Mitsubishi Electric Corp. · TSE:6503
Mitsubishi Electric — Investor Presentation (May 2025)
25 slides from Mitsubishi Electric's investor presentation, May 28, 2025
Slide 1: Mitsubishi Electric Corporate Strategy
Mitsubishi Electric Corporate Strategy May 28, 2025
Slide 2: Contents
Contents 1. Progress on the Medium-term Management Plan P2 and the path toward further growth 2. Transforming into an Innovative Company through DX*1 P10 Appendix P19 Forecast Initiatives and external evaluations Note : In this presentation, the fiscal year ending on Mar. 31, 2026 is referred to as
Slide 3: Progress on the Medium-term Management Plan and the path toward further growth
Progress on the Medium-term Management Plan and the path toward further growth 2
Slide 4: Transforming into an Innovative Company
Transforming into an Innovative Company Transforming into an “Innovative Company” that creates value with new ideas, unafraid of risks, for further business development and contributions to society and the environment Business development and contributions to society and the environment From FY2022｜
Slide 5: Progress on the FY2026 Medium-term Management Plan
Progress on the FY2026 Medium-term Management Plan Revenue and OPM targets are expected to be achieved in FY2026, with OPM projected to reach a record high FY2026 Target*1 FY2026 Forecast Revenue and OPM OPM 8.0 % Revenue ¥5.0 trillion+ ¥5.4 trillion 7.1 6.2 5.6 8.0 %+ 8.0 % 5.2 Revenue ¥5.4 tn OPM
Slide 6: Capital allocation
Capital allocation Executing optimal capital allocation for continuous improvement in capital efficiency and future growth, including shareholder returns Capital allocation / Cash generation Shareholder returns target 52% Total payout ratio ¥0.7 tn Shareholder Capital Allocation ¥3.4 tn returns targ
Slide 7: Review of business operations to date
Review of business operations to date Achievement Challenges and Responses Established a stable revenue and profit base Structural reform in the Automotive Equipment business - Built an integrated operating system for the - Established a business system for speeding up Building Systems Business
Slide 8: Status of each business
Status of each business Key growth businesses Resilient businesses Overall, executing focused investments to ensure steady growth Enhancing profitability through efficiency and resource shifting FY2022 Actual FY2026 Forecast FY2022 Actual FY2026 Forecast Revenue ¥2.1 trillion Revenue ¥2.5 trillion R
Slide 9: Structural reform of the Factory Automation Systems Business
Structural reform of the Factory Automation Systems Business Business decline Early recovery to growth trajectory Further growth Prolonged market stagnation A robust Reducing fixed costs Maximizing customer value through Intensified market competition and management Transforming into a pro
Slide 10: Policies for future growth and capital optimization
Policies for future growth and capital optimization Aiming to achieve a 10% ROE at an early stage by promoting balance sheet management utilizing ROIC Growth investment ¥1 trillion new investments (within 3 years) Profitability Improvement in OPM by 2 pts 1 Strengthening existing businesses Streng
Slide 11: Transforming into an Innovative Company through DX
Transforming into an Innovative Company through DX 10
Slide 12: Three initiatives towards becoming an Innovative Company
Three initiatives towards becoming an Innovative Company Business Model Starting with the provision of components to customers, we leverage the data Transformation obtained to create services, expand value recipients, and enhance components Strengthening the Collaborating with external partners from
Slide 13: Business model transformation using Serendie
Business model transformation using Serendie Driving business model transformation by leveraging data generated through the utilization of components Value recipients Creating services Existing customers Analyzing data to create new services aimed at solving Components customers’ issues New customer
Slide 14: Business model transformation: Heat-related total solutions
Business model transformation｜Heat-related total solutions Up to Now Going Forward Providing building owners and the manufacturing sector with Providing optimal power and heat management services in addition to components. the necessary combination of components Achieving high-precision energy deman
Slide 15: Business model transformation: Optimizing energy use in the Train System Business
Business model transformation｜Optimizing energy use in the Train System Business Up to Now Going Forward Providing a variety of components and systems to railway Utilizing data from trains, substations, and station facilities to optimize the use of energy operators related to railway operations, suc
Slide 16: Strengthening the digital platform: IT/DX/AI
Strengthening the digital platform｜IT/DX/AI Strengthening the capabilities of Serendie-related businesses and promoting the reform of operational processes through integrated organizational management of IT, DX, and AI departments Establishing an integrated organization for IT, DX, and AI Promoting
Slide 17: Strengthening the digital platform: Generative AI Utilization Project
Strengthening the digital platform｜Generative AI Utilization Project Actively promoting reforms utilizing generative AI, accumulating know-how, and aiming to expand business externally Applying to internal operations Deployment to production sites Doubling operational efficiency Autonomous and rapid
Slide 18: Strengthening the digital platform: Global expansion and collaborations
Strengthening the digital platform｜Global expansion and collaborations Establishing DX and open innovation bases globally Promoting the adoption of the cutting-edge technologies and the creation of new services Global expansion of Serendie Street Partnerships with hyperscalers Adoption of the latest
Slide 19: Mindset transformation
Mindset transformation Expanding DX talent with an agile mindset through the establishment of systems and cultivation of a conducive environment Efforts to secure DX talent Culture cultivation Development: Implementing reskilling and upskilling through training Agile talent development training:
Slide 20: Appendix
Appendix 19
Slide 21: Forecast: Consolidated performance
Forecast｜Consolidated performance FY2022 Actual FY2023 Actual FY2024 Actual FY2025 Actual FY2026 Forecast 113JPY/US$ 131JPY/Euro 136JPY/US$ 142JPY/Euro 145JPY/US$ 158JPY/Euro 153JPY/US$ 164JPY/Euro 140JPY/US$ 155JPY/Euro 17.7JPY/CNY 19.7JPY/CNY 20.2JPY/CNY 21.1JPY/CNY 19.5JPY/CNY Revenue (Billions o
Slide 22: Forecast: By sub-segment
Forecast｜By sub-segment (Billions of JPY) (Billions of JPY) FY2025 Actual FY2026 Forecast FY2025 Actual FY2026 Forecast 153JPY/US$ 164JPY/Euro 140JPY/US$ 155JPY/Euro 153JPY/US$ 164JPY/Euro 140JPY/US$ 155JPY/Euro 21.1JPY/CNY 19.5JPY/CNY 21.1JPY/CNY 19.5JPY/CNY Revenue 1,224.9 1,310.0 Revenue 2,185.1
Slide 23: Initiatives and external evaluations
Initiatives and external evaluations Participation in initiatives External evaluations Named on CDP’s A List, the highest rating, for both Signed the UN Global Compact (May 2018) aimed at promoting CDP*4 climate change and water security for a total of sustainability activities based on internationa
Slide 24: Cautionary Statement
Cautionary Statement While the statements herein, including the forecasts regarding the Mitsubishi Electric Group, are based on assumptions considered to be reasonable under the circumstances on the date of announcement, actual results may differ significantly from forecasts. The main factors materi
Slide 25: Mitsubishi Electric: Changes for the Better
» MITSUBISHI ELECTRIC Changes for the Better
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