Nippon Carbide Industries Company,incorporated · TSE:4064
Nippon Carbide Industries Company,incorporated — Investor Presentation (May 2026)
52 slides from Nippon Carbide Industries Company,incorporated's investor presentation, May 2026
Slide 1: New Medium-term Management Plan NCI KIRARI 2nd STAGE 2030
New Medium-term Management Plan “NCI KIRARI 2nd STAGE 2030” May 2026 1
Slide 2: Founding philosophy of the Company
Founding philosophy of the Company This year marks the 90th anniversary since the Company began carbide production in 1936 The founding philosophy was “contributing to the welfare of mankind through u l t i m a t e r e s e a r c h i n t h e c a r b i d e i n d u s t r y” The factory at the start of
Slide 3: Mission, Vision, and Our Core Values
Mission, Vision, and Our Core Values Our Mission Creating new value with our technological capability, we Mission help make society more prosperous Our Vision Vision A Corporate Group of Outstanding Value Our Values Values ●Sincerity ●Service ●One-NCI (Cooperating) ●Innovation 3
Slide 4: 1. Summary of the previous Medium-term Management Plan NCI KIRARI 2025
1. Summary of the previous Medium-term Management Plan “NCI KIRARI 2025” (FY2022-FY2025) 4
Slide 5: Previous Medium-term Management Plan NCI KIRARI 2025
Previous Medium-term Management Plan “NCI KIRARI 2025” “Creating new value with our technological capability, we help make society more prosperous” More prosperous society = More convenient society + Safer and more secure society Establishment of focus areas and strategic market segments What we wan
Slide 6: Summary: Moving to the 2nd STAGE
Summary Results Actions toward the new Medium-term Management Plan ⚫ Increased incomes and profits, driven by the Films and Sheetings ⚫ In light of delays in the recovery of market Products Business conditions in the electronics area and other ⚫ Strengthened financial soundness by improving asset ef
Slide 7: Summary: Financial targets
Summary: Financial targets Increased incomes and profits; strengthened financial soundness FY2021 FY2025 FY2025 Difference from Difference from Results Target Results results targets 47.0 62.0 49.9 ＋2.9 -12.1 Net sales billion yen billion yen billion yen billion yen billion yen Operating 3.2 7.0 4.1
Slide 8: Summary: By segment
Summary: By segment Net sales Operating profit ⚫ FY2021 Results：47.0 billion yen ⚫ FY2021 Results：3.2 billion yen ⚫ FY2025 Results：49.9 billion yen ⚫ FY2025 Results：4.1 billion yen Difference from results: +2.9 billion yen Difference from results: +0.9 billion yen Top row: FY2021 results (billion ye
Slide 9: Summary: By segment
Summary: By segment Growth drivers Others Actions toward the new Actions toward the new Results Medium-term Management Plan Results Medium-term Management Plan Electronics and Development of new Improvement in the profitability Business expansion in the Price revisions to improve Functional applicat
Slide 10: Summary: Growth strategy (Growth drivers)
Summary: Growth strategy (Growth drivers) Net sales Operating profit Review ⚫ FY2021 Results：13.0 billion yen ⚫ FY2021 Results：1.8 billion yen Electronics area ⚫ FY2025 Results：17.7 billion yen ⚫ FY2025 Results：3.6 billion yen ＋Increase in shipments due to the expansion of applications in the semico
Slide 11: Summary: Growth strategy (Capital investment)
Summary: Growth strategy (Capital investment) ■Capital investment (Unit: billion yen) Results for the medium-term Results for the previous Plan for the previous medium- management plan period before the previous one term management plan period medium-term management Difference from Difference from p
Slide 12: Summary: Growth strategy (Regional strategies)
Summary: Growth strategy (Regional strategies) ■Overseas sales ratio Difference from Difference from FY2021 Results FY2025 Target FY2025 Results results targets 47％ 45% 54％ +7 points +9 points Review While growth in the domestic market in the semiconductor and electronic devices field was below expe
Slide 13: Summary: Initiatives to support growth strategies (R&D)
Summary: Initiatives to support growth strategies Reinforcement of R&D structure Results Actions toward the new Medium-term Management Plan Speeding up new product development and Improvement in development efficiency through the launches in strategic market segments and introduction of a research p
Slide 14: Summary: Initiatives to support growth strategies (SDGs)
Summary: Initiatives to support growth strategies Promotion of SDGs management Materiality Results Actions toward the new Medium-term Management Plan Contribution to improving convenience in society and Development of social and industrial daily life through expanded sales of products in the digital
Slide 15: Summary: Initiatives to support growth strategies (DX)
Summary: Initiatives to support growth strategies Promotion of DX Grand design Results Actions toward the new Medium-term Management Plan Management Visualization of management indicators through the Realization of management decisions with Speed-up of management use of business intelligence tools e
Slide 16: Summary: Safety, quality, environment, and compliance
Summary: Initiatives to support growth strategies Safety, quality, environment, and compliance Results Actions toward the new Medium-term Management Plan ⚫ Fostering a safety culture through continuous dialogue ⚫ Identification of true causes and implementation of meetings Safety ⚫ Sharing and horiz
Slide 17: 2. New Medium-term Management Plan NCI KIRARI 2nd STAGE 2030
2. New Medium-term Management Plan “NCI KIRARI 2nd STAGE 2030” 17
Slide 18: Our Mission
Our Mission Our Mission Creating new value with our technological capability, we help make society more prosperous Contribution to ＝ Contribution to a more convenient society a more prosperous Contribution to society a safer and more secure society 18
Slide 19: What we want to be in 2030
What we want to be in 2030 Our Vision A Corporate Group of Outstanding Value What we want to be in 2030 A corporate group of outstanding value that contributes to a sustainable society 19
Slide 20: Positioning of the new Medium-term Management Plan
Positioning of the new Medium-term Management Plan FY2022-2025 FY2026-2030 NCI KIRARI 2025 NCI KIRARI 2nd STAGE 2030 What we want to be in 2030 Achieved increased Moving to the stage of A corporate group incomes and profits and strengthened financial achieving sustainable growth of outstanding sound
Slide 21: Overview of NCI KIRARI 2nd STAGE 2030
Overview of “NCI KIRARI 2nd STAGE 2030” Moving to the stage of achieving sustainable growth through One & Only products and technologies Growth potential Profitability Financial soundness Shareholder returns Net sales Operating profit ROE D/E ratio Dividend payout ratio DOE Financial targets With a
Slide 22: 2.1. Financial targets of NCI KIRARI 2nd STAGE 2030
2.1. Financial targets of “NCI KIRARI 2nd STAGE 2030” Financial targets・・・・・・・・・・・・・・・・・・・・・23 Growth outlook・・・・・・・・・・・・・・・・・・・・・・24 22
Slide 23: Financial targets
Financial targets FY2025 Results FY2026 Forecast FY2030 Target Growth potential Net sales 49.9 billion yen 52.0 billion yen 62.0 billion yen Operating profit 4.1 billion yen 4.5 billion yen 7.0 billion yen Profitability ROE 7.0% 8.0% 10% or more Financial soundness D/E ratio 0.18x 0.18x or more 0.5x
Slide 24: Growth outlook
Growth outlook Aim for net sales 1.2 times and operating profit 1.7 times the FY2025 levels ■Net sales trends (Unit: billion yen) ■Operating profit trends (Unit: billion yen) FY2025 FY2026 FY2030 FY2025 FY2026 FY2030 Results Forecast Target Results Forecast Target ■Electronics & Functional Products
Slide 25: 2.2. Growth strategy of NCI KIRARI 2nd STAGE 2030
2.2. Growth strategy of “NCI KIRARI 2nd STAGE 2030” Focus areas and strategic market segments・・・・・・・・・・26 Focus ar ea (1): Electron ics ・・・・ ・・ ・・・・・・・・ 27 Focus area (2): Safety・・・・・・・・・・・・・・・・・29 Growth outlook for growth drivers in focus areas・・・・・・31 Correspondence between growth drivers and eac
Slide 26: Focus areas and strategic market segments
Focus areas and strategic market segments Redefine “growth drivers” by focusing on One & Only products and technologies ⚫ Electronics area：Contribute to improving convenience through higher functionality and higher performance in fields where growth is expected ⚫ Safety area：Contribute to improving
Slide 27: Focus area (1): Electronics
Focus area (1): Electronics In areas where higher performance and higher density are progressing, achieve growth by advancing higher added value by leveraging One & Only products and technologies as strengths and creating new businesses ★： New Strategic market Market environment Growth drivers segme
Slide 28: Focus area (1): Electronics area: Growth drivers
Focus area (1): Electronics area：Growth drivers ★：NEW Semiconductors Electronic devices Chemicals for Semiconductor materials Mold Cleaner Chemicals for Electronic Materials (Electronics and Functional Products Business / (Electronics and Functional Products Business / (Electronics and Functional Pr
Slide 29: Focus area (2): Safety
Focus area (2): Safety In areas where safety and environmental requirements are increasing, achieve growth by advancing global expansion, leveraging One & Only products and technologies as strengths, and creating new businesses ★：NEW Strategic market Market environment Growth drivers segments ⚫ Grow
Slide 30: Focus area (2): Safety area: Growth drivers
Focus area (2): Safety area：Growth drivers ★：NEW Environment Life Mobility Chemicals for Retroreflective Sheetings for License Plates Coating Agents for (Films and Sheetings Products Business / Optical EVs Pharmaceuticals and Functional Films) (Electronics and Functional Agricultural Chemicals★ Prod
Slide 31: Growth outlook for growth drivers in focus areas
Growth outlook for growth drivers in focus areas For growth drivers overall, the Company aims to achieve the following by the end of FY2030 Net sales Operating profit Electronics area 8.0 billion yen 2.0 billion yen Safety area 18.0 billion yen 4.0 billion yen Overall 26.0 billion yen 6.0 billion ye
Slide 32: Correspondence between growth drivers and each business
Correspondence between growth drivers and each business ★：NEW Segment Business Growth drivers ■Chemicals for Semiconductor Materials ■Chemicals for Resists Functional Chemicals ■Chemicals for Electronic Materials ■Chemicals for Pharmaceuticals and Agricultural Chemicals★ Electronics and Functional P
Slide 33: Segment strategies
Segment strategies Electronics and Functional Products Films and Sheetings Products Improve profitability through higher Expand products in the safety and added value and expand products in the electronics areas through “creation of electronics area by “creating One & Only One & Only products using
Slide 34: Capital investment
Capital investment ⚫ Total investment during the medium-term management plan period will be 28.0 billion yen, with an average annual investment of 5.6 billion yen, a 3.3-fold increase from the previous medium-term management plan ⚫ Aggressively invest 22.0 billion yen in strategic market segments Ma
Slide 35: Regional strategies
Regional strategies Expand the domestic sales ratio in consideration of geopolitical risks and supply chain risks Although overseas sales will increase, the overseas sales ratio will decline from 54% to 52% ■Net sales by region (Unit: billion yen) 54％ 52％ Domestic 30.0 23.2 Overseas 24.7 Overseas sa
Slide 36: Regional strategies: Domestic and Overseas
Regional strategies ■Domestic ■Overseas (North America, South America / Europe / China / Asia) Focus area: Electronics Focus area: Safety Aim for growth in the electronics field by leveraging In the safety field, aim for worldwide business partnerships with Japanese companies that have expansion in
Slide 37: 2.3. Initiatives to support the growth strategy
2.3. Initiatives to support the growth strategy of “NCI KIRARI 2nd STAGE 2030” Initiatives to support growth strategies・・・・・・・・・・・・38 Acceleration of R&D・・・・・・・・・・・・・・・・・・・40 Promotion of SDGs management・・・・・・・・・・・・・・41 Promotion of DX ・・・・・・・・・・・・・・・・・・・・・44 Ensuring compliance・・・・・・・・・・・・・・・・・・47
Slide 38: Initiatives to support growth strategies
Initiatives to support growth strategies NCI KIRARI 2nd STAGE 2030 Moving to the stage of achieving sustainable growth through One & Only products and technologies ＜Initiatives to support growth strategies＞ Promotion of SDGs Acceleration of R&D Promotion of DX management Ensuring Compliance 38
Slide 39: Initiatives to support growth strategies
Initiatives to support growth strategies Support the growth strategy of “NCI KIRARI 2nd STAGE 2030” through four initiatives and aim to achieve the financial targets Acceleration of R&D Promotion of SDGs management Promotion of DX Take on the challenge of developing One & Aim to build a management f
Slide 40: Acceleration of R&D
Acceleration of R&D Take on the challenge of developing One & Only products by integrating accumulated technological capabilities with new perspectives 1. Focused allocation of resources to product development targeting strategic market segments 2. Promotion of development with awareness of contribu
Slide 41: Promotion of SDGs Management
Promotion of SDGs Management In sustainability management, the Company regards the SDGs as important goals and has identified five materialities closely related to realizing its Mission and contributing to the SDGs Five materialities Our Mission Creating new value with our technological capability,
Slide 42: Promotion of SDGs Management: Measures
Promotion of SDGs Management: Measures Area/field Society’s interests and needs Materiality Future actions Related SDGs ① Realization and contribution through business activities ⚫Improvement of convenience through AI Development of social and Electronics ⚫Promotion of labor-saving through robotics
Slide 43: Promotion of SDGs Management: Achieving carbon neutrality
Promotion of SDGs Management: Achieving carbon neutrality Examples of Group initiatives ■Target toward achieving carbon neutrality ⚫ Use of renewable energy (t-CO2) ⚫ Promotion of process efficiency reforms 111,170 ⚫ Recovery and reuse of waste heat 46% reduction ⚫ Fuel conversion ⚫ Switch to energy
Slide 44: Promotion of DX
Promotion of DX Aim to build a foundation for value creation through DX to strengthen corporate competitiveness Grand design Actions toward the new Medium-term Management Plan Management Realization of management decisions with enhanced real-time capability Speed-up of management Sales Strengthening
Slide 45: Promotion of DX: Roadmap
Promotion of DX：Roadmap (Fiscal year) Grand design Results under the previous medium-term management plan 2026 2027 2028 2029 2030 Management ⚫Visualization of Establishment of a data foundation Realization of real-time management Speed-up of management to support management decisions decisions mana
Slide 46: Promotion of DX: Roadmap
Promotion of DX：Roadmap (Fiscal year) DX promotion structure is directly under management 2026 2027 2028 2029 2030 Development of a data platform that connects each Group company and can Data platform development be used company-wide Realization of the DX corporate Establishment of a corporate cultu
Slide 47: Ensuring Compliance
Ensuring Compliance What we want to be in 2030 A corporate group of outstanding value that contributes to a sustainable society Thoroughly implement “bad news first” and further strengthen efforts to ensure compliance NCI KIRARI 2nd STAGE 2030 as a management foundation Moving to the stage of achiev
Slide 48: 2.4. Toward management with awareness of cost of capital and share price
2.4. Toward achieving management with an awareness of the cost of capital and share price Initiatives to achieve management with an awareness of the cost of capital and share price・・49 Shareholder return policy・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・50 Capital allocation・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・51 48
Slide 49: Initiatives to achieve management with an awareness of the cost of capital and share price
Initiatives to achieve management with an awareness of the cost of capital and share price PBR improved from 0.43 at the end of FY2021 to 0.63 at the end of FY2025 Aim to improve both ROE and PER PBR ＝ ROE × PER ⚫ Redefine growth drivers by focusing on One & Achieve business growth through expanded
Slide 50: Shareholder Return Policy
Shareholder Return Policy Aim to continue paying stable dividends, targeting the higher of a dividend payout ratio of 40% or a DOE (dividend on equity) of 3.0% NCI-2021 NCI KIRARI 2025 NCI KIRARI 2nd STAGE 2030 Realization of long-term, Aim to maintain a stable dividend with a Aim to continue paying
Slide 51: Capital allocation
Capital allocation ⚫ Implement aggressive strategic investments by utilizing external funds ⚫ Expand shareholder returns from 3.0 billion yen during the previous medium-term management plan period (four-year total) to a scale of 8.0 billion yen during the new medium- term management plan period (fiv
Slide 52: Questions and inquiries from analysts/investors
For questions and inquiries from analysts/investors, please contact Public Relations & Investor Relations Group Corporate Planning Department Please contact us via e-mail: prir@carbide.co.jp [Notes related to future prospects] This material is intended solely for the purpose of providing information
Nippon Carbide Industries — Investor Presentation (May 2026) on 6ix