Items stated in the management plan
FormulatedIn light of the lessons learned from the previous medium- to long-term management plan, “Challenge toward the Creation of the Future,” which relied excessively on profit growth in the PVDF business, and taking into account the time required by the nature of the business to develop new products and businesses that will contribute to higher profits in life sciences, the Group has withdrawn the FY2030 targets set out in the previous medium- to long-term management plan and designated FY2035 as the new long-term target year.
| Item | Details |
|---|---|
| Plan name | Kureha Group “FY2035 Long-Term Management Plan” – Technology to Value (Evolving Technology into Further Value) – / “Medium-Term Management Plan (FY2026-FY2028)” – Technology to Value 2028 (Turning Technology into Value) – |
| Plan period | FY2026-FY2028 (medium term), FY2035 (long-term target year) |
| Progress against the plan | Formulated |
| Operating profit target | Not disclosed → FY2028: ¥19.0 billion |
| ROE target | Not disclosed → FY2028: 8.0%, FY2035: 12% |
| ROIC target | Not disclosed → FY2028: 4.8%, FY2035: 8% |
| Reason for revision or withdrawal | In light of the lessons learned from the previous medium- to long-term management plan, “Challenge toward the Creation of the Future,” which relied excessively on profit growth in the PVDF business, and taking into account the time required by the nature of the business to develop new products and businesses that will contribute to higher profits in life sciences, the Group has withdrawn the FY2030 targets set out in the previous medium- to long-term management plan and designated FY2035 as the new long-term target year. |
| Publication date | 12 May 2026 |
Items this document does not state (17)
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.This reflects the lessons learned from the previous medium- to long-term management plan’s excessive reliance on profit growth in the PVDF business. In addition, the development of new products and businesses that will contribute to higher profits in life sciences requires time due to the nature of the business.