E-Vision & E-Plan

E-VISION 2030

The Ebara Group keeps growing and developing, relying on the high level of technology that we have cultivated over 120 years,
the relationships of trust we have with our stakeholders, and the Ebara style.
We have established E-VISION 2030, a long-term vision for fiscal 2030.

The slogan of E-VISION 2030 is "Supporting the development of the world with technological strength and passion,"
which expresses the Ebara Group's determination to realize the ideal vision of the company in 2030.

We have identified five material issues (EBARA’s materiality) with our key message for 2030 of: “Technology. Passion. Support our globe,” in mind.

The Ebara Group released E-VISION 2030 in fiscal 2020
which identifies five material issues that must be addressed

  • Contribute to the creation of
    a sustainable society
  • Elevate standards of living and
    support abundant lifestyles for all
  • Conduct comprehensive
    environmental management
  • Promote working environments
    that encourage challenge
  • Enhance corporate governance

Objectives we would like to achieve by 2030

Ebara Group aims to further contributions toward the SDGs through the pursuit of solutions to our identified material issues to contribute to the creation of a sustainable society, while simultaneously increasing the social/environmental value and economic value we generate. We believe this will earn us greater corporate value and recognition as an excellent global company. We have set market capitalization of 1 trillion yen by 2030, as an indicator of our corporate value.

Social/Environmental Value

  • Reduce GHG emissions by the equivalent of about 100 million tons of CO2

  • Deliver water to 600 million people

  • Contribute to smarter living by challenging the 14Å (angstrom, 1/10 billionth) generation, state-of-the-art semiconductor devices

Economic Value

  • Roughly 1 trillion yen in revenue with ROIC over 10%

E-PLAN 2025

Ebara Group announces its medium-term management plan "E-Plan 2025" for three years from FY2023.

Direction for E-Plan 2025

Transformation

Foster and instill a corporate culture of "creating new value from the customer's perspective"

Business Strategy

Maximize business performance through reorganization into a five-company system by market

Execution

Proactively invest in growth and infrastructure businesses

Efficiency and Profitability

Maintain efficiency and profitability indicators (ROlC Operating Profit Ratio) at E-Vision 2030 target levels or higher

Target

Add ROE as a key indicator as part of the commitment to achieving "1 trillion yen market cap by 2030"

Overall Optimization

Introduce CxO system to optimize theentire group and enhance groupgovernance by function
With the implementation of the above six, the goal of E-Plan 2025 is to reach a position where the Group can more certainly foresee the path to realize the EBARA's Vision for 2030. For the business growth, the Group has set a CAGR of 7% for revenue during the period of E-Plan 2025, which will be achieved mainly in the following two businesses of growth areas: Building Service & Industrial and Precision Machinery.

Theme of E-Plan 2025

Business creation: Creating value from the customers’ perspective.
The Group strives for sustainable “entrepreneurship” and the creation of value, while fostering an organizational culture that supports a mindset of taking on challenges and transforming the entire company into a structure that truly addresses customer needs and issues, as well as creating a series of flows that generate business.The Group strives for sustainable “entrepreneurship” and the creation of value, while fostering an organizational culture that supports a mindset of taking on challenges and transforming the entire company into a structure that truly addresses customer needs and issues, as well as creating a series of flows that generate business.

Creating value from the customers’ perspective = Business creation

Entrepreneurship

Cultivate an organizational culture which encourages the creation of new value from thecustomer's perspective, with the founding spiritNetsu to Makoto"(Passion and Dedication) in mind

Transformation

Transform the entire corporation into one with anorganizational structure and system capable of listening sincerely and responding quickly to customers' requests and challenges

Business creation

Achieve both sustainability and profit generationby focusing on the values which can provideeconomic benefits to customers and turningideas into viable businesses

In addition, the Group has determined the five key areas to support the realization of the theme as described as follows:

Financial Targets

Ebara Group has set the following targets for fiscal year 2025, the final year of E-Plan 2025.

  • Financial Targets
  • Non-Financial Indicators
CategoryItem2025 Target
ProfitabilityOperating profit ratio10% or higher
Operating profit ratio by business segment

Building Service & Industrial

Energy

Infrastructure

Environmental Solutions

Precision Machinery


7% or higher

12% or higher

6% or higher

7% or higher

17% or higher

EfficiencyROIC10% or higher
ROE15% or higher
GrowthBuilding Service & Industrial6% or higher
Revenue CAGR from FY2022 to FY2025
Precision Machinery15% or higher
Revenue CAGR from FY2022 to FY2025

Financial

health

Debt-to-equity ratio

0.3-0.5

(management guideline)

*ROIC

(Until FY22) Profit attributable to owners of parent ÷ [Interest-bearing debt (average between beginning and end of period) + Equity attributable to owners of parent (average between beginning and end of period)]


(from FY23) NOPLAT (Net Operating Profit Less Adjusted Taxes) ÷ invested capital {interest-bearing debt (average amount of the beginning and end of fiscal year) + Equity attributable to owners of parent (average amount of the beginning and end of fiscal year)}

To achieve sustainable development, realize corporate goals
and contribute to the United Nations Sustainable Development Goals.

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