Worth reading
48Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Mixed performance
Direction inferred from the company’s description.Scale
200
¥100 million (increase from the expected FY2025 actual amount of strategic business investment)Wording
Conditional
How definitive the wording is.Items stated in the management plan
Annual updateInvestment amount by sectorField Core business investment / Amount Approximately ¥110 billion cumulatively for FY2025-FY2027; ¥37 billion in FY2026, Field Strategic business investment / Amount Approximately ¥130 billion cumulatively for FY2025-FY2027; ¥50 billion in FY2026, Field Electricity business / Amount ¥16 billion cumulatively for FY2025-FY2027; ¥16 billion in FY2026, Field Overseas Business / Amount ¥18 billion cumulatively for FY2025-FY2027; ¥18 billion in FY2026, Field Regional value creation businesses and other areas / Amount ¥16 billion cumulatively for FY2025-FY2027; ¥16 billion in FY2026
Statements about the use of capital
Payout ratio / DOE policyThe company plans to optimize its capital structure with equity of approximately ¥400 billion as a benchmark and provide shareholder returns exceeding a total payout ratio of 100%. The applicable period is the cumulative total for FY2025-FY2027.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Expand gas adoption and advance disaster prevention and safety measures
02Secure stable LNG procurement and establish a trading framework
03Renew the member website Club TOHOGAS
04Build a stable and competitive power supply portfolio
05Deepen energy businesses in Southeast Asia and Australia
06Begin operations at the North American base
07Create regional value through urban development
08Deepen and expand the renovation business
09Advance e-methane projects
10Commercialization of CO2 capture and separation technology
11Demonstrate new hydrogen production technologies
12Revitalize the organization and human resources
13Accelerate company-wide digital transformation
14Co-create with local communities and other initiatives
Plan assumptionsAn uncertain environment driven by geopolitical risks, The future outlook and other forward-looking information in this document represent projections based on information available at the time of assessment
Non-financial targetsIndicator name Number of customers / Target value 3.16 million accounts / Timing FY2026 (plan), Indicator name Owned power generation capacity / Target value 300,000 kW / Timing FY2027 (medium-term plan target), Indicator name City gas sales volume / Target value 3.25 billion m3 / Timing FY2026 (plan), Indicator name LPG sales volume / Target value 470,000 t / Timing FY2026 (plan), Indicator name Electricity sales volume / Target value 2.82 billion kWh / Timing FY2026 (plan), Indicator name City gas development volume / Target value 70 million m3 / Timing FY2026 (plan), Indicator name Start of e-methane production and exports to Japan / Target value Targeted / Timing During FY2030, Indicator name Carbon Neutrality / Target value Actual reduction / Timing 2050
Risks identified by the company
Geopolitical risk
Potential risks and uncertainties
Actual business performance and other results may differ from the plan due to various factors
| Item | Details |
|---|---|
| Plan name | Toho Gas Group Medium-Term Management Plan 2025-2027 |
| Plan period | 2025-2027 |
| Progress against the plan | Annual update |
| Payout ratio / DOE policy | The company plans to optimize its capital structure with equity of approximately ¥400 billion as a benchmark and provide shareholder returns exceeding a total payout ratio of 100%. The applicable period is the cumulative total for FY2025-FY2027. |
| Investment amount by sector | Field Core business investment / Amount Approximately ¥110 billion cumulatively for FY2025-FY2027; ¥37 billion in FY2026, Field Strategic business investment / Amount Approximately ¥130 billion cumulatively for FY2025-FY2027; ¥50 billion in FY2026, Field Electricity business / Amount ¥16 billion cumulatively for FY2025-FY2027; ¥16 billion in FY2026, Field Overseas Business / Amount ¥18 billion cumulatively for FY2025-FY2027; ¥18 billion in FY2026, Field Regional value creation businesses and other areas / Amount ¥16 billion cumulatively for FY2025-FY2027; ¥16 billion in FY2026 |
| Non-financial targets | Indicator name Number of customers / Target value 3.16 million accounts / Timing FY2026 (plan), Indicator name Owned power generation capacity / Target value 300,000 kW / Timing FY2027 (medium-term plan target), Indicator name City gas sales volume / Target value 3.25 billion m3 / Timing FY2026 (plan), Indicator name LPG sales volume / Target value 470,000 t / Timing FY2026 (plan), Indicator name Electricity sales volume / Target value 2.82 billion kWh / Timing FY2026 (plan), Indicator name City gas development volume / Target value 70 million m3 / Timing FY2026 (plan), Indicator name Start of e-methane production and exports to Japan / Target value Targeted / Timing During FY2030, Indicator name Carbon Neutrality / Target value Actual reduction / Timing 2050 |
| Plan assumptions | An uncertain environment driven by geopolitical risks, The future outlook and other forward-looking information in this document represent projections based on information available at the time of assessment |
| Key initiatives | Expand gas adoption and advance disaster prevention and safety measures, Secure stable LNG procurement and establish a trading framework, Renew the member website Club TOHOGAS, Build a stable and competitive power supply portfolio, Deepen energy businesses in Southeast Asia and Australia, Begin operations at the North American base, Create regional value through urban development, Deepen and expand the renovation business, Advance e-methane projects, Commercialization of CO2 capture and separation technology, Demonstrate new hydrogen production technologies, Revitalize the organization and human resources, Accelerate company-wide digital transformation, Co-create with local communities and other initiatives |
| Risks identified | Geopolitical risk, Potential risks and uncertainties, Actual business performance and other results may differ from the plan due to various factors |
| Publication date | 31 March 2026 |
Items this document does not state (15)
Sales TargetOperating profit targetOperating profit margin targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planSegment targetResults under the previous planReason for revision or withdrawalSize 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 steadily implement the four themes of the business strategy, as well as the financial and human resources strategies, in the second year of the Medium-Term Management Plan, while fulfilling its social responsibility to ensure a stable energy supply amid an uncertain environment driven by geopolitical risks.
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.