Nichirin Co., Ltd.

2026/02/13 Updated
Market Cap: $338.2M (¥51.7B)
Stock Price: $25.64 (¥3,920)
Exchange Rate: 1 USD = ¥152.91

Notice Regarding Initiatives Toward Realizing Management with Awareness of Capital Cost and Stock Price

In fiscal 2025, sales reached 73,668 million yen, achieving the plan, and operating income of 9,060 million yen was roughly on target. From 2026 to 2028, the company aims to maintain ROE above 10% and PBR above 1.0x, targeting a payout ratio of 45% and establishing a 4 billion yen share buyback program.

Importance:
Page Updated: February 13, 2026
IR Disclosure Date: February 13, 2026

Key Figures

  • Net Sales: 73,668 million yen (Fiscal 2025 actual)
  • Operating Income: 9,060 million yen (Fiscal 2025 actual)
  • Share Buyback Program: 4 billion yen (Plan for fiscal 2026-2028)

AI要約

Evaluation of 2021-2025 and Fiscal 2025 Performance

Nichirin Co., Ltd. maintained stable growth under its medium-term management plan from 2021 to 2025 by strengthening growth areas, cultivating global human resources, and promoting social contribution. Fiscal 2025 results included net sales of 73,668 million yen (plan achieved), operating income of 9,060 million yen (roughly on plan), and net income attributable to owners of parent of 5,514 million yen (plan achieved). Although PBR stood at 0.81x and was below 1.0x, stock price indicators showed an improving trend. Initiatives in human capital management and sustainability promotion have also been advanced.

Medium-Term Management Plan and Capital Policy for 2026-2028

The new medium-term management plan, "NICHIRIN Flow Engineering Challenge 2030," targets net sales exceeding 100,000 million yen, operating income above 11,000 million yen, and ROE over 10% by 2030. The capital policy includes a 45% payout ratio target, a 2.5% minimum DOE, and a 4 billion yen share buyback program over 2026-2028 to enhance shareholder returns. Strengthening IR and corporate governance is also emphasized to improve explanations of capital efficiency and growth strategy.

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