Worth reading
55In focus
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
750
¥ million (operating profit target for the fiscal year ending September 2029)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+13.3%
基準 6,619Target7,500million
Operating profit+14.9%
基準 653Target750million
Operating profit margin+0.1pt
基準 9.9Target10%
ROE+0.1pt
基準 5.4Target5.5%
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).
What happened to the previous planNot disclosed → Achieved one year ahead of schedule（More than 27% for the top line, 24% for operating profit, and 33% for EBITDA）
Statements about the use of capital
Self-assessment of PBR and share priceThe company continues to trade below the generally cited benchmarks of ROE of at least 8% and PBR of at least 1xPBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Expanding and strengthening stable earnings-generating businesses
02Prioritizing the allocation of resources to growth areas
03Creating new business areas alongside existing businesses
04Providing highly satisfactory products and services through dialogue with customers
05Making effective use of and further expanding the company’s greatest strength, its high-quality customer base
06Strategic investment in human capital: developing talent to drive business model transformation
07Improving management efficiency and reforming the cost structure
08Balancing contributions to the environment, society and the economy with corporate value: contributing to the creation of a sustainable society
09Strengthening the ability to make comprehensive proposals tailored to customers’ diverse lifestyles as a risk management specialist
10Developing specialists with expert knowledge by expanding training programs
11Thorough implementation of optimal portfolio strategies
12Thorough implementation of appropriate, planned facility renewals and cost controls
13Effective use of assets in the Senbonmatsu District and upgrading repair and maintenance management
14Tourism facilities: increasing visitor numbers and improving satisfaction by upgrading facilities within the ranch and enhancing content
15External sales: shifting the product mix from daily-delivery products toward high value-added products, and opening new standalone soft-serve ice cream shops
16Dairy farming: continuing efforts to achieve the SDGs by reducing environmental impact, including through the advancement of circular dairy farming
17Continuing unremitting efforts to maintain and improve course conditions and customer service
18Focusing on disseminating information through the flexible and broad use of media, including social media and YouTube
Risks identified by the company
Persistent inflation
Labor shortages resulting from the declining birth rate, aging population and population decline
Contraction of the domestic market
Growing demands for environmental action centered on decarbonization
Dramatic advances in AI and technology
Increase in workload accompanying growth
Cost increases due to inflation
Poor weather in the golf business
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan 2029 |
| Plan period | Fiscal years ending September 2027 to September 2029 |
| Progress against the plan | Formulated |
| Sales Target | ¥6,619 million → ¥7,500 million（+13.3%） |
| Operating profit target | ¥653 million → ¥750 million（+14.9%） |
| Operating profit margin target | 9.9 % → 10 %（+1.0%） |
| ROE target | 5.4 % → 5.5 %（+1.9%） |
| Self-assessment of PBR and share price | The company continues to trade below the generally cited benchmarks of ROE of at least 8% and PBR of at least 1x |
| Key initiatives | Expanding and strengthening stable earnings-generating businesses, Prioritizing the allocation of resources to growth areas, Creating new business areas alongside existing businesses, Providing highly satisfactory products and services through dialogue with customers, Making effective use of and further expanding the company’s greatest strength, its high-quality customer base, Strategic investment in human capital: developing talent to drive business model transformation, Improving management efficiency and reforming the cost structure, Balancing contributions to the environment, society and the economy with corporate value: contributing to the creation of a sustainable society, Strengthening the ability to make comprehensive proposals tailored to customers’ diverse lifestyles as a risk management specialist, Developing specialists with expert knowledge by expanding training programs, Thorough implementation of optimal portfolio strategies, Thorough implementation of appropriate, planned facility renewals and cost controls, Effective use of assets in the Senbonmatsu District and upgrading repair and maintenance management, Tourism facilities: increasing visitor numbers and improving satisfaction by upgrading facilities within the ranch and enhancing content, External sales: shifting the product mix from daily-delivery products toward high value-added products, and opening new standalone soft-serve ice cream shops, Dairy farming: continuing efforts to achieve the SDGs by reducing environmental impact, including through the advancement of circular dairy farming, Continuing unremitting efforts to maintain and improve course conditions and customer service, Focusing on disseminating information through the flexible and broad use of media, including social media and YouTube |
| Results under the previous plan | Not disclosed → Achieved one year ahead of schedule（More than 27% for the top line, 24% for operating profit, and 33% for EBITDA） |
| Risks identified | Persistent inflation, Labor shortages resulting from the declining birth rate, aging population and population decline, Contraction of the domestic market, Growing demands for environmental action centered on decarbonization, Dramatic advances in AI and technology, Increase in workload accompanying growth, Cost increases due to inflation, Poor weather in the golf business |
| Publication date | 30 October 2026 |
Items this document does not state (13)
Net income targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalTotal investment planInvestment amount by sectorSegment targetNon-financial targetsPlan assumptionsReason 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 address changes in the operating environment, including persistent inflation, labor shortages and domestic market contraction due to the declining birth rate, aging population and population decline, growing demands for environmental action centered on decarbonization, and the dramatic evolution of AI and technology, and to achieve sustainable growth by strengthening the management foundation and building a lasting, resilient management structure.
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.