Worth reading
63In focus
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
370
¥100 million (target consolidated net sales for fiscal 2028)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.1%
基準 2,025Target2,028hundred million
Operating profit+0.1%
基準 2,025Target2,028hundred million
Operating profit margin+3.0pt
基準 2,025Target2,028%
Net income for the current fiscal year+0.1%
基準 2,025Target2,028hundred 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. 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.
ROE10.0% (target) / 12.4% (actual as of 31 March 2026) → Not disclosed
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNet sales 295 / operating income 14.0 (fiscal 2025 plan) → Net sales 309.4 / operating income 15.1 (fiscal 2025 actual)（Net sales +4.9% / operating income +7.9%）0.0%Calculated from the two disclosed figures
Investment amount by sectorField Human capital investment / Amount ¥2 billion / Period Fiscal years 2026-2028, Field DX and AI investment / Amount ¥2.3 billion (including M&A execution) / Period Fiscal years 2026-2028
Statements about the use of capital
Payout ratio / DOE policyThe Company aims to achieve ahead of schedule its fiscal 2035 target of a payout ratio of at least 35%. It has set a policy of maintaining and increasing dividends, and plans to pay an annual dividend of ¥36 in fiscal 2026, compared with ¥32 in fiscal 2025. The DOE target 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.
Treasury share acquisition policyThe Company will acquire treasury shares with an awareness of capital efficiency and with a view to achieving an optimal capital level. The acquisition limit, timing and terms are Not disclosed.
Self-assessment of PBR and share priceAlthough the share price has more than doubled, the Company recognizes room for improvement, as its PBR is below 1x and its PER is below 10x. From 31 March 2023 to 31 March 2026, PBR rose from 0.48x to 0.87x and the share price rose from ¥411 to ¥967.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Transition to next-generation maintenance (DX & Green)
02Pursuit of Quality, Human Capital and Safety to build pride and trust (Quality & Pride)
03A culture that celebrates challenges and enables everyone to shine together (Growth & Inclusion)
04Enhancing overall strength to achieve the Long-Term Vision (Overall Strength & Achievement)
05Business innovation through the promotion of DX
06Data-driven maintenance
07New Value Creation
08Rigorous quality management and visualization
09Developing frontline personnel who think and act independently
10Creating a workplace with uncompromising safety and security
11Supporting skills development and clarifying career paths
12An organizational culture that encourages challenges
13Creating a workplace where everyone can work as their authentic self
14Expanding the Group through strategic M&A
15Taking on challenges in overseas and new businesses
Plan assumptionsRising minimum wages, Higher costs resulting from inflation, Difficulty in recruiting due to a declining working-age population, An aging building maintenance workforce, The plan assumes revenue and profit growth under normal conditions
Segment targetSegment Consolidated / FY2028 revenue ¥37.0 billion / Fiscal 2028 operating income ¥1.7 billion, Segment Standalone / FY2028 revenue ¥29.3 billion / Fiscal 2028 operating income ¥1.2bn, Segment Group Companies / FY2028 revenue ¥7.7 billion / Fiscal 2028 operating income ¥480 million
Risks identified by the company
Constraints on orders due to a shortage of human resources
Declining quality, reduced customer confidence and an increased risk of cancellations due to heavier frontline workloads
Limits to scaling caused by person-dependent frontline operations and management
Risk of non-performance due to difficulty in recruiting as the working-age population declines
Risk of occupational accidents associated with the aging building maintenance workforce
Higher costs resulting from rising minimum wages and inflation
Cancellations involving existing properties
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (FY2026-FY2028) |
| Plan period | FY2026-FY2028 |
| Progress against the plan | Formulated |
| Sales Target | 309.4 (fiscal 2025 actual) → 370 (fiscal 2028 plan)（+19.6%） |
| Operating profit target | 15.1 (fiscal 2025 actual) → 17 (fiscal 2028 plan)（+12.6%） |
| Operating profit margin target | 4.9 (fiscal 2025 actual) → 4.6 (fiscal 2028 plan)（-6.1%） |
| Net income target | 11.8 (fiscal 2025 actual) → 13 (fiscal 2028 plan)（+10.2%） |
| ROE target | 10.0% (target) / 12.4% (actual as of 31 March 2026) → Not disclosed |
| Payout ratio / DOE policy | The Company aims to achieve ahead of schedule its fiscal 2035 target of a payout ratio of at least 35%. It has set a policy of maintaining and increasing dividends, and plans to pay an annual dividend of ¥36 in fiscal 2026, compared with ¥32 in fiscal 2025. The DOE target is Not disclosed. |
| Treasury share acquisition policy | The Company will acquire treasury shares with an awareness of capital efficiency and with a view to achieving an optimal capital level. The acquisition limit, timing and terms are Not disclosed. |
| Self-assessment of PBR and share price | Although the share price has more than doubled, the Company recognizes room for improvement, as its PBR is below 1x and its PER is below 10x. From 31 March 2023 to 31 March 2026, PBR rose from 0.48x to 0.87x and the share price rose from ¥411 to ¥967. |
| Investment amount by sector | Field Human capital investment / Amount ¥2 billion / Period Fiscal years 2026-2028, Field DX and AI investment / Amount ¥2.3 billion (including M&A execution) / Period Fiscal years 2026-2028 |
| Segment target | Segment Consolidated / FY2028 revenue ¥37.0 billion / Fiscal 2028 operating income ¥1.7 billion, Segment Standalone / FY2028 revenue ¥29.3 billion / Fiscal 2028 operating income ¥1.2bn, Segment Group Companies / FY2028 revenue ¥7.7 billion / Fiscal 2028 operating income ¥480 million |
| Plan assumptions | Rising minimum wages, Higher costs resulting from inflation, Difficulty in recruiting due to a declining working-age population, An aging building maintenance workforce, The plan assumes revenue and profit growth under normal conditions |
| Key initiatives | Transition to next-generation maintenance (DX & Green), Pursuit of Quality, Human Capital and Safety to build pride and trust (Quality & Pride), A culture that celebrates challenges and enables everyone to shine together (Growth & Inclusion), Enhancing overall strength to achieve the Long-Term Vision (Overall Strength & Achievement), Business innovation through the promotion of DX, Data-driven maintenance, New Value Creation, Rigorous quality management and visualization, Developing frontline personnel who think and act independently, Creating a workplace with uncompromising safety and security, Supporting skills development and clarifying career paths, An organizational culture that encourages challenges, Creating a workplace where everyone can work as their authentic self, Expanding the Group through strategic M&A, Taking on challenges in overseas and new businesses |
| Results under the previous plan | Net sales 295 / operating income 14.0 (fiscal 2025 plan) → Net sales 309.4 / operating income 15.1 (fiscal 2025 actual)（Net sales +4.9% / operating income +7.9%） |
| Risks identified | Constraints on orders due to a shortage of human resources, Declining quality, reduced customer confidence and an increased risk of cancellations due to heavier frontline workloads, Limits to scaling caused by person-dependent frontline operations and management, Risk of non-performance due to difficulty in recruiting as the working-age population declines, Risk of occupational accidents associated with the aging building maintenance workforce, Higher costs resulting from rising minimum wages and inflation, Cancellations involving existing properties |
| Date of board resolution | 14 May 2026 |
| Publication date | 14 May 2026 |
Items this document does not state (6)
ROIC targetCost of capitalTotal investment planNon-financial targetsReason 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.As the first three-year plan under the Long-Term Vision 2026–2035 formulated in May 2024, the plan aims to establish an organizational structure that earns even greater customer trust while responding flexibly to changes in the operating environment, and to advance to a new stage. The Company states that it will devote maximum effort to human capital investment and DX and AI investment in pursuit of the Long-Term Vision's fiscal 2035 targets.
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.
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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.