April 17, 2026 Mitsubishi HC Capital Inc.
Definitions of terms and figures used in this presentation
Acronyms and definitions of companies and organizations
MHC | Mitsubishi HC Capital |
MHCUK | Mitsubishi HC Capital UK |
JSA | Jackson Square Aviation |
elfc | Engine Lease Finance |
inav | An aircraft engine parts sales company wholly owned by elfc |
CPD | CenterPoint Development |
MRA | Mitsubishi HC Capital Realty Advisers |
EE | European Energy |
CAI | CAI International |
MAL | Mitsubishi Auto Leasing |
MUFG | Mitsubishi UFJ Financial Group |
Specialized businesses | Collective term for the Aviation, Real Estate, Environment & Energy, and Logistics segments |
Initiatives and terminology specific to MHC and the 2028
MTMP
Our FY2031 Vision | The timeline specified for realizing Our 10-year Vision released in May 2022. In this presentation, Our 10-year Vision is referred to as Our FY2031 Vivion. |
Assets | Assets including energy and other intangible assets |
Machinery | Machinery and equipment including machine tools and industrial machinery |
Financial figures
Rounding | The figures in this presentation are rounded down and may therefore not add up to total amounts. |
Asset-related gain/loss | The sum of gain/loss on sales and impairment losses, etc. (including valuation gains/losses) of owned assets based on gross profit |
Income gain | Gross profit other than asset-related gain/loss + non-operating income/loss (does not include gains on bad debts recovered) |
Net income | Annual net income attributable to owners of the parent |
ROA | Numerator: Net income Denominator: (Total assets at the end of previous FY + total assets at the end of this FY) / 2 |
ROE | Numerator: Net income Denominator: (Equity at the end of previous FY + equity at the end of this FY) / 2 |
Segment assets | Operating assets + equity method investments + goodwill + investment securities + cash and cash equivalents, etc. |
Other terminology and acronyms
GHG | Greenhouse gas |
Scope 1, 2, 3 | Scope 1: Direct GHG emissions from MHC Scope 2: Indirect GHG emissions from MHC Scope 3: Supply chain GHG emissions related to business activities other than the above |
Fleet management service | A service in which the provider manages customers' vehicle fleets and optimizes their operations for a service fee |
JV | Joint venture: A business entity established by multiple companies that invest in and collaborate with one another to jointly develop new businesses, products, or services |
AM | Asset management |
AUM | Assets under management |
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Agenda
01｜Introduction P. 4-6
02｜Value creation story and positioning of the 2028 MTMP
03｜Key targets
04｜Key strategies
05｜Detailed figures and each business's growth story
P. 7-10 P. 11-12 P. 13-21 P. 22-293
01 Introduction1-1. Message from the CEO
01
Introduction
02
Value creation and positioning
03
Key targets
04
Key strategies
05
Figures and each business
Mitsubishi HC Capital was established in April 2021 through the integration of Mitsubishi UFJ Lease & Finance and Hitachi Capital. The 2025 MTMP-the first medium-term management plan after the integration-was launched in FY2023 as the first step toward Our FY2031 Vision. Based on this plan, we have focused on gaining a solid foothold by restructuring and redefining existing business domains, sowing seeds in new business domains, and advancing the evolution and layering of business models toward transforming our business portfolio, through a broad range of transformation initiatives.
As a result, we expect to have achieved our net income target and delivered record-high profits yet again. We also expect to have achieved our non-financial targets, including the reduction of GHG emissions, and amid growing momentum for transformation, businesses extending beyond existing boundaries have increased as well. Under such circumstances, our stock price has steadily increased, and we have passed our first milestone of achieving a P/B ratio of 1. On the other hand, both our ROE and ROA are expected to fall short of the initial targets, leaving us with the challenge of improving profitability and capital efficiency.
The external environment is characterized by the rollback of globalization and global fragmentation. Furthermore, we are facing greater uncertainty than ever before, in particular due to the transformation of the US (which has led the world geopolitically and economically), instability in the Middle East, and the rapid advancement of AI and the expansion of related markets. It is exactly because of this challenging environment that we believe it is paramount to assess the situation calmly and develop and implement growth strategies that prudently balance risk and opportunity.
In this context, we fleshed out Our FY2031 Vision from the perspectives of business, finance, digital, and talent and culture to redefine the future direction of our group, and then formulated the 2028 MTMP, which will be driven by strategies for these four key elements. The 2028 MTMP will be a critical milestone in determining whether we achieve Our FY2031 Vision, and we position it as a phase to improve profitability and accelerate the enhancement of our corporate value. To sustainably raise our corporate value amid an uncertain environment and in light of the remaining challenge from the 2025 MTMP, we will place the highest priority on ROE as the KPI best suited for measuring the ability to deliver returns that exceed the cost of equity. We first aim to achieve an ROE of 10%-the same level as our group's current cost of equity-over the next three years and will then look to exceed this level by FY2031.
To achieve these goals, we will deepen internal awareness of the importance of not only earnings but also profitability, boost growth investments while limiting the expansion of total assets through bold business portfolio restructuring, and further increase return on capital by building a portfolio with high profitability and growth potential. We will also enhance our corporate value by optimizing our capital allocation, including providing greater shareholder returns. At the same time, we will further accelerate and enhance our corporate culture transformation, which has also been implemented under the 2025 MTMP, the maximization of individual employees' potential, and the realization of more advanced and agile management through digital utilization. We will enhance our corporate value by implementing these strategies from a medium- to long-term perspective, avoiding a short-term thinking.
I firmly believe that our efforts and achievements over the next three years will determine the future of our company. Guided by a spirit of trial, error, and further trial, we will keep challenging ourselves and evolve into a company that continues to surprise and raise expectations for the future. Not to mention that we will remain fully committed to delivering genuine value to our diverse stakeholders.
April 17, 2026
Taiju Hisai
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