August 2026

Under its corporate philosophy of Trustworthiness and Creativity, Nikon has long contributed to the advancement of customers, society, and culture as an R&D-driven company. To create even greater social and economic value, Nikon has established a new Medium-Term Management Plan covering the five-year period from fiscal year 2026 through FY2030. This plan was developed through a backcasting approach, considering anticipated changes in the business environment and our business strategies through 2035.
The long-term trends identified in the previous Medium-Term Management Plan—including “a society where humans and machines co-create seamlessly,” evolving values and perspectives on life, growing efforts to address social challenges such as climate change and resource shortages, and accelerating technological shifts including collaboration with AI—are becoming increasingly pronounced. As a result, opportunities for Nikon to contribute and create value continue to expand. In response, we have redefined our business portfolio and will work to bring this vision to life.

Looking back on our previous Medium-Term Management Plan, we pursued the development of new businesses across a wide range of areas with the goal of establishing new pillars of earnings for Nikon. While we achieved meaningful progress in areas such as revenue growth, advancement of business strategies, and strengthening of our management foundation, we were unable to sufficiently improve our earnings structure. As a result, our financial targets fell significantly short of expectations.
The Imaging Products Business performed relatively well; however, other businesses, including the Precision Equipment Business, were substantially affected by a sharp decline in semiconductor-related demand and other market changes and fell well below our original assumptions. In addition, while the Digital Manufacturing Business made progress in several areas as intended through significant investments of management resources and rapid business expansion efforts, it ultimately did not achieve the scale required to meet its targets.
That said, through these various initiatives, the strategy and direction Nikon should pursue have become much clearer than when the previous plan was formulated in 2022. Going forward, we will further advance selection and concentration of management resources, refine the value we provide, and ensure that our efforts translate into tangible results.

In this new Medium-Term Management Plan, we are making a clear shift in our management approach. We will carefully analyze our strengths and drive significant growth in the businesses we have strategically chosen to prioritize, based on knowledge acquired from a management approach focused on developing new businesses across a broad range of fields.
As part of the planning process, we redefined Nikon’s mission, vision, and values. Guided by our mission, “Unlock the future with the power of light,” and supported by our newly established values, “Continuously challenge ourselves to: meet and exceed customer needs and aspirations, improve cost efficiency and speed, and advance the precision and resilience of our products,” we will strive to realize our vision of being “a key technology solutions company in a global society where humans and machines co-create seamlessly.”
The most important principle underpinning this plan is our management direction to place importance on financial discipline and invest resources in focus areas that enhance corporate value.
Under the previous Medium-Term Management Plan, our limited resources were spread across a wide range of initiatives. As a result, we were unable to fully strengthen our competitive advantages, nor stabilize or expand our revenue. Drawing on these lessons, we have clearly identified the businesses and initiatives that should be expanded, as well as those that should be reviewed and streamlined, enabling us to focus our management resources effectively.
Our financial targets for FY2030 are revenue of 1 trillion yen, operating profit of 80 billion yen, companywide ROIC of 7%, and ROE of 10%. In addition to revenue, operating margin, and ROE, which have previously been key management targets, we are elevating ROIC to our highest financial objective. This reflects our determination to ensure that invested capital generates meaningful outcomes—namely, sustainable profit growth—and to embed this focus throughout both management and frontline operations.
With respect to our business portfolio, we have positioned Imaging Products, Healthcare, and Industry as businesses that generate stable profits, while Digital Manufacturing and Precision Equipment are designated as businesses that will pursue maximization of corporate value. By reinvesting the financial resources generated by our stable-profit businesses into these growth-oriented businesses, we aim to achieve both short-term business performance recovery and long-term growth.
The Precision Equipment Business will be positioned as a core driver of corporate value enhancement. For the Digital Manufacturing Business, we are committed to achieving profitability for Nikon SLM Solutions AG in FY2026 and the overall business in FY2027. We will strengthen the execution of specific initiatives and rigorously monitor progress to ensure these goals are achieved.