For the fiscal year ending March 2026, sales fell short of the target, but profit improved substantially. The F30 Project Office, reporting directly to the president, promoted cross-functional initiatives and advanced the development of the medium-term management plan. As the company approaches its 100th anniversary, it will strengthen investment in equipment and IT upgrades and the development of DX talent.
For the fiscal year ending March 2026, sales fell short of the target, but profitability improved. The company established the F30 Project Office directly under the president, bringing together approximately 30 employees from departments including manufacturing and design to lay the foundation for the medium-term management plan. The employees in their 30s and 40s who formed the core of the initiative developed a stronger sense of ownership and greater awareness of profitability.
As part of its efforts to increase value added, the sales, design, construction and estimating functions are working together to reduce idiosyncrasies and waste in drawings. The company will eliminate excessive specifications to match the quality customers require, identify errors in drawings and make proposals that are easier for end users to use. It also plans to reduce waste in the combinations of materials used.
Regarding its future outlook, the company said construction projects have order cycles of 2–3 years and expects 2027 to be a plateau between construction periods. It plans to offset the trough with short-duration construction and renovation work without allowing it to deepen, and to use profit for strategic investment.
As a strategic investment, the company is conducting trial operations of an automatic cutting machine for made-to-order products, with the aim of operating it 24 hours a day. It plans to upgrade its estimating and internal systems and develop DX and AI solutions tailored to its business, while providing internal training for employees in addition to relying on external resources.