TANAKA SEIMITSU KOGYO CO..,LTD.
7218・Standard Market・Transportation Equipment
Governance
As a company with a Board of Corporate Auditors, the company is composed of 5 directors (2 outside) and 3 corporate auditors (2 outside). An executive officer system has been introduced to accelerate business execution and strengthen the Board of Directors' oversight function. In FY2026 (ending March 2026), the Board of Directors met 13 times, and a Compensation Committee was established as an advisory body. The role of the Nomination Committee is fulfilled by the Board of Directors.
Risk Management
Under the TCG (TANAKA Corporate Governance) organizational structure, the company has appointed a Compliance Officer and a Risk Management Officer, and established a CG (Compliance & Risk) Committee. Based on the
Shareholder Returns
The basic policy is to maintain stable dividends, promoting a phased approach to shareholder returns with a target payout ratio of 30% based on the long-term management plan Next35. For FY2026 (ending March 2026), the dividend per share is ¥32 (interim ¥16 + year-end ¥16), and the forecast for FY2027 (ending March 2027) is ¥34 (interim ¥17 + year-end ¥17).
Dividend Policy
The basic policy is to implement stable and continuous dividends while establishing a stable management foundation and pursuing sustainable growth. Based on the shareholder return policy under the long-term management plan Next35, the company is promoting a phased approach to shareholder returns with a target payout ratio of 30%. Dividends are paid twice a year, interim and year-end. For FY2026 (ending March 2026), the actual dividend per share was ¥32 (interim ¥16 + year-end ¥16), with a payout ratio of 26.0%. The forecast for FY2027 (ending March 2027) is a dividend per share of ¥34 (interim ¥17 + year-end ¥17), with a payout ratio of 22.0% (forecast).
ESG
The company has established four materialities — climate change (FY2030 target of a 46% reduction in CO₂ emissions; actual reduction of 54% for the fiscal year, exceeding the target), human capital strategy (cumulative human capital shift of 85 people, progress rate of 121%), coexistence with local communities, and strengthening of corporate governance — and manages them via KPIs. The board effectiveness evaluation score was 3.91 points (target: 4 points), and all 7 internal audit findings have been fully addressed.
Last updated: June 22, 2026