Worth reading
53Recurring
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
6
years ahead of scheduleWording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
Partially revisedNet Sales0.0%
基準 2,035Target2,035100 million
Operating profit0.0pt
基準 2,035Target2,035％
Operating profit margin0.0pt
基準 2,035Target2,035％
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.
What happened to the previous plan2022–2024 Medium-Term Management Plan: Key targets (no figures stated) → Key targets achieved
Investment amount by sectorField M&A, etc. / Amount Not disclosed
Key initiatives
01Develop the specifics of the business portfolio transformation, including organizational measures
02Establish a path for making the GX Business a growth driver
03Establish the GX Business segment and pursue Quick Wins
04Strengthen the management foundation, including IR and SR, human capital and technological capital
05Complete the business portfolio transformation and implement the growth strategy
06Pursue sustainable growth with the GX Business as a growth driver, while developing the core businesses (Engineering and Standalone Machinery) with a focus on improving profitability. Accelerate the Company-wide business portfolio transformation.
07Continue to focus on strengthening the management foundation, including human capital and technological capital, and further enhancing the governance structure
08Pursue inorganic growth opportunities, including M&A
Segment targetTiming Fiscal 2029 / Segment GX Business / Target Approximately 30% of net sales, Timing FY2035 / Segment GX Business / Target 40–50% of net sales, Timing FY2035 / Segment Core Businesses (Engineering and Standalone Machinery) / Target 50–60% of net sales
Risks identified by the company
The possibility that the Company’s future performance may differ from its current forecasts
The Company does not guarantee the accuracy or completeness of the various data used in descriptions concerning the industry and other matters
Reason for revision or withdrawal
Since 2021, structural changes in the Company’s business environment and progress in its management strategy have caused the scale of the business to grow and strengthen at a faster pace than originally anticipated, while the path toward realizing the vision has also become clearer sooner than anticipated. Accordingly, the Company determined that it was appropriate to revise the aspiration target of “aiming for net sales of ¥100 billion in fiscal 2035, the 100th anniversary of the Company’s founding.” The revision was also made to maintain an accurate message regarding the Company’s long-term growth outlook.
| Item | Details |
|---|---|
| Plan name | 三菱化工機 Group 2050 Management Vision |
| Plan period | 2021–2050 |
| Progress against the plan | Partially revised |
| Sales Target | ¥100 billion (fiscal 2035) → Approximately ¥120–140 billion (fiscal 2035)（20–40% (calculated)） |
| Operating profit target | Operating margin of 7–8% (fiscal 2035) → Operating margin of approximately 10% (fiscal 2035) |
| Operating profit margin target | 7–8% (fiscal 2035) → Approximately 10% (fiscal 2029 and fiscal 2035) |
| Investment amount by sector | Field M&A, etc. / Amount Not disclosed |
| Segment target | Timing Fiscal 2029 / Segment GX Business / Target Approximately 30% of net sales, Timing FY2035 / Segment GX Business / Target 40–50% of net sales, Timing FY2035 / Segment Core Businesses (Engineering and Standalone Machinery) / Target 50–60% of net sales |
| Key initiatives | Develop the specifics of the business portfolio transformation, including organizational measures, Establish a path for making the GX Business a growth driver, Establish the GX Business segment and pursue Quick Wins, Strengthen the management foundation, including IR and SR, human capital and technological capital, Complete the business portfolio transformation and implement the growth strategy, Pursue sustainable growth with the GX Business as a growth driver, while developing the core businesses (Engineering and Standalone Machinery) with a focus on improving profitability. Accelerate the Company-wide business portfolio transformation., Continue to focus on strengthening the management foundation, including human capital and technological capital, and further enhancing the governance structure, Pursue inorganic growth opportunities, including M&A |
| Results under the previous plan | 2022–2024 Medium-Term Management Plan: Key targets (no figures stated) → Key targets achieved |
| Reason for revision or withdrawal | Since 2021, structural changes in the Company’s business environment and progress in its management strategy have caused the scale of the business to grow and strengthen at a faster pace than originally anticipated, while the path toward realizing the vision has also become clearer sooner than anticipated. Accordingly, the Company determined that it was appropriate to revise the aspiration target of “aiming for net sales of ¥100 billion in fiscal 2035, the 100th anniversary of the Company’s founding.” The revision was also made to maintain an accurate message regarding the Company’s long-term growth outlook. |
| Risks identified | The possibility that the Company’s future performance may differ from its current forecasts, The Company does not guarantee the accuracy or completeness of the various data used in descriptions concerning the industry and other matters |
| Date of board resolution | 15 May 2026 |
| Publication date | 15 May 2026 |
Items this document does not state (11)
Net income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planNon-financial targetsPlan assumptionsSize of the Target Market
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 Company determined that, due to structural changes in the business environment and progress in its management strategy, the path toward realizing the vision has become clearer sooner than anticipated. The revisions were also made to maintain an accurate message regarding the Company’s long-term growth outlook.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.