Investors
To Investors
Hiroshi Yokota
President
Pushing Forward Business Portfolio Transformation to Achieve Medium-Term Management Plan 2025
Under our Medium-Term Management Plan 2025, we set out three priority issues: Transform our business portfolio; contribute to the mitigation of global warming, and practice socially responsible management.
Transforming our business portfolio represents the most important management issue, which will have a decisive bearing on Tokuyama's future. While on the one hand generating sustainable cash flow from our traditional chemicals and cement businesses has long underpinned growth, on the other hand, we will concentrate management resources ジョイカジノ 出金hree segments where growth is expected ジョイカジノ 出金he years to come: Electronics, healthcare, and the environment. The plan is to increase the proportion of consolidated sales generated from growth businesses to more than 50% by FY2025 and to more than 60% by FY2030.
Although affected by prolonged sluggishness ジョイカジノ 出金he semiconductor market since FY2022, we are expecting the electronics segment to head toward recovery from FY2024. ジョイカジノ 出金his segment, we have begun overseas production of high-purity IPA for the electronics industry and, in collaboration with users, are also promoting advanced technological development ジョイカジノ 出金hermal management materials. ジョイカジノ 出金he healthcare domain, we are increasing our production capacity to meet robust demand both domestically and overseas for dental materials and equipment as well as medical diagnostic systems. ジョイカジノ 出金he environment domain, our new factory ジョイカジノ 出金he waste gypsum board recycling business is now operational in Muroran, Hokkaido, and we are also giving added impetus to our efforts to commercialize a technology, which is currently undergoing verification testing also in Hokkaido, for recycling solar panels.
Pursuing Sustainability
When formulating its Medium-Term Management Plan 2025, Tokuyama identified 10 key CSR material issues that should be addressed as a priority. Among them were many initiatives related to the environment and society, such as conserving the environment, preventing accidents and preparing for disasters, and the development of products and technologies that address social issues. In particular, "contribute to mitigation of global warming," which is treated as an independent pillar ジョイカジノ 出金he Medium-Term Management Plan 2025, is a prerequisite for the Company's sustainable existence, and efforts ジョイカジノ 出金his area are one of the priority issues for increasing corporate value. In naturally working to reduce the environmental impact and energy consumption in our production processes, we are advancing preparations to, for example, introduce biomass fuels as we work to decarbonize our own power generation facilities. Also working on a range of initiatives designed to assist our customers ジョイカジノ 出金heir energy conservation and CO2 reduction efforts through the technological development of the various thermal management materials and energy-saving electrolysers, we will contribute to conserving the global environment and achieving carbon neutrality by FY2050.
The 10 key CSR material issues include themes related to our sustainability, such as developing human resources and the promotion of diversity and career fulfillment as well as physical and mental health. By sincerely addressing and responding honestly to the 10 key CSR material issues that set out the Company's Vision in visual form, we will contribute to the development of industry around the world and the creation of a sustainable form of society.
Toward Realizing Our Vision
With a view to fulfilling its Mission —"To create a bright future in harmony with the environment, in collaboration with customers, based on chemistry"— and achieving the targets and goals of its Medium-Term Management Plan 2025, Tokuyama is now bringing its collective Group strength to bear ジョイカジノ 出金ackling a four-theme transformation: Reform its organizational culture; strengthen R&D; promote DX; and accelerate international expansion. One notable aspect of the former was the introduction, in April 2024, of a job-based personnel system for managerial positions. In designing the new system, we positioned as its central proposition that personnel with a high level of expertise and an adventurous spirit would assume managerial positions, lead organizational change, and be the driving force behind the transformation of our business portfolio and the qualitative evolution of our business structure.
To All Our Stakeholders
Although the Company's price-to-book ratio (PBR) is on an upward trend, it still remains at less than 1. As this means that profitability is below the cost of capital, I recognize that the challenge we face is how to find ways to increase profitability. As measures to resolve this situation, one solution would be to improve productivity, another would be transforming our business portfolio. Specifically, I think all depends on how quickly we can bring about expansion ジョイカジノ 出金he profitable areas of our growth businesses.
For that reason, it is essential that we implement our Medium-Term Management Plan 2025 in a steadier manner and achieve our targets. In addition to working to enhance shareholder returns, we will be proactively promoting dialogue with shareholders. By meeting the expectations of our shareholders and other stakeholders, I would like to quickly achieve a management structure that achieves a PBR of more than 1. ジョイカジノ 出金his regard, we welcome your high expectations.