The 2025 Vision and Transition to a High-Value-Added Business

「Overview of “NCI Kirari 2nd STAGE 2030.” Based on the results achieved during the previous medium-term management plan, our group is moving to a stage of achieving sustainable growth through One & Only products and technologies, with the aim of realizing its Vision for 2030: “a distinctive corporate group that contributes to a sustainable society.”」

「当社グループは、前中期経営計画期間の実績をベースにOne & Onlyの製品と技術で、持続的な成長を実現するステージへと移行し、2030年のありたい姿「サステナブルな社会に貢献する、キラリと光る企業グループ」の実現を目指します。」

「Achievement of the fiscal 2025 earnings targets is expected to be delayed by more than 1 year, as the delayed recovery in semiconductor market conditions has been compounded by the impact of additional U.S. tariffs. After assessing the impact of tariffs and other factors, the Company will aim to achieve the targets during the period of the next medium-term management plan.」

「In FY2023, sales in the “Electronics” strategic market were ¥3.1 billion, down 20.5% year on year, while sales in the “Safety” strategic market were ¥9.1 billion, up 15.2%. Total sales in the strategic markets were ¥12.2 billion, up 3.5% year on year. ……For FY2025, we aim for total sales of ¥25.0 billion in the strategic market businesses and for sales from all strategic markets to account for 40% of total sales.」

「In May 2022, from a long-term perspective, our group defined its vision for 2030 as “a distinctive corporate group that contributes to a sustainable society” and formulated the medium-term management plan “NCI Kirari 2025.” Its basic policy is to pursue “Kirari = One & Only.” By refining our distinctive technologies and providing distinctive products, we will contribute to a sustainable society and achieve sustainable growth.」

「From a long-term perspective, our group defined its vision for 2030 as “a distinctive corporate group that contributes to a sustainable society” and formulated the medium-term management plan “NCI Kirari 2025” by working backward from that vision. Under the plan, our basic policy is to pursue “Kirari = One & Only.” By refining our distinctive technologies and providing distinctive products, we will contribute to a sustainable society and achieve sustainable growth.」

「To achieve the “Vision for 2025,” namely, to become a sustainable chemical company group that contributes broadly to the society of the future by making high-value-added businesses within its core businesses a growth strategy, we will maintain our basic strategy while steadily making the necessary capital investments as we respond to COVID-19. Meanwhile, we plan to revisit the timing for achieving the numerical targets of “NCI-2021” and the “Vision for 2025” in the next medium-term management plan, covering the 4 years through FY2025.」

「Against this backdrop, we intend to maintain the objectives and overarching strategy for achieving our previously established “Vision for 2025.” Regarding the “NCI-2021” plan, however, we will consider revising it in light of the expected timing of the end of the COVID-19 pandemic and market trends. We will also revisit the timing and tactics for achieving the “Vision for 2025.”」

「Based on its basic management policy, the group established its “2025 Vision.” It aims to become a sustainably growing chemical products group that makes broad contributions to the society of the future, with high-value-added businesses among its core businesses serving as its growth strategy. Core businesses: electronic and functional products, and film and sheet products. Strategic fields: high-performance resins and functional films. Growth strategy: strategic fields × focus areas (safety and mobility) × growth regions (Asia, centered on existing locations).」