Worth reading
72In 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
600
¥100 million (FY2030 operating profit target)Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedOperating profit-40.0%
基準 100Target60100 million
ROE-2,015.0pt
基準 2,025Target10%
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.
Net income for the current fiscal yearNot disclosed → ¥50.0 billion
Only the target level is shown because the current level for comparison was not provided.What happened to the previous plan¥600 billions (operating income) → ¥353 billions (operating income)-41.2%Calculated from the two disclosed figures
Total investment planApproximately ¥280 billion (cumulative over five years)
Investment amount by sectorField M&A / Amount Not disclosed, Field Functional materials manufacturing (strengthening development capabilities, expanding production capacity, and repairing and renewing aging facilities) / Amount Not disclosed, Field Solutions / Amount Not disclosed, Field Human capital and information infrastructure / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyThe shareholder return policy will change from a payout ratio to DOE. The Group will begin with a DOE of 3% in the fiscal year ending March 2027 and aim for a DOE of 4% toward the fiscal year ending March 2031.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 policyConsider conducting share buybacks as appropriate
Key initiatives
01Strengthen the sustainable competitiveness of the integrated engineering business
02Stabilize the earnings base by strengthening execution capabilities
03Pursue the evolution of the EPC business
04Adapt to the market while strategically developing businesses
05Accelerate growth in the functional materials manufacturing business
06Expand sales in semiconductor-related markets
07Create proposal-based projects by strengthening development capabilities
08Actively develop overseas markets
09Expand the solutions business
10Evolve the offering by leveraging strengths
11Pursue the launch of new businesses
12Strengthening human capital
13Invest and implement capital policies to achieve the growth strategy
Non-financial targetsIndicator Number of INTEGNANCE VR installations / Target value 3x / Timing 2030, Indicator Large-scale national projects / Target value 2 items / Timing Over the next five years, Indicator Commercial demonstration of a biodegradable biopolymer made from CO2 for KANEKA CORPORATION / Target value Achieve / Timing 2030, Indicator Joint development with Bacchus Bioinnovation using the “Integrated Biofoundry®” / Target value At least 7 projects / Timing 2030
Size of the Target MarketGlobal bio-manufacturing market: approximately ¥200 trillion (2030 estimate by the OECD)
Risks identified by the company
Rising geopolitical risks
Changes in trends related to decarbonization
Developments concerning the Strait of Hormuz
High uncertainty
Disruption or restructuring of supply chains
Capacity constraints among certain partner companies
Labor supply constraints in Japan
Impact on customers’ investment decisions
Market growth falling short of expectations
Economic constraints
Unprofitable overseas EPC projects
Reason for revision or withdrawal
The second phase of Vision 2040 was redefined to take a positive view of the review of BSP2025 and changes in the business environment, while focusing on stabilizing earnings and building a foundation for future growth
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan “Building a Sustainable Planetary Infrastructure 2030” (BSP2030) |
| Plan period | FY2026–FY2030 |
| Progress against the plan | Formulated |
| Operating profit target | ¥100 billion or more → ¥60 billion |
| Net income target | Not disclosed → ¥50.0 billion |
| ROE target | 10.2% (fiscal 2025 actual) → At least 10% |
| Payout ratio / DOE policy | The shareholder return policy will change from a payout ratio to DOE. The Group will begin with a DOE of 3% in the fiscal year ending March 2027 and aim for a DOE of 4% toward the fiscal year ending March 2031. |
| Treasury share acquisition policy | Consider conducting share buybacks as appropriate |
| Total investment plan | Approximately ¥280 billion (cumulative over five years) |
| Investment amount by sector | Field M&A / Amount Not disclosed, Field Functional materials manufacturing (strengthening development capabilities, expanding production capacity, and repairing and renewing aging facilities) / Amount Not disclosed, Field Solutions / Amount Not disclosed, Field Human capital and information infrastructure / Amount Not disclosed |
| Non-financial targets | Indicator Number of INTEGNANCE VR installations / Target value 3x / Timing 2030, Indicator Large-scale national projects / Target value 2 items / Timing Over the next five years, Indicator Commercial demonstration of a biodegradable biopolymer made from CO2 for KANEKA CORPORATION / Target value Achieve / Timing 2030, Indicator Joint development with Bacchus Bioinnovation using the “Integrated Biofoundry®” / Target value At least 7 projects / Timing 2030 |
| Key initiatives | Strengthen the sustainable competitiveness of the integrated engineering business, Stabilize the earnings base by strengthening execution capabilities, Pursue the evolution of the EPC business, Adapt to the market while strategically developing businesses, Accelerate growth in the functional materials manufacturing business, Expand sales in semiconductor-related markets, Create proposal-based projects by strengthening development capabilities, Actively develop overseas markets, Expand the solutions business, Evolve the offering by leveraging strengths, Pursue the launch of new businesses, Strengthening human capital, Invest and implement capital policies to achieve the growth strategy |
| Results under the previous plan | ¥600 billions (operating income) → ¥353 billions (operating income) |
| Reason for revision or withdrawal | The second phase of Vision 2040 was redefined to take a positive view of the review of BSP2025 and changes in the business environment, while focusing on stabilizing earnings and building a foundation for future growth |
| Size of the Target Market | Global bio-manufacturing market: approximately ¥200 trillion (2030 estimate by the OECD) |
| Risks identified | Rising geopolitical risks, Changes in trends related to decarbonization, Developments concerning the Strait of Hormuz, High uncertainty, Disruption or restructuring of supply chains, Capacity constraints among certain partner companies, Labor supply constraints in Japan, Impact on customers’ investment decisions, Market growth falling short of expectations, Economic constraints, Unprofitable overseas EPC projects |
| Publication date | 14 May 2026 |
Items this document does not state (8)
Sales TargetOperating profit margin targetROIC targetCost of capitalSelf-assessment of PBR and share priceSegment targetPlan assumptionsDate 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.The second phase of Vision 2040 was redefined to take a positive view of the review of BSP2025 and changes in the business environment, while focusing on stabilizing earnings and building a foundation for future growth.
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.