Formulation and implementation of the new medium-term management plan "SPEED 25/30"

「Based on the results of the previous medium-term management plan, “SPEED 25/30 (Phase 1),” we did not treat the next 5 years as an extension of the existing plan, or Phase 2, but instead revamped it into a new medium-term management plan, “Code 2030,” covering the 5 years from fiscal 2026 through fiscal 2030. The 5-year period is divided into 3 years of transformation and 2 years of harvesting. During the first 3 years, we will boldly execute strategies including those aimed at discontinuous growth, after which we will move into the harvesting phase.」

「OLED materials: Adoption to expand further through new product development and growing demand, including demand for smartphones and tablet devices Phosgene derivatives: Production capacity for phosgene derivative ODI for use in stripping agents has been increased A new bench-scale facility for prototype production has been installed to capture new demand for various phosgene derivatives」

「The key initiatives to be undertaken from fiscal 2022 onward toward the group’s “desired state” for fiscal 2025 are as follows.」

「The new medium-term management plan “SPEED 25/30,” taking into account the challenges of the previous medium-term management plan “HONKI2020,” sets out the “vision for where we want to be” in 10 years, while keeping in mind the “megatrends” through fiscal 2050 despite the difficulty of making forecasts.」

「Under its management philosophy of “providing customers worldwide with high-quality products and services that meet their expectations and satisfaction through continuous innovation in chemical technology, and contributing to the creation of an environmentally harmonious lifestyle,” our group formulated the new medium-term management plan “SPEED 25/30,” covering fiscal 2021 through fiscal 2030, with fiscal 2021 as its first year.」