Worth reading
42Recurring
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
300
¥100 million (upper limit of the M&A investment allocation; lower limit: ¥10 billion)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit marginNot disclosed → 8％〜10％
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNot disclosed → Achieved steady growth
Investment amount by sectorField M&A investment / Amount ¥10 billion–¥30 billion, Field Building a platform for social infrastructure services / Amount Not disclosed
Statements about the use of capital
Cost of capitalThe company aims to sustain capital profitability above the cost of shareholders’ equity, but the capital cost figure is Not disclosedThe cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Self-assessment of PBR and share priceThe company states that it will promote initiatives to achieve management with an awareness of its share price. Its self-assessment and figures regarding PBR and the share price level are Not disclosedPBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Building and promoting a “group strategy” that does not depend on a single industry
02Creating an “engineer ecosystem”
03Investment in building a platform for social infrastructure services
04Initiatives to achieve management with an awareness of the cost of capital and share price
05Pursuing sustainability (initiatives toward a decarbonized and circular society)
Non-financial targetsIndicator name Corporate longevity / Target value A 300-year company / Timing Not disclosed
Reason for revision or withdrawal
The plan was formulated as a management compass from a longer-term perspective, with the company raising its sights one level above those of its previous medium-term management plan.
| Item | Details |
|---|---|
| Plan name | JESG Long-Term Vision |
| Plan period | Fiscal years ending September 2026 through September 2030 (next strategic investment plan) |
| Progress against the plan | Formulated |
| Operating profit margin target | Not disclosed → 8％〜10％ |
| Cost of capital | The company aims to sustain capital profitability above the cost of shareholders’ equity, but the capital cost figure is Not disclosed |
| Self-assessment of PBR and share price | The company states that it will promote initiatives to achieve management with an awareness of its share price. Its self-assessment and figures regarding PBR and the share price level are Not disclosed |
| Investment amount by sector | Field M&A investment / Amount ¥10 billion–¥30 billion, Field Building a platform for social infrastructure services / Amount Not disclosed |
| Non-financial targets | Indicator name Corporate longevity / Target value A 300-year company / Timing Not disclosed |
| Key initiatives | Building and promoting a “group strategy” that does not depend on a single industry, Creating an “engineer ecosystem”, Investment in building a platform for social infrastructure services, Initiatives to achieve management with an awareness of the cost of capital and share price, Pursuing sustainability (initiatives toward a decarbonized and circular society) |
| Results under the previous plan | Not disclosed → Achieved steady growth |
| Reason for revision or withdrawal | The plan was formulated as a management compass from a longer-term perspective, with the company raising its sights one level above those of its previous medium-term management plan. |
| Date of board resolution | 23 March 2026 |
| Publication date | 23 March 2026 |
Items this document does not state (12)
Sales TargetOperating profit targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyTotal investment planSegment targetPlan assumptionsSize of the Target MarketRisks identified
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.As social issues become increasingly complex, the company needs to build its business portfolio from a longer-term perspective and improve capital profitability in order to remain a company needed by society.
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.