Worth reading
51Recurring
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
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Displayed only when the document provides numerical figures.Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales+0.2%
基準 2,025Target2,030hundred million
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. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Statements about the use of capital
Payout ratio / DOE policyMaintain a stable dividend level. The applicable period is not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Key initiatives
01Strengthen the Company's earning power as a whole and reconsider the role of the head office and administrative divisions
02Expand customer strategies by strengthening marketing capabilities
03Strengthening the recruitment, development, and retention of personnel who will lead the future
04Increase the added value and profitability of the Tokyo operation, including the reopening of the Tower Building
05Further strengthen the profitability of the Osaka operation
06Ensure stable operations and generate profits at the Kyoto operation, which opened on 5 March 2026
07Maximize profitability at the Kamikochi operation
08Strengthening Corporate Governance
09Optimize resources and maximize profitability at the current Main Building
10Maximize profitability at the new Tower Building
11Become a hotel that continues to grow and can be passed on to future generations at and beyond its 150th anniversary
12Promote sustainability and contribute to achieving the SDGs
13Financial Strategy
Plan assumptionsThe Company aims to begin demolition work on the Imperial Hotel Tokyo Tower Building around the end of fiscal 2030., The plan takes into account progress on the redevelopment, trends in construction and labor costs, energy prices and other inflationary factors, and the impact of the recent social environment.
Size of the Target MarketA graph showing trends in visitors to Japan, sourced from the Japan National Tourism Organization (JNTO), is included, but specific figures for market size and growth rate are not disclosed.
Risks identified by the company
Only a reference is made to the risks described in the annual securities report; specific risk items are not disclosed.
Reason for revision or withdrawal
The Company has continuously verified its business plan in light of progress on the Uchisaiwaicho 1-chome district redevelopment plan, recent trends in construction and labor costs, energy prices and other inflationary factors, and the impact of the recent social environment. In view of the time required to consider a higher-quality business plan following this verification, the Company decided to target the start of demolition work on the Imperial Hotel Tokyo Tower Building around the end of fiscal 2030.
| Item | Details |
|---|---|
| Plan name | Medium- to Long-Term Management Plan (Fiscal 2026 Revision) |
| Plan period | Fiscal 2026–fiscal 2030 (I). The periods for II and III are undecided. The Company aims to celebrate the 150th anniversary of its opening in 2040. |
| Progress against the plan | Partially revised |
| Sales Target | Fiscal 2025 actual: ¥56.2 billion → Fiscal 2027–fiscal 2030 target: ¥62.0 billion or more（10.3% or more） |
| Payout ratio / DOE policy | Maintain a stable dividend level. The applicable period is not disclosed. |
| Plan assumptions | The Company aims to begin demolition work on the Imperial Hotel Tokyo Tower Building around the end of fiscal 2030., The plan takes into account progress on the redevelopment, trends in construction and labor costs, energy prices and other inflationary factors, and the impact of the recent social environment. |
| Key initiatives | Strengthen the Company's earning power as a whole and reconsider the role of the head office and administrative divisions, Expand customer strategies by strengthening marketing capabilities, Strengthening the recruitment, development, and retention of personnel who will lead the future, Increase the added value and profitability of the Tokyo operation, including the reopening of the Tower Building, Further strengthen the profitability of the Osaka operation, Ensure stable operations and generate profits at the Kyoto operation, which opened on 5 March 2026, Maximize profitability at the Kamikochi operation, Strengthening Corporate Governance, Optimize resources and maximize profitability at the current Main Building, Maximize profitability at the new Tower Building, Become a hotel that continues to grow and can be passed on to future generations at and beyond its 150th anniversary, Promote sustainability and contribute to achieving the SDGs, Financial Strategy |
| Reason for revision or withdrawal | The Company has continuously verified its business plan in light of progress on the Uchisaiwaicho 1-chome district redevelopment plan, recent trends in construction and labor costs, energy prices and other inflationary factors, and the impact of the recent social environment. In view of the time required to consider a higher-quality business plan following this verification, the Company decided to target the start of demolition work on the Imperial Hotel Tokyo Tower Building around the end of fiscal 2030. |
| Size of the Target Market | A graph showing trends in visitors to Japan, sourced from the Japan National Tourism Organization (JNTO), is included, but specific figures for market size and growth rate are not disclosed. |
| Risks identified | Only a reference is made to the risks described in the annual securities report; specific risk items are not disclosed. |
| Publication date | 14 May 2026 |
Items this document does not state (14)
Operating profit targetOperating profit margin targetNet income targetROE targetROIC targetTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsResults under the previous planDate 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.Following continued verification of the business plan in light of progress on the Uchisaiwaicho 1-chome district redevelopment plan, trends in construction and labor costs, energy prices and other inflationary factors, and the impact of the recent social environment, the Company determined that additional time would be required to consider a higher-quality business plan. It therefore decided to target the start of demolition work on the Tower Building around the end of fiscal 2030 and revised the plan on that basis.
How to read this page
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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.