Mitsubishi Electric Corp. · TSE:6503
Mitsubishi Electric — Investor Day (May 2026)
29 slides from Mitsubishi Electric's investor day presentation, May 29, 2026
Slide 1: New Medium-term Corporate Strategy
New Medium-term Corporate Strategy May 29, 2026
Slide 2: Contents
Contents 1. Review of the previous Medium-term 3 Management Plan period 2. Toward further enhancing corporate value 5 2-1 Business strategy 8 2-2 Financial strategy 19 2-3 Human capital strategy 21 Appendix 24 Forecast Initiatives and external evaluations Note : In this presentation, the fiscal year
Slide 3: Review of the previous Medium-term Management Plan period
1 Review of the previous Medium-term Management Plan period © Mitsubishi Electric Corporation 3
Slide 4: Review of the previous Medium-term Management Plan period
Review of the previous Medium-term Management Plan period Structural reform (From FY2022) Business model transformation (FY2027 onward) Business portfolio transformation Transitioning from structural reform to Investment in key growth businesses business model transformation Building a system to
Slide 5: Toward further enhancing corporate value
2 Toward further enhancing corporate value © Mitsubishi Electric Corporation 5
Slide 6: FY2031 financial targets
FY2031 financial targets We will prioritize improving profitability and capital efficiency, while aiming to achieve stable revenue growth. FY2021 Actual FY2026 Actual FY2031 Target*2 Adjusted OPM*1 5.5% 8.5% 12% ROE 7.5% 9.7% 12% - - 3-5% Revenue Growth Rate (CAGR) (FY2026–FY2031) *1 Adjusted operat
Slide 7: Achieving FY2031 targets
Achieving FY2031 targets Business Strengthening both solutions and Improving profitability strategy components together in key focus areas Financial Investing for growth aggressively and Improving capital efficiency strategy expanding of shareholder returns Human capital Driving business Developing
Slide 8: Business strategy
2-1 Business strategy © Mitsubishi Electric Corporation 8
Slide 9: Three key company-wide focus areas
Three key company-wide focus areas Based on social and environmental challenges, market opportunities, and our technology assets, we have identified three key focus areas that we will pursue over the medium term, aiming to realize sustainability, which we have positioned as the cornerstone of manage
Slide 10: Focus businesses related to the three areas
Focus businesses related to the three areas Among the businesses related to the three areas, we have designated our solution business and our globally competitive component business as focus businesses to strengthen. Focus businesses related to the three areas to Smart Energy drive company-wide grow
Slide 11: Building a stable, high-profit revenue structure
Building a stable, high-profit revenue structure By maintaining continuous engagement with customers through components and maintenance/services in focus businesses, we will create advanced solutions and build a stable, highly profitable revenue structure. A revenue structure centered on components
Slide 12: Toward a business model with continuous customer engagement
Toward a business model with continuous customer engagement We are strengthening Circular Digital-Engineering by combining extensive field knowledge built over many years and AI technologies. While enhancing components, we leverage data obtained via ongoing customer connections through maintenance d
Slide 13: Mitsubishi Electric’s proprietary AI
Mitsubishi Electric’s proprietary AI By combining our strengths in manufacturing expertise and equipment control technologies with our partners’ cutting-edge technologies, we are developing proprietary AI capable of responding immediately to changes on-site while operating safely. Features Applicati
Slide 14: Examples of initiatives for creating advanced solutions
Examples of initiatives for creating advanced solutions By integrating the diverse technologies and strengths held by our Group and advancing collaboration with leading global companies as well as partnerships with technology partners, we are challenging ourselves to create advanced solutions in the
Slide 15: Toward realizing a world-leading energy efficient data center (PUE1.1)
Toward realizing a world-leading energy efficient data center (PUE1.1) By integrating and optimally controlling the online operating information of components such as next generation power supply systems and next generation cooling systems bringing together cutting-edge technologies through total en
Slide 16: Toward realizing lights-out factories
Toward realizing lights-out factories By combining real-time data collected from components with field knowledge and AI technologies, we enable lights-out factories that dramatically improve production efficiency. Autonomous coordinated control across entire factories AI orchestration autonomously p
Slide 17: Businesses related to Smart Energy and Automation
Businesses related to Smart Energy and Automation We will transform integrated advanced solutions into microservices to enable deployment across a wide range of customers and provide solutions tailored to customer needs to drive growth in our focus businesses related to Smart Energy and Automation.
Slide 18: Businesses related to Defense & Space
Businesses related to Defense & Space We will capture opportunities in the expanding global defense and space market and steadily grow our existing and global businesses, while entering new business areas in response to changes in the security environment and technological innovation, thereby securi
Slide 19: Financial strategy
2-2 Financial strategy © Mitsubishi Electric Corporation 19
Slide 20: Capital allocation
Capital allocation Taking advantage of our cash flow generation capabilities, solid financial foundation, and the use of leverage, we will pursue a balanced approach between aggressive growth investments and shareholder returns. Cash generation Capital allocation Improving profitability through a
Slide 21: Human capital strategy
2-3 Human capital strategy © Mitsubishi Electric Corporation 21
Slide 22: Human capital strategy
Human capital strategy Expanding investment in human capital by 1.5 times to acquire and develop talent capable of driving global business strategy execution. Acquiring and developing talent to drive business transformation FY2031 Group and global targets Strengthening group-wide and global talent
Slide 23: Our Philosophy
Revision of the corporate philosophy Our Philosophy Purpose We create new possibilities for a better tomorrow, with bold vision and boundless innovation. Guiding Principle Core Values BE BOLD Dare to think differently. Try new ideas quickly. Turn setbacks into assets. CO-CREATE Welcome debate. Pool
Slide 24: Appendix
Appendix © Mitsubishi Electric Corporation 24
Slide 25: Forecast | Consolidated Performance
Forecast｜Consolidated Performance FY2026 Actual FY2027 Forecast FY2031 Target 151JPY/US$ 176JPY/Euro 21.4JPY/CNY 150JPY/US$ 175JPY/Euro 21.5JPY/CNY 140JPY/US$ 160JPY/Euro 19.5JPY/CNY Revenue (Billions of JPY) 5,894.7 6,200.0 CAGR 3-5％ (FY26-31) (Billions of JPY) 501.2 590.0 ー Adjusted Operating Prof
Slide 26: Forecast | By Segment
Forecast｜By Segment FY2026 Actual FY2027 Forecast FY2031 Target 151JPY/US$ 176JPY/Euro 21.4JPY/CNY 150JPY/US$ 175JPY/Euro 21.5JPY/CNY 140JPY/US$ 160JPY/Euro 19.5JPY/CNY Adj. Operating Adj. Operating Adj. Operating Adj. Operating Adj. Operating Billions of JPY Revenue Profit Profit Margin ROIC Revenu
Slide 27: 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*3 climate change and water security for a total of sustainability activities based on internationa
Slide 28: 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 29: Mitsubishi Electric
MITSUBISHI ELECTRIC Changes for the Better