The EBARA Group has set out its long-term vision, E‑Vision 2035, along with the first three-year roadmap to achieve it, medium-term management plan, E‑Plan 2028.
Long-term Vision and Medium-term Management Plan
Introducing E‑Vision 2035 and E‑Plan 2028
Background to E‑Vision 2035
We made considerable progress under our previous long‑term vision, E‑Vision 2030. We achieved our economic value targets ahead of schedule and surpassed the ¥1 trillion market capitalization benchmark that we had set as a reference point for corporate value.
Building on this progress, and taking into account changes in the business environment, we have redefined the future we aim to achieve in 2035 as E‑Vision 2035.
Our Vision for 2035
Our vision for 2035 is to become an excellent global company essential to building a sustainable society. Guided by our slogan, “Essential EBARA. Everywhere.”, we will pursue the creation of social and environmental value while maximizing economic value.
Leveraging our core technologies, including flow technologies and rotating machinery, we will continue addressing the world’s sustainability challenges and aim to be recognized globally as an essential contributor to a sustainable society.
Business Portfolio Overview
Our business portfolio is designed to strengthen the Group’s medium‑ to long‑term corporate value. It comprises Global Business Segments, which address issues in high‑growth markets and underpin sustainable growth, and Japan‑Based Business Segments, which focus on domestic public infrastructure and related areas.
Positioning of the Medium-Term Management Plan E-Plan 2028
E-Plan 2028 is a three-year management plan developed by backcasting from our vision for 2035.
Due to the rapid expansion of our businesses in recent years, we plan to focus on strengthening the Group’s management foundation under the theme of creating sustainable value through overall optimization. To achieve this, we will advance specific initiatives based on the following basic policies.
Basic Policies
Financial and Non-Financial Targets
1. Financial Targets
*WACC is not a target value, but rather an assumed condition (set value) used in formulating the three-year plan for FY2026–FY2028.
| Indicators | FY2025 Results | FY2028 Targets | |
|---|---|---|---|
| Profitability and Efficiency | ROIC (WACC*) | ||
| Consolidated | 11.9% (5.0-6.0%) | 13.0% or higher (8.0-9.0%) | |
| - Precision Machinery | 21.0% (7.0-8.0%) | 25.0% or higher (9.5-10.0%) | |
| - Energy | 12.2% (4.5-5.0%) | 15.0% or higher (8.0-8.5%) | |
| - Building Service & Industrial | 5.5% (4.5-5.0%) | 8.5% or higher (6.0-6.5%) | |
| - Infrastructure | 10.3% (4.0-4.5%) | 12.5% or higher (6.0-6.5%) | |
| - Environmental Solutions | 19.1% (4.7-5.2%) | 13.0% or higher (6.5-7.0%) | |
| ROE | 15.6% | 18.0% or higher | |
| Operating Profit Ratio | |||
| Consolidated | 11.9% | 14.5% or higher | |
| - Precision Machinery | 16.9% | 20.0% or higher | |
| - Energy | 11.9% | 14.5% or higher | |
| - Building Service & Industrial | 6.3% | 9.0% or higher | |
| - Infrastructure | 8.2% | 9.0% or higher | |
| - Environmental Solutions | 13.3% | 8.5% or higher | |
| Scale and Growth Potential | Revenue CAGR | FY2022-FY2025 | FY2025-FY2028 |
| - Precision Machinery | 15.5% | 15.0% or higher | |
| - Energy | 14.9% | 8.0% or higher | |
| - Building Service & Industrial | 7.7% | 8.0% or higher | |
| Consolidated Revenue | ¥958.2 billion | Around ¥1.2 trillion | |
| Financial Health | Debt-to-equity Ratio | FY2025 Results | FY2028 Target |
| 0.44 | 0.4-0.5 (management guideline) | ||
2. Non-Financial Targets
| Material Issues | KPIs | Targets (FY2028) | |
|---|---|---|---|
| M1. Contribute to the creation of a sustainable society | CSR procurement compliance rate among key suppliers | 75% | |
| GHG (CO₂-e) reductions enabled by our products and services | 65 million t-CO₂ | ||
| (Cumulative total for 2023–2028) | |||
| M3. Conduct comprehensive environmental management | CDP score (climate change) | Maintain a Leadership level rating | |
| (A, A-) | |||
| GHG emissions Scope 1 and 2 (CO2-e) | 46% reduction | ||
| (vs. 2018) | |||
| GHG emissions Scope 1 and 2 (CO₂-e) per unit of revenue (emissions intensity) for major businesses | 66% reduction | ||
| (vs. 2018) | |||
| M4. Promote working environments that encourage challenge | Global Engagement Survey Score | 85 | |
| Diversity in Global Key Positions | Ratio of women (consolidated) | 11.00% | |
| Nationality diversity indicator (consolidated) | Level in line with global peers | ||
| Number of fatalities and serious incidents | 0 events | ||
| M5. Enhance corporate governance | Implementation of Board effectiveness evaluations, support for Independent Directors, and dialogue with stakeholders | Ongoing dialogue | |
Financial Policy
Business Segment Strategies
Growth Trajectory and Roadmap to the Future
The EBARA Group has strengthened profitability and efficiency by building on the competitive advantages we have cultivated over many years.
By further reinforcing our management foundation and expanding our businesses sustainably, we aim to maximize corporate value and advance to the next stage as an excellent global company.
Announcement of New Long-term Vision and Medium-term Management Plan
(February 13, 2026)
E-Vision 2035 and E-Plan 2028 (Presentation)
- Filename
- 161_q4_e-plan2028_en.pdf
- Size
- 2 MB
- Format
- application/pdf
E-Vision 2035 and E-Plan 2028 (Script)
- Filename
- e-plan2028_scripts_en.pdf
- Size
- 1 MB
- Format
- application/pdf
E-Vision 2035 and E-Plan 2028 (QA)
- Filename
- e-plan2028_QA_en.pdf
- Size
- 135 KB
- Format
- application/pdf
