Long-Term Vision / Medium-Term Business Plan (FY2025 to FY2027)
Our Long-Term Vision 2034 and Medium-Term Business Plan
We provide explanatory materials regarding our Long-Term Vision through FY2034 and our Medium-Term Management Plan (2025–2027).
- Medium-Term Management Plan Revision Materials (announced on May 13, 2026)
- Long-Term Vision 2034 & Medium-Term Management Plan Briefing Materials (announced on May 13, 2025)
- Long-term Vision 2034 Slogan
- The Group’s Ideal Vision
- 5 Fundamental Strategies to achieve the vision of “Sensing the Future”
- 3-Step Growth Model and Management Objectives
- Medium-term Business Plan Theme (FY2025 to FY2027)
- Management Indicators
- Management Indicators by Business
- Measures to Promote Management with a Focus on Capital Cost and Stock Price
- Cash Allocation
- Semiconductor-related Business Strategy
- Measuring and Weighing Equipment Business Strategy
- Medical and Healthcare Equipment Business Strategy
Long-term Vision 2034 Slogan
Sensing the Future
Mastering Measurement, Supporting the World
The Group’s Ideal Vision
While maintaining the same commitment to measurement the Group has always had, its theme for the next 10 years will involve giving market perspectives the highest priority.
Mastering Measurement
The measurement technologies
the Group has carefully developed
since its founding
- Dedication to authenticity, promoting innovation
- Pursuing technologies that bring competitive advantages and value to industry and society
Supporting the World
Operating on
the global market
since the Group’s foundation
- Incorporating global customer feedback to continue providing reliable data and solutions
- Supporting global development by helping customers solve their challenges
5 Fundamental Strategies to achieve the vision of “Sensing the Future”
1. Transforming business portfolio to address social issues
- Redesigning business domains to reflect social issues and markets
- Creating next-generation segments to be new engines of growth
2. Shifting to a business model with a market-in approach for providing value to customers
- Enhancing the marketing capabilities of business domains, bringing users solutions to their challenges
- Building a marketing platform and developing an AI-based approach to business
3. Designing new development and production capabilities for “Mastering Measurement, Supportingthe World”
- Strengthening R&D functionality, combining more advanced research of core technologies with market-in and product-out approaches
- Developing a global supply chain that builds on the strengths as a manufacturer while implementing digital transformation in production
4. Advancing portfolio management
- Promote continuous growth investment which is the source of higher corporate value
- Contributing to sustainable corporate value through portfolio management that supports growth investment
5. Promoting sustainability management
- Transitioning to a sustainable company through a balance of social and economic value
- Managing human capital through the development of a strategic personnel system and organizational design
3-Step Growth Model and Management Objectives
Medium-term Business Plan Theme (FY2025 to FY2027)
Redefining Business Value and Rebuilding Foundations
Redefining business value
- Build global marketing capabilities.
- Boost global expansion and achieve growth in line with business portfolio.
- Strengthen R&D and production capabilities to support business growth.
Rebuilding foundations
- Conduct business portfolio management.
- Implement sustainability management that adapts to environmental changes.
Management Indicators
*Revised on May 13, 2026
| FYE March 31, 2026 | FYE March 31, 2027 | FYE March 31, 2028 | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| (Unit: billion yen) | Initial Plan | Actual | Change | Change % | Initial Plan | Revised Plan | Change | Change % | Initial Plan | Revised Plan | Change | Change % |
| Net sales | 700 | 693 | -7 | -1.0% | 745 | 680 | -65 | -8.7% | 800 | 755 | -45 | -5.6% |
| Operating profit | 95 | 92 | -3 | -3.1% | 104 | 70 | -34 | -32.7% | 117 | 99 | -18 | -15.4% |
| Operating profit margin | 13.6% | 13.3% | -0.3% | – | 14.0% | 10.3% | -3.7% | – | 14.6% | 13.1% | -1.5% | – |
* Swipe sideways to see more.
Management Indicators by Business
*Revised on May 13, 2026
| FYE March 31, 2026 | FYE March 31, 2027 | FYE March 31, 2028 | ||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| (Unit: billion yen) | Initial Plan | Actual | Change | Change % | Initial Plan | Revised Plan | Change | Change % | Initial Plan | Revised Plan | Change | Change % | ||||
| Semiconductor-related Business | Net sales | 107 | 111 | +4 | 3.9% | 120 | 85 | -35 | -29.2% | 140 | 125 | -15 | -10.7% | |||
| Operating profit | 35 | 36 | +2 | 5.2% | 38 | 19 | -19 | -50.0% | 47 | 42 | -5 | -10.6% | ||||
| Operating profit margin | 32.2% | 32.6% | +0.4% | – | 31.7% | 22.4% | -9.3% | – | 33.6% | 33.6% | 0.0% | – | ||||
| Measuring and Weighing Equipment Business | Net sales | 333 | 315 | -18 | -5.3% | 353 | 323 | -30 | -8.5% | 373 | 343 | -30 | -8.0% | |||
| Operating profit | 35 | 34 | -1 | -3.2% | 39 | 32 | -7 | -16.9% | 42 | 35 | -7 | -16.7% | ||||
| Operating profit margin | 10.5% | 10.7% | +0.2% | – | 10.9% | 9.9% | -1.0% | – | 11.3% | 10.2% | -1.1% | – | ||||
| Medical and Healthcare Equipment Business | Net sales | 260 | 267 | +7 | 2.6% | 272 | 272 | 0 | 0.0% | 287 | 287 | 0 | 0.0% | |||
| Operating profit | 44 | 40 | -4 | -8.9% | 48 | 43 | -5 | -9.5% | 50 | 45 | -5 | -10.0% | ||||
| Operating profit margin | 16.9% | 15.0% | -1.9% | – | 17.5% | 15.8% | -1.7% | – | 17.4% | 15.7% | -1.7% | – | ||||
* Operating profit by business segment does not include company-wide expenses and adjustments for trade between segments.
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Measures to Promote Management with a Focus on Capital Cost and Stock Price
Measures to Promote Management with a Focus on Capital Cost and Stock Price.
ROE and cost of shareholders’ equity
Maintain ROE that exceeds the cost of shareholders’ equity
Enhancement of IR activities
Reduce cost of shareholders’ equity through proactive dialogue with capital market participants and information disclosure
- Enhance shareholder/investor meetings.
- Expand range of information disclosed based on feedback from shareholders and investors.
- Conduct facility tours. (New HOLON Factory, A&D Development & Technology Center)
Individual meetings with investors (FYE March 31, 2026)
| Number of meetings | 98 |
|---|---|
| Investor overview | Institutional investors in Japan and overseas with a wide range of investment approaches |
| Responder (varies by case) | Representative Director and President, directors in charge of IR, other employees in charge of IR |
Cash Allocation
* Revised on May 13, 2026
We aim to enhance capital efficiency through the clarification of growth investments and the strengthening of shareholder returns.
Semiconductor-related Business Strategy
Toward the peak of high industry performance with analog technology
3-year forecast plan (Unit: billion yen)
* Revised on May 13, 2026
* Operating profit by business segment does not include company-wide expenses and adjustments for trade between segments.
1. Expand global market share
- Improve presence in target markets (Asia).
- Launch power sources and electron guns globally.
2. Promote new product development
- Release next-generation CD-SEM.
- Create innovative products using electron beam technology.
- Use AD/DA conversion technologies to develop highvalue-added products.
3. Strengthen Group’s advanced technologies
- Integrate A&D and HOLON’s core technologies.
- Improve processing capacity of technologies like image analysis using AI.
Measuring and Weighing Equipment Business Strategy
Targeting and entering strategic markets to boost profitability
3-year forecast plan (Unit: billion yen)
* Revised on May 13, 2026
* Operating profit by business segment does not include company-wide expenses and adjustments for trade between segments.
1. Expand global market share
- Strengthen sales in key regions (North America and China).
- Enhance global engineering capabilities.
2. Promote new product development
- Develop new products for the laboratory market (analysis scales, etc.).
- Develop new products for the factory automation market (measurement modules, etc.).
- Develop tire testing machines for new regulations.
3. Take energy transition measures
- Develop thermal management systems.
- Expand electric vehicle engineering services.
Medical and Healthcare Equipment Business Strategy
Bringing cutting edge medical care to the global market
3-year forecast plan (Unit: billion yen)
* Revised on May 13, 2026
* Operating profit by business segment does not include company-wide expenses and adjustments for trade between segments.
1. Expand global market share
- Expand coverage of home-use blood pressure monitors.
- Promote products for medical facilities in countries the Group do not yet have a presence.
2. Promote new product development
- Expand product lineup with a view to offer digital healthcare solutions globally.
- Develop home-use upper arm blood pressure monitors with sleep measurement capabilities, an industry first.
3. Strengthen business foundation and approach to advanced technology
- Promote innovative product development through industry-academia collaboration.
- Strengthen the product value chain.
- Long-Term Vision / Medium-Term Business Plan
- Quarterly Report
- Briefing Materials
- Shareholder Communications
- Sustainability