate / Target value 10% of total fuel loaded / Timing 2030 |
| Key initiatives | From research to production and technology licensing: advancing social implementation through 3 businesses, Accumulating technology and an operating base through contract development, Alongside advancing manufacturing initiatives with OEM partners, the company plans to install large-scale fermenters with capacities of tens of thousands of litres and is considering expanding its production capabilities., Supporting mass production in Japan and overseas through licensing and joint ventures, From the laboratory to the plant: overcoming the barriers to scale-up, Using 34 days of continuous operation as a springboard toward commercialization, From domestically sourced timber to the skies: JAL introduces the Mori-Sora Project, Moving toward a demonstration project in Indonesia using waste oil-palm wood |
| Reason for revision or withdrawal | The company held the business strategy briefing as a forum for explaining the medium- to long-term vision announced on 15 July 2026 to members of the press. |
| Risks identified | The “volume,” “price” and “requirements” for SAF supply from 2030 onward, A stable SAF supply chain, Stable SAF prices, SAF’s high greenhouse-gas reduction impact, Differences in the distribution of temperature, pH, oxygen and nutrients as fermenters are scaled up, The inability to achieve the same productivity even when optimal laboratory conditions are applied directly to large-scale facilities |
| Publication date | 16 October 2026 |
Items this document does not state (19)
Plan periodProgress against the planSales TargetOperating profit targetOperating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetPlan assumptionsResults under the previous planSize 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 company held the business strategy briefing as a forum for explaining the medium- to long-term vision announced on 15 July 2026 to members of the press.
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.
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.