Worth reading
56In focus
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Direction inferred from the company’s description.Scale
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Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales-96.0%
基準 2,026Target82Hundreds of millions of yen
Operating profit-96.0%
基準 2,026Target82Hundreds of millions of yen
ROE-1,944.0pt
基準 2,026Target82％
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 planFiscal year ended September 2024: net sales of ¥39.0 billion and operating income of ¥2.78 billion / fiscal year ended September 2025: net sales of ¥41.1 billion and operating income of ¥2.90 billion / fiscal year ending September 2026: net sales of at least ¥45.0 billion, operating income of at least ¥3.0 billion, and ROE of at least 9% → Actual for the fiscal year ended September 2024: net sales of ¥40.2 billion, operating income of ¥2.85 billion, and ROE of 9.3% / actual for the fiscal year ended September 2025: net sales of ¥41.5 billion, operating income of ¥2.85 billion, and ROE of 8.4% / forecast for the fiscal year ending September 2026: net sales of ¥42.0 billion, operating income of ¥2.6 billion, and ROE not stated0.0%Calculated from the two disclosed figures
Total investment planAt least ¥5.5 billion (cumulative for fiscal years 80–82, based on cash flow expenditures)
Investment amount by sectorField Technology development and research and development (R&D) / Amount Not disclosed / Purpose Production structure reform, implementation of AI in operations, development of a service platform, and exploration of next-generation platform technologies, Field Operating facilities / Amount Not disclosed / Purpose Optimization of aircraft-related equipment and facilities, and expansion of the foundations of growth businesses, Field Management platform, DX and IT / Amount Not disclosed / Purpose Improving operational efficiency, developing an AI-Ready environment and talent, and developing a platform for data utilization, Field Enhancing corporate value / Amount Not disclosed / Purpose Promoting IR strategy, strengthening the brand, and strengthening sustainability management, Field New Businesses and M&A / Amount Not disclosed / Purpose Expanding the business portfolio and capturing growth opportunities through expansion of the consolidated group
Statements about the use of capital
Payout ratio / DOE policyThe basic policy is to target a dividend payout ratio of at least 35% and provide continuous and stable shareholder returns. The period covered is Medium-Term Management Plan 2029.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Steady growth and stronger profitability in core businesses through the promotion of DX and production structure reform
02Promoting new businesses and accelerating their commercialization (practicing “ambidextrous management”)
03Launching and improving the new personnel system, strengthening talent development and recruitment capabilities, and creating a culture and systems that embrace diversity
04Strengthening safety and quality management capabilities to address the diversification of businesses organizationally
05Operating and improving sustainable management (maintaining and advancing compliance management and SDGs management)
06AI-READY strategy (the next stage of DX)
07The world envisioned by the R&D division
08Continuing ambidextrous management (new business strategy, phase 2)
09Human Capital Strategy
10IT, DX and AI strategy
Plan assumptionsHigher personnel costs, increased procurement costs, increased IT investment to strengthen security, market changes driven by increased defense-related spending and GX-related investment, and market changes driven by the diversification of the surveying industry. Numerical assumptions regarding foreign exchange rates, market growth rates and other factors are Not disclosed.
Non-financial targetsIndicator Accidents and claims / Target value Pursue zero / Timing The period of Medium-Term Management Plan 2029 (no specific timing stated), Indicator AI-READY / Target value A corporate state in which AI functions as a prerequisite for operations and decision-making / Timing 2029, Indicator Carbon Neutrality / Target value Carbon Neutrality by 2050 / Timing 2050
Risks identified by the company
Economic Conditions
Market Trends
Competitive landscape
Risks and uncertainties related to weather and other factors
| Item | Details |
|---|---|
| Plan name | Asia Air Survey Group Medium-Term Management Plan 2029 |
| Plan period | 3 years from October 2026 to September 2029 (fiscal years 80–82) |
| Progress against the plan | Formulated |
| Sales Target | At least ¥45.0 billion (final target under Medium-Term Management Plan 2026) / ¥42.0 billion (forecast for the fiscal year ending September 2026) → At least ¥48.0 billion (fiscal year 82) |
| Operating profit target | At least ¥3.0 billion (final target under Medium-Term Management Plan 2026) / ¥2.6 billion (forecast for the fiscal year ending September 2026) → At least ¥3.4 billion (fiscal year 82) |
| ROE target | At least 9% (final target under Medium-Term Management Plan 2026) / 8.4% (actual for the fiscal year ended September 2025) → At least 8% (fiscal year 82) |
| Payout ratio / DOE policy | The basic policy is to target a dividend payout ratio of at least 35% and provide continuous and stable shareholder returns. The period covered is Medium-Term Management Plan 2029. |
| Total investment plan | At least ¥5.5 billion (cumulative for fiscal years 80–82, based on cash flow expenditures) |
| Investment amount by sector | Field Technology development and research and development (R&D) / Amount Not disclosed / Purpose Production structure reform, implementation of AI in operations, development of a service platform, and exploration of next-generation platform technologies, Field Operating facilities / Amount Not disclosed / Purpose Optimization of aircraft-related equipment and facilities, and expansion of the foundations of growth businesses, Field Management platform, DX and IT / Amount Not disclosed / Purpose Improving operational efficiency, developing an AI-Ready environment and talent, and developing a platform for data utilization, Field Enhancing corporate value / Amount Not disclosed / Purpose Promoting IR strategy, strengthening the brand, and strengthening sustainability management, Field New Businesses and M&A / Amount Not disclosed / Purpose Expanding the business portfolio and capturing growth opportunities through expansion of the consolidated group |
| Non-financial targets | Indicator Accidents and claims / Target value Pursue zero / Timing The period of Medium-Term Management Plan 2029 (no specific timing stated), Indicator AI-READY / Target value A corporate state in which AI functions as a prerequisite for operations and decision-making / Timing 2029, Indicator Carbon Neutrality / Target value Carbon Neutrality by 2050 / Timing 2050 |
| Plan assumptions | Higher personnel costs, increased procurement costs, increased IT investment to strengthen security, market changes driven by increased defense-related spending and GX-related investment, and market changes driven by the diversification of the surveying industry. Numerical assumptions regarding foreign exchange rates, market growth rates and other factors are Not disclosed. |
| Key initiatives | Steady growth and stronger profitability in core businesses through the promotion of DX and production structure reform, Promoting new businesses and accelerating their commercialization (practicing “ambidextrous management”), Launching and improving the new personnel system, strengthening talent development and recruitment capabilities, and creating a culture and systems that embrace diversity, Strengthening safety and quality management capabilities to address the diversification of businesses organizationally, Operating and improving sustainable management (maintaining and advancing compliance management and SDGs management), AI-READY strategy (the next stage of DX), The world envisioned by the R&D division, Continuing ambidextrous management (new business strategy, phase 2), Human Capital Strategy, IT, DX and AI strategy |
| Results under the previous plan | Fiscal year ended September 2024: net sales of ¥39.0 billion and operating income of ¥2.78 billion / fiscal year ended September 2025: net sales of ¥41.1 billion and operating income of ¥2.90 billion / fiscal year ending September 2026: net sales of at least ¥45.0 billion, operating income of at least ¥3.0 billion, and ROE of at least 9% → Actual for the fiscal year ended September 2024: net sales of ¥40.2 billion, operating income of ¥2.85 billion, and ROE of 9.3% / actual for the fiscal year ended September 2025: net sales of ¥41.5 billion, operating income of ¥2.85 billion, and ROE of 8.4% / forecast for the fiscal year ending September 2026: net sales of ¥42.0 billion, operating income of ¥2.6 billion, and ROE not stated |
| Risks identified | Economic Conditions, Market Trends, Competitive landscape, Risks and uncertainties related to weather and other factors |
| Date of board resolution | 29 September 2026 |
| Publication date | 29 September 2026 |
Items this document does not state (9)
Operating profit margin targetNet income targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceSegment targetReason for revision or withdrawalSize 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.To advance the initiatives of “strengthening the group management platform and establishing the corporate brand” as the second phase of Long-Term Vision 2033. Also, to continuously review the business portfolio and optimally allocate management resources in light of changes in the external and internal environments.
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