Integrated Report/Annual Report Results for Fiscal 2024

| About NAGASE | Contents / Editorial Policy |

| About NAGASE | Purpose / Values |

Approach to management Who is NAGASE?

A company who solves

manufacturing issues with materials

On sustainability and future return

What is NAGASE looking toward?

• This earth is borrowed from future generations, and we must use corporate activity to return
  it in pristine condition.

For achieving that, we have the...

Medium-Term

Management

Plan

Supported by ...

Supported by ...

Reform of

People Framework Our Corporate

Culture

What drives it all is "dialogue"

Integrated Report 2024 CONTENTS

About NAGASE

1. Contents / Editorial Policy
2. Purpose / Values
3. What Kind of Group Is NAGASE?

1. NAGASE's History

1. NAGASE's Value-Producing Resources

1. NAGASE's Forward-Looking Challenges

Our Approach to Value Creation

1. CEO Message

1. CFO Message

1. Medium-TermManagement Plan

1. Promoting Sustainability

Implementing Value Creation -Reform of Our Profit Structure-

29 Dialogue with Directors in Charge of Sales

31 Initiatives in the Four Areas of "Foundation," "Focus," "Development," and "Improvement"

41 List of Segments

43 General Manager's Message

Implementing Value Creation

-Reform of Our Corporate Culture / Functions Supporting Reforms-

1. Toward a Decarbonized Society

1. Improve Employee Engagement
2. Stakeholders Communication
3. Dialogue NAGASE's Human Capital Management

1. Message from the General Manager of Human Resources & General Affairs Department

1. Promoting Diversity
2. Talent Management
3. Work Style Innovation
4. Human Resources Initiatives
5. Special Feature: Roundtable Discussion with President Ueshima and High School Students

NAGASE's Management Philosophy

Maintaining the highest standards of integrity

We recognize our responsibility to society and offer beneficial products and services while maintaining the highest standards of integrity. Through our growth, we will contribute to society and enrich the lives of our employees.

Over a period of more than 190 years,

NAGASE has constantly maintained the highest standards of integrity, delivering the products and services that are needed by our customers, and by society as a whole.

What we have built up over that time is the trust that our partners and society place in us. Going forward, besides working to solve the problems of "today," the NAGASE Group will be delivering "next" by addressing the new problems affecting society and the whole of humanity through

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NAGASE Integrated Report 2024

Editorial Policy

The NAGASE Group has created this integrated report to help our diverse stakeholders better understand the Group's wide-ranging business fields and business activities, as well as its unique value creation process. Going forward, we will continue to improve this report as a communication tool for conveying the Group's corporate value enhancement activities in an easy-to-understand manner.

Referenced Guidelines:

• The International Integrated Reporting Framework developed by the International Integrated Reporting Council (IIRC)
• Ministry of Economy, Trade and Industry's Guidance for Collaborative Value Creation

Period Covered: April 2023 - March 2024 (FY2023)

Some information after March 2024 is also included. Organizations Covered: Nagase & Co., Ltd. and the NAGASE Group

Governance

73 Management Structure

1. Interview with the Outside Directors

1. Corporate Governance

1. Sustainability Management
2. Risk Management and Compliance

Data Section

1. 11-YearFinancial Highlights

1. Financial Section

1. Non-FinancialHighlights and Corporate Information

About the Front Cover

The fiscal 2024 corporate report was used for the cover. As we strive to reform and continuously grow amid changes, we feel that "things that don't change" and "things that change" are both important. So, "Embracing Authenticity, Embracing Change" That catch phrase summarizes our feelings. The illustration is an illustration by Ilya Kuvshinov, which we first used in a corporate advertisement in fiscal 2019 and has been decorated with a new color scheme. The striking red of the illustration alludes to the color of the safflower, the symbol used at NAGASE's founding.

the provision of new materials.

"The Earth is borrowed from future generations." To help realize a sustainable future society, NAGASE will continue working together with partners throughout the world to build a future where people can live with peace of mind.

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NAGASE Integrated Report 2024

| About NAGASE | What Kind of Group Is NAGASE? |

Consolidated net sales 900.1billion yen

Overseas gross profit ratio

54.4 %

Operating income rate by industry

11-Year Financial Highlights P.85

(As of end of March 2024)

Number of bases

25countries and regions 106companies

Number of partner corporations

Approx.18,000companies

Consolidated number of employees

7,528

NAGASE's Human Capital Management P.59

(As of end of March 2024)

Added value born from unique functions

Research &

development function

1832-

Founding

The NAGASE Group traces its roots to 1832 when founder Denbei Nagase established Urokogataya, a dyestuffs wholesale business that handled safflower, funori seaweed and starches in Nishijin, Kyoto. This

Founding as a wholesaler

Safflower - founding symbol

Commencing business with overseas manufacturers

Bringing manufacturing technology to Japan by importing foreign products

Chemical

1901Established branch office in Lyon, France

Forging ties with leading overseas manufacturers

Strengthening manufacturing, processing and R&D functions

Successive establishment of plants with

is beginning of NAGASE Group's history which continues to present day. Later on, we established a foothold in the chemical industry by starting to handle synthetic dyes in

Expanding from natural dyes to synthetic dyes

At the time, there was demand for synthetic dyes not available in Japan, so after assiduous negotiations with Ciba in Switzerland, we began importing them. We brought back methods for use and technologies, and set up an internal laboratory.

Strengthening research & development function Strengthening processing functions

addition to natural dyes.

Biotechnology

Expansion into biotechnology

Began import of industrial use enzymes from Europe for use in glue removal or de-gluing for textile products.

1939

Manufacturing enzymes

Put effort into domestic production of enzymes, succeeding in 1939 in production of a high-quality glue remover (enzyme) for staining which exceeded products from overseas. Expanded into manufacture of enzymes for industrial use and for food use.

1990Established a biotechnology-related research and development center

(Presently "Nagase Bio-Innovation Center")

2012

Enhancement of biotechnology functions

Formed subsidiary Nagase Viita (at the time "Hayashibara")

05

Founder Denbei Nagase

Through tumultuous times from its founding to present-day, NAGASE has a history of expanding business and continuous growth. "If only this existed, it would help solve customer and

Began import of epoxy resin, which was not widely distributed in Japan at the time, from Ciba Inc. Supported long-term, high-level economic growth of Japan with its diverse uses.

Movie film semiconductor

Nagase & Co., Ltd. established a joint venture with Ciba

Inc. and began domestic production.

Electronic parts and semiconductor technologies that support development in every industry

Electronics &

Energy

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NAGASE Integrated Report 2024

societal issues." That thought spurred us to action, and as we entered the 1900s, managers started looking overseas. When we found some "eureka" technology or product on site, we would negotiate tenaciously to bring it back to Japan, so that one day we could develop the technology to manufacture it ourselves, and deliver it to society. In addition to clearly apparent existing needs, we detected potential needs, and we kept our focus on things and technologies that could meet all of those needs. Furthermore, we had the ability to horizontally expand our business by leveraging the knowhow and network we built, which led to the diverse areas of business we engage in now.

1926

Exclusive agency agreement with Eastman Kodak in America

Began import of movie film to help entertain Japan suffering from the Great Kanto Earthquake. Closer ties with Eastman Kodak Company.

Plastics & Resin

Introduction of photoresist into Japan

Imported and sold photoresists from Eastman Kodak Company, which were used in the photolithography process in film development technology.

Deepened connections with domestic semiconductor-related corporations, and began NAGASE Microelectronics Seminar in 1974.

1982

Commencement of production of developer and stripping agent

Established a photoresist refining plant in former Nagase Chemicals. Also, began production of developer and release agent.

NAGASE Integrated Report 2024

| About NAGASE | NAGASE's Value-Producing Resources |

NAGASE's Cultivated Strengths

A key strength that the NAGASE Group has cultivated is the six types of capital that support the Group's sustainable growth and provide the foundation for its value creation: human capital, intellectual capital, manufactured capital, social and relationship capital, natural capital, and financial capital. By integrating these different types of capital, we are proceeding with business activities that help to solve various problems affecting society.

Management capital

NAGASE's Unique Functions

NAGASE offers a uniqueness only possible through their

integration of the functions of "trading," "manufacturing," and "R&D."

Human capital

Business designers that integrate the NAGASE Group's diverse functions to solve problems

• NAGASE's Management Philosophy
  We recognize our responsibility to society and offer beneficial products and services while maintaining the highest standards of integrity. Through our growth, we will contribute to society and enrich the lives of our employees.
• Consolidated Number of Employees 7,528

See P. 59-66 for initiatives in human capital management

Customers

Global users

Intellectual capital

Leveraging knowhow across

a wide range of fields to create new business in collaboration with partners

• Number of Group patent applications in the past 20 years: approx. 1,500 (base of domestic application number)
• Number of partners with whom we filed joint applications in the past 20 years (industry, government, academic): 200+

[Main R&D function]

Nagase Bio-Innovation Center and Nagase Application Workshop [Main business development function] Future Co-creation Office

[Examples of joint applications / development that featured integrated Group functions]

• Biodegradable superabsorbent polymers and ergothioneine (rare amino acid)
  See P. 38 for development details

07

Manufactured

capital

Increasing value-added

through enhanced

productivity, technical innovation, and group synergy

• A total of 43 manufacturing sites in 15 countries and regions
• Material development featuring integration of the Group's functions as a manufacturer, researcher, developer, and trader See P.33
• Built a system for strengthening the competitiveness of Group materials leveraging the latest evaluation technology

(Use of the NanoTerasu 3GeV high brightness light source facility at Tohoku University, etc.)

R&D

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NAGASE Integrated Report 2024

Business partners

Domestic & overseas manufacturers

NAGASE Integrated Report 2024

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| About NAGASE | NAGASE's Forward-Looking Challenges |

Sustainable innovation achieved through

the commitment of every individual employee

Building on the commitment that each individual employee has to playing a useful role in society, we are working to generate multi-faceted value through collaborations with our colleagues, by having faith in our potential.

Nagase & Co., Ltd.

Takaki Iizuka

Third Sales Section, Functional Materials Division,

Performance Chemicals Department, Functional Materials Segment

By utilizing previously unused bio-materials, we are aiming to build a future in which people can say "Plastics? People used to use those years ago, didn't they!"

Nagase Enterprise México S.A. de C.V.

Leader

Maria Elizabeth

Gutierrez Perez

Mobility Team 1, Plastic Division

Mobility Department

We integrate to put our mark on caring for the environment, contributing to the reduction of the carbon footprint.

Nagase & Co., Ltd.

Juno Cox

PM Section and NVI Section, Product Management Division,

Life & Healthcare Products Department, Life & Healthcare Segment

We are expanding the use of bio-derived cosmetics materials throughout the world to enable everyone to enjoy safe, sustainable beauty!

Nagase & Co., Ltd.

Blind runner

Shinya Wada

PR Section,

Corporate Relations Division,

Corporate Management Department

I will continue to keep running as long as I can to help realize a society that is barrier-free not just physically but also in people's hearts.

Nagase & Co., Ltd.

Eiko Matsumoto

Assistant Director, Nagase Bio-Innovation Center

As a research-oriented generalist, I provide support for our rapidly-accelerating bio- related research, with the aim of promoting sustainable environmental, health and safety (EHS) management systems and promoting effective compliance.

Nagase ChemteX

Corporation

Sou Mutobe

G Materials Section,

Product Development Division,

Performance Chemicals

Department

By effectively utilizing the organic synthesis knowhow and technologies that we have cultivated over the years, we are taking on the challenge of developing "green" materials!

Nagase & Co., Ltd.

Guide runner

Takumi Hasebe

PR Section, Corporate Relations Division,

Corporate Management Department

By doing our utmost when running, we are aiming to help realize a society that is full of energy and vigor!

Nagase & Co., Ltd.

Yuka Kono

MaaS Automated Driving Development Section,

Advanced Mobility Unit,

Mobility Solutions Department, Mobility Segment

While enjoying the way times are changing, I will be striving to realize personal growth by mastering a wide range of fields!

Nagase Viita Co., Ltd.

Unit Leader

Ooi Lia, Ph.D.

Plant Research Unit, Research, Technology & Value Creation Division

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NAGASE Integrated Report 2024

Hiroyuki Ueshima

Representative Director,

President and CEO

Nagase & Co., Ltd.

In my first year, I focused on business restructuring to set a firm foundation for the Ideal NAGASE.

Fiscal 2023, my first year as president, was largely spent responding to changes in our business environment, which ranged from broadening geopolitical risk to persistently high raw material prices and widely fluctuating foreign exchange rates. In fact, 9 of our 10 business fields faced extremely harsh conditions during the year. The strongest impacts on our business performance came from the stagnant Chinese economy, downward price pressure on food ingredients and functional materials due to cut-rate prices at Chinese companies, and a spike in costs owing to delays installing automation equipment at the Prinova Group plant in Utah of the United States. The conditions forced us to lower our consolidated earnings forecast in November 2023 when we reported a profit decline for the second quarter, which was a direct reflection of shortcomings in our capabilities.

In that environment, we focused on laying the foundation for growth by continuing to advance the key measures of the Medium-Term Management Plan ACE 2.0 and by implementing our QUICK WINS initiative to maximize and optimize the use of our core management resources of people, finances, and time as we develop our business and financial portfolios, enhance governance of management processes, and rebuild our human resources portfolio. These efforts, in fact, produced some positive results as, despite the decline in operating income for the year, strong performances by our highly profitable manufacturing subsidiaries helped lift gross profit to an all- time high. I view my first year as one in which we continued the ACE 2.0 plan's core drive for the "Pursuit of Quality," progressed with our business restructuring, and laid the foundation to foster the mindset of the Ideal NAGASE.

In fiscal 2024, we will continue to strengthen ROIC management and address the factors that led to our profit decline while aiming to raise operating income to a record high. We will continue developing our businesses as we seek to fulfill the performance expectations of our shareholders and investors.

Using our trading, manufacturing, and R&D functions for the well-being of people and the planet

I spent a lot of time last year pondering the questions of who are we as NAGASE? and Why do we exist? The answer that came to me is that our purpose is to use materials to overcome

challenges for manufacturers. Our business is founded on our ability to use our materials to provide solutions for our clients, which in turn provides solutions for issues being faced by industry and society. Therefore, the NAGASE Group's businesses reduce environmental impacts and support manufacturing activities that are directly connected to people's health, safety, and comfort. Although we have little direct contact with the end users, NAGASE is proud that our BtoB transactions provide materials that support the well-being of people and the planet.

During the year, when I met with the top executives of our business partners, I always asked, "What do you consider to be NAGASE's strengths?" Most of the answers boiled down to: NAGASE's strength is that it encompasses the three functions of a trading company, manufacturer, and an R&D company. This perception of NAGASE gave us the idea for recasting our framework, and last year we reorganized the four quadrants of the Group's growth strategy from being divided along business lines to being delineated by function. However, when we look at how the Group works internally, it seems that not many employees conduct their daily activities with an awareness of how unique and powerful it is to have the three functions of a trading company, manufacturer, and R&D. In addition, employees seem to underestimate their abilities. At every opportunity, I remind them that "The skills you use at the worksites and your ability to generate profits are greater than you think. We need to have more confidence in ourselves."

Of the three functions, the trading function is our greatest strength. As a trading house, we provide the materials and solutions that match our clients' needs, which become a key source of information for directions to create new businesses. The uncertain times we are living in are presenting a growing number and variety of risks, including risk of changes to environmental regulations and risk of supply chain disruption. Our business partners and society are facing a growing number of problems that will have to be overcome. For NAGASE, however, this is a business opportunity. We are perfectly positioned to use our direct dialogue with our business partners to quickly identify their issues and apply our three functions as trading company, manufacturer, and R&D to deliver a wide variety of value. What we ask of our employees is not to wade into a market that is already overrun with players but to look for little gems that the world has not found yet and where we can get excited about their uniqueness. We have an exceptional uniqueness and ability to win in the global market by providing manufacturers with the materials to overcome their challenges. I want to raise the quality of our management to a higher level so NAGASE is the company that companies turn to for solutions.

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NAGASE Integrated Report 2024

Fiscal 2024 growth strategies in the Foundation, Focus, and Development domains

I would now like to provide an overview of the growth strategy we are implementing in fiscal 2024. For our trading function, which we set as a foundation in the four quadrants, we are examining our business prospects in each country and will shift our global resource investment to countries and regions with the highest growth potential.

In the manufacturing function in specific areas, which are in the focus quadrant, we will advance the stages of planned investments in the food, semiconductor, and life sciences fields. In the semiconductor field, this will mean continuing our original plan for fiscal 2024 to start a wafer bumping business in Malaysia and a recovery and recycling business for photographic developer fluids used in the manufacturing process. In the development area, which includes our R&D function, we will accelerate development of businesses being groomed as future revenue sources, including preparing

to commercialize businesses for the rare amino acid ergothioneine and for biodegradable superabsorbent polymers.

In the areas for improvement, we have a specific action plan that includes reviewing unprofitable businesses and subsidiaries and other steps to reduce losses to under ¥1 billion in fiscal 2025.

Laying the foundation for our transformation with QUICK WINS

I would also like to talk more about the QUICK WINS measures we launched in June 2023 to set a foundation for our transformation. QUICK WINS has specific measures aimed at the three objectives to develop our business and financial portfolios, enhance governance of management processes, and rebuild our human resources portfolio. As shown in the QUICK WINS status in fiscal 2023 diagram at the bottom of the right page, we track our progress with each measure using green markers on five levels. Within the Group, we also distribute our Quarterly Paper with its easy-to- understand summaries of only a few pages so all employees can apply the measures in their daily work. I bring copies of the Quarterly Paper with me when I visit business sites and Group companies in Japan and overseas so I can talk directly with employees about the measures.

The objective of developing our business and financial portfolios is to establish the optimal resource allocation and business structure to be resilient to changes in market conditions and the external environment. In this direction, we continued to consolidate unprofitable transactions and clarified our growth strategy by thoroughly applying ROIC management to each business unit. I believe the ROIC management is gaining traction as we are already seeing its effects, including better inventory turnover rates and improving gross profit

margins. Another area where we are making steady progress is in introducing digital marketing in countries and regions with specific challenges for travel time, cost, and other conditions. The necessary digital technologies and infrastructure are now in place, and in the second half of fiscal 2024, the business units and DX department will begin using a fully integrated analysis platform of all Group data related to sales.

Our measures to enhance governance of our management processes include the major step of consolidating the number of business divisions from 11 to 7 in October 2023. The expanded divisional umbrellas covering more business units allow us to select and focus resources more quickly and delegate authority more effectively. We also reorganized the Group Management Committee and other management groups targeted at various issues to give us more opportunities to discuss and deliberate on agenda items related to important management decisions.

The first steps for rebuilding our human resources portfolio were to incorporate succession planning into the structure and create more opportunities and mechanisms for developing management talent. In fiscal 2024, we added liberal arts-type training to our management development programs. To maximize the value of our human capital, in April 2024 we introduced a performance-based evaluation system with a clear concept of fairness and transparency. As a result, for example, we now have younger employees in their 20s

and 30s in supervisory positions. We are continuing to modify the system so it will provide visualization of the evaluation criteria and enable more dynamic promotion of employee talent. We are testing a new "15% rule" to promote employee development where we assess an individual's current abilities and set a goal of improving by 15% each year. At that pace, an employee will double their capabilities in five years. To support this new approach to employee development, we are modifying our personnel systems and mechanisms and creating an environment that encourages our employees' steady growth.

A growth strategy for the future

Reorganizing each of our business domains along the lines of our trading, manufacturing, and R&D functions

QUICK WINS status in fiscal 2023

QUICK WINS is an initiative launched in June 2023 to maximize and optimize the use of our management resources of people, finances, and time as we develop our business and financial portfolios, enhance governance of management processes, and rebuild our human resources portfolio.

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NAGASE Integrated Report 2024

Generate the cash flow and data that will allow us to strengthen our manufacturing function in focus and development areas

Development Future revenue sources

Pursue new challenges in areas that will be future sources of revenue

Focus Manufacturing function in specific areas

Leverage our unique products and technologies to increase overall profitability

Improvement

Reduce operating losses, equity-method losses, impairment losses, and unprofitable transactions at operating subsidiaries

Potential investments for focus and development areas from FY2024 (approximately ¥80 billion)

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The NAGASE Group companies overseas enjoy workforces with a wide variety of nationalities, religions, and values. Unfortunately, we cannot say the same for the parent company, Nagase & Co., Ltd., in Japan. We are taking steps to improve diversity and inclusion (D&I) at the parent company, but we understand that progress will require changing our awareness of D&I concepts. One of our areas of weakness has been our management training programs, which are critical to advancing women's empowerment in the workplace. One step we took to address this weakness in fiscal 2023 was to invite Reiko Shiota, former member of the Japanese national badminton team and representative of the Woman's Ways organization promoting awareness of women's issues, to present a management seminar on physical and mental issues that affect women. The response to the seminar

was tremendous. I look forward to hosting more events and introducing ideas that will spark changes in our way of thinking and consciousness.

Improving employee engagement is particularly crucial to increasing our human capital, and I intend to use the results of our regular employee surveys to increase and strengthen our engagement initiatives. We will create opportunities

for executives and employees to share their perspectives and engage in small meeting discussions about ways to solve any issues. This will be the first step to creating an environment where executives and employees fully appreciate each other's perspectives and work together as equals for mutual improvement.

Cultivating younger employees through experiences and learning opportunities

Since becoming president, I have tried to create as much time as possible to talk with employees and outside directors. I regularly meet outside directors for lunch meetings where we engage in open discussions with a frankness that is at

a different level than at Board of Directors meetings. I also

make it a point to bring different young employees with me on each business trip overseas. When I myself first joined the Company, I was given many opportunities to listen to all types of discussions while sitting right beside the Company president. Hearing what managers think and how they approach things was eye-opening, and it greatly influenced me in both my life and how I set goals.

Around 1994, when I was in my twenties, I drafted an investment project proposal that was submitted to then- President Hideo Nagase for final approval. One day, I received a telephone call from the secretary's office calling my general manager and me to the president's office. The president surprised me by asking, "Mr. Ueshima, for this proposal, how much money would you have to lose before you stopped the project?" This was the exact opposite of the question I was expecting-"How much do you expect to make?" After taking a few seconds to think about it, I said, "If it loses ¥100 million, I'll stop it." He agreed and signed his approval right then. The lesson I learned that day was that managers are not looking just at profits; they're also considering business continuity. The time to decide when to exit a business is not when it starts drawing losses, it's when the business is started. At the time, exit strategies were not yet common in the business world, so it was a great learning experience. I want our younger employees to have as many experiences and learning opportunities as possible because they are invaluable to their growth.

Increasing our profitability and instilling management centered on the cost of capital and stock value

ACE 2.0 targets raising ROE to 8.0% by fiscal 2025, the plan's final year. Achieving that level will require that we continue improving our capital efficiency. As announced in May 2024, in addition to our current policy to consistently increase our dividend distribution, we decided to provide a total shareholder return ratio of 100% as a limited measure for two years.

Currently, our ROE is below 8.0%; the price-to-book ratio (PBR) is less than 1x; and the ratio of strategic cross- shareholdings to net assets is above 15%. We recognize each of these as important issues for management to address and will continue to focus on increasing profitability, considering the cost of capital and the share price in management decisions, and enhancing corporate value.

We will also place more emphasis on dialogue with shareholders and investors. In fiscal 2024, we will increase the number of financial results briefings from two to four and hold more small meetings so we have more opportunities to hear investor opinions and recommendations. As president, it is my responsibility to present the Company so that our investors see that NAGASE is seeking further transformation and that they can expect further growth.

Throughout its 190-year history, NAGASE has expanded its business based on the philosophy of "We recognize our responsibility to society and offer beneficial products and services while maintaining the highest standards of integrity." Our efforts to fulfill this philosophy have accumulated into one of our biggest assets-stakeholder trust in our company. We comply with laws and regulations as a matter of course, and we have an ingrained culture of "doing the right thing, the right way" in accordance with the common sense and ethics of society. At the same time, laws and regulations are becoming increasingly complex, so we are constantly strengthening our structure for compliance monitoring. This structure includes an internal reporting (whistleblowing) system centered on the Compliance Consultation and Reporting Desk, where all Group executives and employees in Japan and overseas can seek counsel and report concerns anonymously and with strict confidentiality.

I often tell our employees that society sees more of what we do than we may realize. We always comply with the law, but we should also always be asking ourselves, "is it the right thing for NAGASE to be doing?" Keeping that in mind is how we can

pass on the NAGASE Group philosophy and positive corporate culture to the next generation.

Steadily reforming our profit structure and corporate culture

The objective of the QUICK WINS initiative discussed above is to drive rapid progress in all measures toward four or five on the five-point scale shown on page 16. For the remainder of the ACE 2.0 plan, we will continue reforming our profit structure and corporate culture while paying close attention to the rapidly changing external environment. We will also concentrate management resources in our core trading function, which is in the Foundation quadrant, and in the food, semiconductors, and life sciences, which are in the Focus quadrant, with the aim of generating momentum for continuing growth through fiscal 2026 and beyond.

I believe our business, using sustainable materials to solve client issues, contributes to the well-being of people and the planet and helps pass on a clean Earth to future generations. In April last year, we introduced "Delivering next." as the NAGASE Group slogan. Group companies, business divisions, and employees in Japan and around the world have each found their own "next" that they are pursuing to create a new future. NAGASE is using its three functions of trading company, manufacturing, and R&D to create new and unique materials that will open new possibilities for the future. We look forward to your support as we advance to our next challenge.

September 2024

Hiroyuki Ueshima

Representative Director, President and CEO

Nagase & Co., Ltd.

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