President Katsutaro Inabata

To Our Shareholders
and Investors

The Inabata Group is advancing New Challenge 2026 (NC2026), a three-year medium-term management plan that runs through the fiscal year ending March 31, 2027. NC2026 represents the third stage toward realizing IK Vision 2030, our long-term vision for the future of the Group in 2030. The fiscal year ended March 31, 2026 marked the second year of this plan.

From a quantitative perspective, although net sales fell short of the second-year targets under NC2026, we achieved our targets for operating profit, ordinary profit, and profit attributable to owners of parent. Furthermore, operating profit reached a record high for the sixth consecutive fiscal year, while ordinary profit reached a record high for the second consecutive fiscal year.
From a qualitative perspective, the Plastics business remained generally firm in various fields, including automotive and office automation equipment. Meanwhile, the Information & Electronics business trended below target. In the FPD-related business, panel manufacturers adjusted their production levels, while the renewable energy-related business was affected by a deteriorating business environment. The Chemicals and Life Industry businesses generally performed in line with expectations.

With respect to the main theme of NC2026, “Accelerating growth through proactive investment,” we did not undertake any major investment projects during the fiscal year ended March 31, 2026. However, we steadily made business investments aimed at future growth in priority fields such as biomass power generation, raw materials for automotive components, and food-related businesses. In addition, the three companies that have become subsidiaries through M&A in recent years—Novacel, Daigo Tsusho, and Satoen—are contributing steadily to earnings, and we are advancing initiatives aimed at the early realization of future synergies.

For the fiscal year ending March 31, 2027, the final year of NC2026, we forecast net sales of ¥890.0 billion, operating profit of ¥27.5 billion, ordinary profit of ¥27.5 billion, and profit attributable to owners of parent of ¥21.0 billion.

The global economy faces increasing uncertainty. Escalating tensions in the Middle East have raised concerns over disruptions in the procurement of naphtha-derived raw materials and rising prices, which could in turn negatively affect corporate earnings and consumer spending, slowing economic growth. As such, the environment surrounding the Inabata Group, which handles resins and chemical materials globally, remains highly uncertain.
Nevertheless, it is precisely under such circumstances that we will strive to demonstrate the strengths of our business model based on the Group’s trading company functions, as well as our on-the-ground procurement capabilities. By responding swiftly and appropriately to changes in the business environment, we will work together across the Group to advance the strategies toward achieving the targets of NC2026.

We sincerely appreciate your continued support.

July 2026
Katsutaro Inabata
Director, President

Reference

Summary of NC2026, Our Medium-Term Management Plan

Quantitative Targets

(Billions of yen)

FY03/27
Targets
Net sales 950.0
Operating profit 27.0
Ordinary profit 26.0
Profit attributable to owners of parent 19.0
ROE 10% or more
Net debt/equity ratio 0.5 times or less
Equity ratio Approximately 50%

* Assumed exchange rate 1USD=145JPY

Company-wide Growth Strategy

Long-term vision Strategy
Consolidated sales
Over ¥1 trillion
  • ・Approach: Expand earnings through proactive investment
  • ・Business domains: Expand environment-related business and life industry business such as food products
Enhance multifaceted capabilities
  • ・Differentiate and boost earnings by enhancing multifaceted capabilities (especially in manufacturing and logistics)
Business portfolio
  • ・Further develop key segments (Plastics, Information & Electronics)
  • ・Establish earnings pillar on par with key segments
Overseas ratio
70% or more
  • ・Further develop high-growth areas (especially in India, Mexico, and the Americas, in addition to the existing Asia sites)
  • ・Move into untapped areas (e.g., Eastern Europe)

Management Base Strategy

Management base Strategy
Financial
  • ・Further improve capital efficiency and focus on shareholder returns, including paying progressive dividends
  • ・Implement a cost of capital and share price conscious management approach (achieve a share price level that regularly exceeds 1x P/B ratio as soon as possible)
Sustainability
  • ・Develop sustainability management as a foundation for company-wide promotion
  •  :Set and monitor strategies and KPIs/targets in line with materiality
Digital strategy
  • ・Enhance management information infrastructure and reinforce Group-wide security

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