We would like to express our sincere gratitude for your continued support.

In fiscal year 2025, economic uncertainty intensified due to heightened geopolitical risks, including tariff increases stemming from U.S. trade policies and conflicts in the Middle East region. Furthermore, in our related markets, customers became more cautious in their investment decisions, particularly regarding large-scale projects, due to the impact of the manufacturing recession in Europe, including Germany. As a result, the order environment became extremely challenging.

Under these business conditions, looking back at our performance in fiscal year 2025, in a complete reversal from the previous year's record-high profits, orders received were ¥74,460 million (down 4.2% year on year), net sales were ¥77,994 million (down 8.7% year on year), and backlog of orders was ¥44,206 million (down 1.2% year on year). On the profit front, significantly impacted by the decline in revenue, operating profit was ¥7,051 million (down 14.8% year on year), while ordinary profit was ¥7,715 million (down 16.5% year on year), representing a reactive decline.While these results reflect decreased revenue and profit, we continue our efforts to improve profitability, including cost reduction measures.

In FY2025, we launched our 18th Medium-Term Management Plan under the theme: “Unique & Dominant – Enhancing market presence with Hosokawa’s differentiation.” This plan is not only a roadmap for the next three years, but also a foundation for our long-term vision over the next decade.

Guided by the twin pillars of “Unique” and “Dominant,” each division is encouraged to think strategically and practically about how to move forward, always aligning their actions with our broader management objectives.

Under “Unique,” we aim to drive profitability through distinctiveness. This includes the development of products that directly address customer challenges and the enhancement of our maintenance and support services. Under “Dominant,” we seek to expand the scope and scale of our proposals by strengthening our engineering capabilities, thereby enabling us to win large-scale projects.

Furthermore, by mapping the return on equity (ROE) and operating margin of each group company, we can visualize their current performance and future targets. This management tool makes each company's engineering strength, product originality, and service capabilities clearly visible. It empowers every team and region to set concrete goals—such as “where we aim to be this year” or “what we will achieve by year-end”—and allows the entire Group to work cohesively toward long-term, sustainable growth.

We greatly appreciate your continued support as we pursue sustainable growth and create lasting value for the Hosokawa Micron Group.

Representative Director, President
Chief Executive Officer
Kohei Hosokawa