Mitsui Chemicals, Inc. · TSE:4183
Mitsui Chemicals — Investor Presentation (June 2022)
41 slides from Mitsui Chemicals's investor presentation, Jun 2, 2022
Slide 1: FY22-1 CEO Presentation
FY22-1 Chemistry for Sustainable World CEO PRESENTATION 橋本 修 HASHIMOTO Osamu Mitsui Chemicals, Inc. President & CEO Jun. 2, 2022
Slide 2: Message
1 Message Jun 2, 2022 This is now my third year as President of Mitsui Chemicals. These few years have brought significant change in the business environment, including not only wave after wave of COVID-19 cases but also uncertainty in global affairs, a rise in resource prices, a swell in environmen
Slide 3: Contents
Jun 2, 2020 Contents ▶ Business Performance • FY21 results ▶ VISION 2030 • Basic policies and targets for FY22 • Measures for FY22 and beyond in line with our five-point Basic Strategy
Slide 4: FY21 Results
4 FY21 Results Jun 2, 2022 FY21 brought strong sales for the likes of ICT materials, vision care materials and agrochemicals, as well as surging market prices for the likes of BPA, to help drive new record highs in both operating income before special items and net income attributable to owners of t
Slide 5: Progress in Our Three Target Domains
5 Progress in Our Three Target Domains Jun 2, 2022 Three target domains achieved nearly 100 billion yen in combined operating income before special items Until FY18: FY19 onward: 161.8 (JPY bn) Operating income Operating income (J-GAAP) before special items (IFRS) 75.1 102.1 103.5 93.4 85.1 Basic 38
Slide 6: Contents
Jun 2, 2020 Contents ▶ Business Performance • FY21 results ▶ VISION 2030 • Basic policies and targets for FY22 • Measures for FY22 and beyond in line with our five-point Basic Strategy
Slide 7: Basic Policies for the First Year of VISION 2030
7 Basic Policies for the First Year of VISION 2030 Jun 2, 2022 • We aim in fiscal 2022 to reach 140 billion yen in operating income before special items, as well as 100 billion yen in net income attributable to owners of the parent. This will serve as a stepping stone to achieving our financial targ
Slide 8: Monitoring Operations From Both Financial & Non-Financial Perspectives
8 Monitoring Operations From Both Financial & Non-Financial Perspectives Jun 2, 2022 A look at our integration of the financial and the non-financial ① The non-financial is the foundation on which the financial is built → Prerequisites for business continuity Essential to ② The non-financial is the
Slide 9: Summary of Financial Targets
9 Summary of Financial Targets Jun 2, 2022 FY22 Outlook FY25 Around FY30 Target Operating income before special items (B yen) 140 200 250 Net income attributable to owners of the parent 100 110 140 (B yen) ROE 13.4% 10% or more 10% or more ROIC*1 6.7% 7.0% or more 8.0% or more Net D/E 0.76 0.8 or le
Slide 10: Summary of Non-Financial Targets-1
10 Summary of Non-Financial Targets-1 Subjects to be explained in this presentation Jun 2, 2022 Contributing to a sustainable society Material topics Non-financial KPIs FY22 Outlook FY30 Target • Climate change Blue Value™ products sales revenue ratio • 22% or more • 40％ or more • Circular economy •
Slide 11: Summary of Non-Financial Targets-2
11 Summary of Non-Financial Targets-2 Subjects to be explained in this presentation Jun 2, 2022 Abilities essential to business continuity Material topics Non-financial KPIs FY22 Outlook FY30 Target • Corporate Improvement of employee engagement • 100% implementation rate for culture improvement pla
Slide 12: Contents
Jun 2, 2020 Contents ▶ Business Performance • FY21 results ▶ VISION 2030 • Basic policies and targets for FY22 • Measures for FY22 and beyond in line with our five-point Basic Strategy
Slide 13: VISION 2030 Basic Strategy
13 VISION 2030 Basic Strategy Jun 2, 2022 STRATEGY ▶ Rolling out a social issue perspective in all of our businesses 01 Pursuing business portfolio transformation ▶ Achieving growth by expanding and fleshing out our business domains ▶ Accelerating structural reform of our existing businesses and tra
Slide 14: Pursuing business portfolio transformation: Life & Healthcare Solutions
14 Pursuing business portfolio transformation Life & Healthcare Solutions Jun 2, 2022 90 B Providing solutions that contribute to life, health yen and comfortable lifestyles as our first pillar of earnings 65B yen VISION 2030 Basic Strategy ⚫ Steady expansion of existing businesses ⚫ Actively invest
Slide 15: Wellness: Agrochemical Products
15 Wellness: Agrochemical Products Jun 2, 2022 In adding MMAG’s active ingredients, we will flesh out our lineup of growth drivers Sales revenue (JPY bn) 180 Mitsui Chemicals Agro’s ✓ Dinotefuran ■ Overseas existing growth drivers ✓ TENEBENAL™ ■ Domestic Ｘ 100 MMAG’s ✓ Probenazole new growth drivers
Slide 16: Life Care: Vision Care / Medical: Oral Care
16 Life Care: Vision Care / Medical: Oral Care Jun 2, 2022 Vision care: Further expansion for high- Oral care: Expansion exceeding refractive-index lens materials market growth Rising demand for high-refractive-index lenses as a result Core sectors driving stable growth of COVID-driven lifestyle cha
Slide 17: Medical: The Orthopedic Surgery Sector – Part 1
17 Medical: The Orthopedic Surgery Sector – Part 1 Jun 2, 2022 Utilizing dental-related materials technology and more to offer solutions in the orthopedic surgery sector Polymer development & technological Offering a transition to alternative capabilities for bone-like dental materials materials Cha
Slide 18: Medical: The Orthopedic Surgery Sector – Part 2
18 Medical: The Orthopedic Surgery Sector – Part 2 Jun 2, 2022 STEP 1: Acquire partners who have research, production and sales capabilities in the orthopedic surgery sector STEP 2: Make a full-fledged entry into the sector as an in-house business as well, allowing us to expand our operations throug
Slide 19: Pursuing business portfolio transformation: Mobility Solutions
19 Pursuing business portfolio transformation Mobility Solutions Jun 2, 2022 80yen B Providing unique materials, features and services to help solve social challenges and let us achieve sustainable business growth 60B yen 42B VISION 2030 Basic Strategy yen ⚫ Getting steady profit contributions out o
Slide 20: Materials Business
20 Materials Business Jun 2, 2022 Speeding up efforts for Bolstering profitability and our supply network carbon neutrality & a circular economy Speeding up our efforts to boost added value Establishing eco-friendly manufacturing • TAFMER™ business growing in volume for use basic technology for carb
Slide 21: Solutions Business
21 Solutions Business Jun 2, 2022 Building a business focused on offering Engineering service business advanced concepts for modular components Comprehensive partnership formed with U.S. EV Business models offering concepts that include design and analysis are becoming a trend among European automak
Slide 22: Pursuing business portfolio transformation: ICT Solutions
22 Pursuing business portfolio transformation ICT Solutions Jun 2, 2022 Creating and growing a “unique” ICT Solutions business 70 B to grow operations here into our third pillar of earnings yen 47B VISION 2030 Basic Strategy yen ⚫ Planning intensive resource investment for semiconductor & assembly 3
Slide 23: Imaging: APEL / Semiconductor & Assembly: ICROS Tape
23 Imaging: APEL™ / Semiconductor & Assembly: ICROS™ Tape Jun 2, 2022 ICROSTM Tape: Responding to APEL™: Introducing to new markets strong semiconductor demand ✓ Continued growth in smartphone ✓ Further growth for backgrinding tape camera applications ✓ Portfolio expansion in new areas ✓ Beginning o
Slide 24: Semiconductor & Assembly: MITSUI PELLICLE
24 Semiconductor & Assembly: MITSUI PELLICLETM Jun 2, 2022 Business growth through Acquisition of pellicle business from Asahi Kasei the evolution of EUV pellicles Ｘ ✓ Capitalizing on growth in the EUV market ✓ Improving EUV transmittance through continued technological development Bolstering busine
Slide 25: Pursuing business portfolio transformation: Basic & Green Materials
25 Pursuing business portfolio transformation Basic & Green Materials Jun 2, 2022 Accomplishing business restructuring and 50 B leading our Group’s circular economy revolution yen 40B 36B yen yen VISION 2030 Basic Strategy ⚫ Speeding up restructuring for phenols, PTA and polyurethane ⚫ Stabilizing e
Slide 26: Restructuring & Bolstering Downstream Businesses
26 Restructuring & Bolstering Downstream Businesses Jun 2, 2022 Securing a steady profit through portfolio reform (JPY bn) 77.4 *Revised values excluding ■ Operating income before special items impact of market conditions (three businesses for structural reform – PH, PTA, PU) and inventory adjustmen
Slide 27: Pursuing Synergy with Honshu Chemical Industry
27 Pursuing Synergy with Honshu Chemical Industry Jun 2, 2022 Early manifestation of synergistic effects Bolstering downstream businesses ✓ Support for production technologies relating to Expanding our lineup of aromatic derivatives that ICT sector products* make use of organic synthesis technology
Slide 28: Speeding up Commercialization for Green Chemicals
28 Speeding up Commercialization for Green Chemicals Jun 2, 2022 Efforts to reduce CO2 emissions from naphtha crackers We are looking to convert naphtha crackers to run on clean ammonia rather than methane, reducing CO2 emissions from combustion to virtually zero. Selected for a Green Innovation Fun
Slide 29: Profit Overview by Segment
Pursuing Business Portfolio Transformation 29 Profit Overview by Segment Jun 2, 2022 Leveraging business portfolio transformation to get our operating income before special items to 250 billion yen by 2030 (JPY bn) 250 50 200 70 40 140 47 B&GM 36 80 ICT 36.5 60 Mobility 41.5 90 65 L&H 27 Other FY22
Slide 30: Increasing Our Social Contribution Value Through Blue Value and Rose Value Products
30 Increasing Our Social Contribution Value Through Blue Value™ and Rose Value™ Products Jun 2, 2022 Environmental Contribution Value Blue Value™ QOL Improvement Contribution Value Rose Value™ Reducing CO2 Conserving resources Coexisting with nature Enriching life and society Extending healthy life-
Slide 31: Speeding up New Business & Product Creation With CVC
Building Solutions-Based Business Models 31 Speeding up New Business & Product Creation With CVC Jun 2, 2022 Basic strategy for the creation CVC establishment with Global Brain of new businesses & products ⚫ Searching for new business area candidates that fit with our company’s strategy ⚫ Speeding u
Slide 32: Case Study: Touchless Aerial Displays
Building Solutions-Based Business Models 32 Case Study: Touchless Aerial Displays Jun 2, 2022 Touchless aerial display technology that utilizes transparent adhesive is being put to use in more applications Solution from Trial launched Installation at town Mitsui Chemicals at 7-Eleven Stores hall in
Slide 33: Pursuing Carbon Neutrality Via a Circular Economy CoE
Bolstering circular economy initiatives 33 Pursuing Carbon Neutrality Via a Circular Economy CoE Jun 2, 2022 Customers/suppliers/startups Corporate Sustainability Committee Circular economy CoE Leader : CTO Steering committee Members : Heads of business sectors, R&D Center, etc. National & Bio-busin
Slide 34: Calculating the Carbon Footprint of Products
Bolstering circular economy initiatives 34 Calculating the Carbon Footprint of Products Jun 2, 2022 Providers of electricity & utilities Supply/delivery Scope 3 Scope 1 Scope 2 Combustion of fuel Use of electricity • In-house power facilities & utilities • Heating furnaces Raw materials etc. Fuel GH
Slide 35: We're reshaping the world from a material level
35 Bolstering circular economy initiatives Building Concept Brands Jun 2, 2022 We explore the materials of materials We’re reshaping the world from a material level Achieving carbon neutrality Creating a circular economy with biomass through recycling Bio & Eco Solutions for PLAYERs Recycling Soluti
Slide 36: Pursuing a Digital Transformation Strategy
Corporate Transformation Through DX 36 Pursuing a Digital Transformation Strategy Jun 2, 2022 Strengthening our IT & data infrastructure Working toward a digital transformation Pursuing Looking to optimize supply chains by sharing data VISION 2030 targets S&OP* from production through to sales, as w
Slide 37: Our Corporate Transformation
Corporate Transformation Through DX 37 Our Corporate Transformation Jun 2, 2022 Transforming our purchasing & Training data scientists logistics operations through DX Social demand CSR White FY21 FY22 ・・・・・・・・・ FY25 procurement logistics Data scientists 26 ・・・・・・・・・ 165 Sustainability efforts that i
Slide 38: HR Strategy for Speeding up Portfolio Transformation
Management and Business Transformation 38 HR Strategy for Speeding up Portfolio Transformation Jun 2, 2022 Increasing diversity Active recruitment of ready-to-work personnel among our key talent Ready-to-work personnel as a proportion of hires 即戦力採用比率 Diversification rate 62% 58% among management ca
Slide 39: Office Relocation for Better Stakeholder Communication
Management and Business Transformation 39 Office Relocation for Better Stakeholder Communication Jun 2, 2022 Further advancing work style reform Bringing together the power of our employees in a coordinated fashion to make the office space a place of new ideas ✓ Effective communication A place to sh
Slide 40: A global solutions company that leads change and contributes to a sustainable future
A global solutions company that leads change and contributes to a sustainable future
Slide 41: Chemistry for Sustainable World
Chemistry for Sustainable World Challenge Diversity One Team Statements made in this document with respect to Mitsui Chemicals' current plans, estimates, strategies, and beliefs and other statements that are not historical facts are forward-looking statements about the future performance of Mitsui C