Notice Concerning Revision of KPIs for Long-term Vision "Brilliance through Chemistry 2030" and Introduction of New Capital Policy [PDF:642KB]

Note: This document has been translated from the Japanese original for reference purposes only. In the event of any discrepancy between this translated document and the Japanese original, the original shall prevail.

‌May 14, 2025

Company name: Nippon Soda Co., Ltd. Name of representative: Eiji Aga

Representative Director and President (Securities code: 4041; TSE Prime Market)

Inquiries: Toyonobu Katagishi

Manager of General Affairs Dept. (Telephone: +81-3-6366-1920)

Notice Concerning Revision of KPIs for

Long-term Vision "Brilliance through Chemistry 2030" and Introduction of New Capital Policy

Nippon Soda Co., Ltd. (the "Company") hereby announces that the Company has revised some KPIs of the Nippon Soda Group's long-term vision "Brilliance through Chemistry 2030" announced on May 19, 2020, and introduced a new capital policy aimed at improving capital efficiency, as follows:

The Company formulated the Nippon Soda Group's long-term vision "Brilliance through Chemistry 2030" (April 2020 to March 2030) and has been practicing management that positions both corporate value and social value increase as the two wheels under the mission of "Create New Value through the Power of Chemistry to 'Increase Corporate Value' by 'Contributing to Society'." During the first five years through fiscal year ended March 2025, the Company has steadily progressed toward transforming into a highly efficient business structure, with growth driver businesses expanding and profitability improving through the promotion of business portfolio transformation, including the reorganization of unprofitable businesses. As the next five-year period begins from fiscal year ending March 2026, growth investments to enhance cash flow generation capability are progressing as planned, and the creation of new businesses is steadily advancing. On the other hand, in light of the significant changes in the business environment surrounding the Group, such as changes in the business environment since the COVID-19 pandemic and the expansion of uncertainties due to geopolitical risks, the Company has decided to partially revise its KPIs and introduce a new capital policy aimed at improving capital efficiency. Based on the new capital policy, as announced today in the "Notice Concerning Revision of Dividend Forecast (Dividend Increase) for the Fiscal Year Ended March 31, 2025 (156th Term)," the Company has resolved to increase the planned year-end dividend for the fiscal year ended March 31, 2025 by 20 yen per share, revising the annual dividend plan from 120 yen to 140 yen (based on the share split implemented on October 1, 2024). Additionally, as announced today in the "Notice Concerning Determination of Matters Related to Acquisition of Treasury Shares," the Company has resolved to acquire treasury shares with an upper limit of 2,500,000 shares and a total acquisition value of 5 billion yen.

For details of the revision of the long-term vision, please refer to the attached document. The medium-term business plan Brilliance through Chemistry Stage III (April 2026 to March 2030), which will be the final stage of the long-term vision, is scheduled to be announced in May 2026.

1. KPIs for the fiscal year ending March 31, 2030 ROS (Operating Profit on Sales): 10% or higher

   (unchanged from February 2020 announcement)

   ROA (Operating Profit on Assets): 7% or higher

   (unchanged from February 2020 announcement)

   ROE (Return on Equity): 10% or higher

   (re-revised from 8% or higher announced in February 2020 and from 12% revised in May 2023)

2. New Capital Policy

Balance Sheet Reform: Reduction of inventories, liquidation of cross-held

shareholdings

Shareholder Returns: Introduction of progressive dividend policy, flexible

implementation of treasury share acquisition

‌Nippon Soda Group Long-Term Vision "Brilliance through Chemistry 2030" (Apr 2020 to Mar 2030) Progress Status and Future Initiatives Nippon Soda Co., Ltd. May 14, 2025 Contents

1 Long-Term Vision "Brilliance through Chemistry 2030"

(Apr 2020 to Mar 2030) Progress Status of the First Five Years

２ Long-Term Vision "Brilliance through Chemistry 2030" (Apr 2020 to Mar 2030) Initiatives for the Next Five Years

３ Reference Materials

1 Long-Term Vision "Brilliance through Chemistry 2030" (Apr 2020 to Mar 2030) Progress Status of the First Five Years

Overview

Progress Status of Long-Term Vision KPIs Business Portfolio Transformation

Growth Investment and Shareholder Return

2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

Stage Ⅰ （Apr 2020～Mar 2023）

Completion of expanded production facility for pharmaceutical excipient "NISSO HPC"

Completion of mass production facility for new fungicide "MIGIWA"

Stage Ⅱ（Apr 2023～Mar 2026）

Completion of expanded production facility for semiconductor material "VP-POLYMER"

Capital and business

Dissolution of equity-method affiliate manufacturing and selling herbicides

Discontinuation of caustic potash electrolysis-related business

Transfer of consolidated subsidiary manufacturing and selling metallic sodium

alliance with Kyulux, Inc.

Termination of production of phenol-based color developers for thermal paper

Forward buying of agrochemicals due to logistics disruptions after the

Record of extraordinary losses due to Noto Peninsula Earthquake

Termination of production at Mizushima Plant ※

ROS

ROA (Operating Profit on Assets) ROE

7.2％

8.4％

COVID-19 pandemic

10.3％

9.8％

Shipment adjustments due to increased distribution inventory of agrochemicals

9.3％

9.0％

10.4％

8.0％

5.6％

4.8％

5.1％

7.8％

6.8％

5.1％ 5.6％

3.8％ 4.6％ 5.0％

※Decision to close the plant due to difficulties in stable procurement of raw materials, making continued production unfeasible 4

• Progress Status of Long-Term Vision KPIs

  ROS (Operating profit on Sales)

  FY2025/3: 10.4％

  (FY2020/3: 5.6％)

• • We have promoted expansion of high-value-added businesses and liquidation of unprofitable businesses.

    Growth driver businesses have expanded, while caustic potash electrolysis-related businesses were discontinued.

  • Profit margin improved due to business portfolio transformation.

    Transferred all shares of Alkaline S.A.S., a consolidated subsidiary manufacturing and selling sodium metal and chlorine.

    ROA (Operating profit on Assets)

    FY2025/3:

    5.6％

    (FY2020/3: 3.8％)

  • Promoted asset replacement through business portfolio transformation. Promoted growth investments.

    Transferred all shares of Alkaline S.A.S., a consolidated subsidiary manufacturing and selling metallic sodium and chlorine.

    → FY2025/3: 25 stocks).

  • Continuously implemented liquidation of cross-shareholdings (FY2019/3: 52 stocks

    ✘ Inventory turnover ratio decreased (FY2020/3: 3.7 times → FY2025/3: 2.1 times).

    ROE (Return on Equity)

    FY2025/3:

    8.0％

    (FY2020/3: 4.8％)

    Increased raw material inventory due to uncertainties in procurement and logistics. Temporarily increased product inventory due to the termination of production at Mizushima Plant.

    ✘ Construction in progress increased due to growth investments. (FY2025/3: ¥12.2 billion)

    ✘ Investment in affiliated companies increased. (FY2020/3: ¥16.9 billion → FY2025/3: ¥31.4 billion) Equity-method affiliate IHARABRAS S/A (transfer of retained earnings to capital, foreign currency translation adjustment).

    ✘ Retirement benefit assets increased. (FY2020/3: ¥7.8 billion → FY2025/3: ¥14.5 billion) Asset management of defined benefit corporate pension (DB) showed strong performance.

• Business Portfolio Transformation

  Sales of Growth Driver Products (Indexed with FY2020/3 sales as 100)

  Stage Ⅰ

  Stage Ⅱ

  Three new agrochemicals NISSO HPC

  VP-POLYMER NISSO-PB

  1,376

  100

  202

  199

  164

  123

  3/3

  2024/3

  2025/3

  202

  2022/3

  2021/3

  0/3

  Sales Composition by Chemical Materials Sub-segment

  28%

  22%

  FY2025/3

  Non-consolidated sales

  ¥47.3 billion

  12% 23%

  15%

  19%

  FY2020/3 35%

  14% Non-consolidated

  sales

  ¥44.9 billion

  13%

  19%

  (Non-consolidated basis)

  Industrial chemicals
  
  
  Fine chemicals
  
  
  Specialty chemicals
  
  
  Eco-business
  
  
  Pharmaceuticals
  
  

  & industrial fungicides

  ・Three new agrochemicals (fungicide "PYTHILOCK" and "MIGIWA", acaricide "DANYOTE") have been promoted overseas development, and their applications have been expanded.

  ・Sales of pharmaceutical excipient "NISSO HPC" have expanded due to growth in the pharmaceutical market and response to increasingly sophisticated quality requirements.

  ・Sales of semiconductor photoresist material "VP-POLYMER" have been steady for automotive semiconductors and high bandwidth memory (HBM) for generative AI.

  ・Sales of resin additive "NISSO-PB" have grown for copper-clad laminates (CCL) used in AI servers.

  ・Product composition has changed due to expansion of high-value-added products and liquidation of unprofitable businesses.

  Industrial Chemicals: Discontinued caustic potash electrolysis-related business.

  Fine Chemicals: Sales of non-phenol color developers for thermal paper grew, discontinued production of phenol color developers for thermal paper.

  Specialty Materials: Steady sales of resin additive "NISSO-PB" and semiconductor photoresist material "VP-POLYMER".

  Eco-business: Decided to discontinue production of water treatment agent "NISSO HI-CHLON".

  Pharmaceuticals & Industrial Fungicides: Sales of pharmaceutical excipient "NISSO HPC" have expanded.

• Growth Investment and Shareholder Return

  Capital investment & Depreciation

  Capital investment (Billions of yen)
  
  
  Depreciation (Billions of yen)
  
  

  Stage Ⅰ

  ※1

  13.1

  Stage Ⅱ

  ※2

  13.3

  8.8 7.6

  7.7 7.7

  8.6

  9.1

  7.5

  ※4

  7.8

  ※3

  10.3

  7.8

  ※1 Expanded production facility of pharmaceutical excipient "NISSO HPC" (¥5.0 billion)

  ※2 Mass production facility of new fungicide "MIGIWA" (¥5.5 billion)

  ※3 Expanded production facility of KrF photoresist material "VP-POLYMER" (¥2.5 billion)

  ※4 Depreciation and amortization decreased due to the transfer of shares of consolidated affiliate of Alkaline S.A.S., which

  2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

  manufactures and sells metallic sodium and chlorine

  Shareholder Return

  Dividend payout ratio (%)
  Total return ratio (%)
  Dividend (Yen)
  
  

  Stage Ⅰ

  Stage Ⅱ

  108.2

  120

  120

  140

  90

  43.1

  49.4

  49.3

  52.1

  51.4 51.4

  35.7

  40

  55

  39.6

  40.1 40.1

  40.2

  
  
  

  ·Achieved the dividend payout ratio of 40% targeted in the Medium-Term Business Plan Stage I, and the total return ratio of 50% or more targeted in Stage II.

  ・Flexibly implemented share buybacks and canceled all acquired shares.

  February 2020 - October 2020: ¥5.0 billion February 2021 - June 2021: ¥2.0 billion November 2023 - March 2024: ¥2.0 billion

  2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

  Plan

  ※ Dividends are calculated based on the share split implemented on October 1, 2024.

  2 Long-Term Vision "Brilliance through Chemistry 2030" (Apr 2020-Mar 2030) Initiatives for the Next Five Years

  FY2030/3 KPIs

  Capital Allocation (5-year total)

  Expansion of High-Value-Added Businesses Enhancement of Management Foundation

  Improvement of Capital Efficiency and Shareholder Returns

  • Profitability has steadily improved through business portfolio transformation in the first five years, and creation of new businesses is steadily progressing.

  • We revised the ROE target among KPIs based on changes in the business environment since the COVID-19 pandemic (KPIs based on operating profit remain unchanged).

  • Introduce a new capital policy to achieve KPIs, aiming for early realization of PBR exceeding 1.0.

  ROS

  (Operating profit on Sales)

  10%or more

  No change from February 2020 announcement

• FY2030/3 KPIs (Partially revised in May 2025)

  ROE

  February 2020 KPI May 2023 revised KPI

  
  
  

  Results

  May 2025 re-revised KPI
  
  

  ROA

  (Operating profit on Assets)

  7%or more

  No change from February 2020 announcement

  Stage Ⅰ

  （2020/4～2023/3）

  Stage Ⅱ

  （2023/4～2026/3）

  Stage Ⅲ

  （2026/4～2030/3）

  10.3％

  10％

  12％

  10％

  8.4％

  9.3％

  8.0％

  4.8％

  5.1％

  8％

  '20/3

  '21/3

  '22/3

  5％

  '23/3

  '24/3

  '25/3

  '26/3

  '27/3

  '28/3

  '29/3

  '30/3

  
  
  

  ROE

  (Return on Equity)

  10%or more

  February 2020 KPI: 8% or more

  May 2023 revised KPI: 12% → Re-revised to 10% or more

  Given the significant changes in the environment surrounding the Group, including changes in the business environment since the COVID-19 pandemic and increased uncertainty due to geopolitical risks, we have re-revised the ROE target for FY2030/3 to "10% or more."

• Transform into a structure that is resilient to changes in the business environment and generates stable earnings through expansion of high-value-added businesses and management efficiency.

• Aim to create new value through new businesses.

• Increase corporate value and shareholder value by enhancing capital efficiency through growth investments and shareholder returns.

• Capital Allocation (FY2026/3 to FY2030/3, 5-year total) ※Items in blue are newly formulated and announced.

  Aim for inventory turnover ratio of 4.0 times by FY2030/3. (FY2025/3: 2.1 times)

  Aim for net asset ratio of less than 10% at an early stage and less than 6% by FY2030/3.

  (FY2025/3: 10.1%)

  Enhance financial leverage through interest-bearing debt financing.

  Operating cash flow

  (before R&D expense deduction)

  Reduction of inventories

  Liquidation of cross-shareholdings

  Financing

  Cash In

  Growth investments (¥30.0 billion)

  R&D expenses

  (¥40.0 billion)

  Flexible allocation

  Enhancement of management foundation

  (¥10.0 billion)

  Maintenance and renewal Investments (¥30.0 billion)

  Shareholder returns

  Cash Out

  Expansion of growth driver businesses (Expansion of pharmaceutical excipient "NISSO HPC" production, construction of automated warehouse for pharmaceuticals and hazardous materials (Logistics))

  New business investments (Organic EL light-emitting material "TADF")

  Creation of new businesses

  (Organic EL business, Animal Health business)

  Consideration and implementation of startup investments, business alliances, and M&As that contribute to corporate value enhancement

  Measures against declining working-age population

  (Establish a system by FY2030/3 that can respond to a 10% reduction in personnel)

  Enhancement of existing business foundation

  Building an optimal production systems

  Introduction of progressive dividend policy

  Flexibly implement treasury share acquisitions considering optimization of capital structure and share price conditions

• Expansion of High-Value-Added Businesses

  Further Expansion of Growth Driver Products

・Three new agrochemicals: Promote overseas development and further application expansion. Aim to improve profit margins through manufacturing cost reduction.

・Pharmaceutical excipient "NISSO HPC": Strengthen overseas expansion, smoothly launch expanded production facility (completion in FY2027/3).

・Photoresist material "VP-POLYMER": In addition to automotive semiconductors and conventional memory applications, aim to expand sales for AI-related HBM (High Bandwidth Memory).

・Resin additive "NISSO-PB": Further expand sales for copper-clad laminates (CCL).

Aim for early launch of newly developed flame-retardant and heat-resistant grades for AI and high-speed servers.

・Organic EL light-emitting material "TADF"

Establish the world's first mass production and stable supply system for "TADF".

Promote process development aiming for mass production start in FY2027/3 and

completion of dedicated production facility in FY2029/3.

・Development and launch of new veterinary pharmaceuticals and supplements

Promote development of veterinary pharmaceuticals based on synthesis and

evaluation technologies cultivated in agrochemical development. Aim for commercialization in FY2030/3-2031/3.

【 TADF 】

・Pharmaceutical excipient "NISSO HPC": Increase production capacity to 1.5 times the current level (¥10.0 billion, completion in FY2027/3).

・Organic EL light-emitting material "TADF": Respond to expanded adoption in various devices (¥10.0 billion, completion expected in FY2029/3).

・Automated warehouse for pharmaceuticals and hazardous materials: Expand handling of

high-value-added cargo (¥3.0 billion, completion in FY 2027/3).

・Create new businesses by 2030: Establish mass production technology for organic EL light-emitting material "TADF".

Develop new veterinary pharmaceuticals and supplements.

Develop flame-retardant and heat-resistant grades of resin additive "NISSO-PB".

• Enhancement of Management Foundation

  Measures against declining working-age population

  DX and human capital investment:

  ¥10.0 billion

・Establish a system by FY 2030/3 that can respond to a 10% reduction in personnel in anticipation of the declining working-age population.

・DX promotion: Promote DX in research fields, enhance AI/MI technologies to improve efficiency. Promote smart factory concept, aiming for productivity improvement, quality stabilization, and strengthened preventive maintenance.

・Standardization and efficiency of operations: Renew ERP (Enterprise Resource Planning) package and aim for business integration including Group companies.

・Implement new personnel system linked to the long-term vision: Build a system that supports "challenge," "learning," and "utilization" in response to diversification of workers' awareness and VUCA.

・Maintenance and renewal investments: Appropriately manage investment needs and implement planned investments within the range of depreciation. With the smart factory concept in mind, aim to improve productivity and reduce manufacturing costs.

・Building optimal production systems: Aim to optimize resources such as production facilities, production technology, and human resources, and achieve overall optimization.

Establishment of next-generation production technology: Cultivate continuous flow synthesis

technology and aim for implementation in agrochemical manufacturing, etc.

Consider overseas production: Consider optimization of the entire supply chain from raw material procurement to product delivery.

・Consider and implement startup investments: Promote external introduction of priority technologies.

[ Investments implemented in the last two years ]

Focused technologies to strengthen

• Cultivation technologies

• Peptide application technologies

• Organic metal application technologies

• Flow synthesis technologies

• AI/MI technologies

Kyulux, Inc.,: Establish mass production system for organic EL light-emitting material "TADF".

Bacchus Bio Innovation Co., Ltd.: Utilize bio-manufacturing technology for agrochemicals and pharmaceuticals.

SENTAN Pharma Inc.: Utilize nanoparticle technology for

agrochemicals and animal health.

•

Business alliances and M&As: Enhance and expand existing businesses and peripheral business areas.

Initiatives for the Next Five Years of the Long-Term Vision "Brilliance through Chemistry 2030"

• Improvement of Capital Efficiency and Shareholder Return

  Reform of Balance Sheet

  Reduction of inventories

  Liquidationof cross-shareholdings

・Reduction of inventories: Aim for the inventory turnover ratio of 4.0 times by FY2030/3, the level before the COVID-19 pandemic (FY2025/3: 2.1 times).

・Liquidation of cross-shareholdings: Aim for net asset ratio of less than 10% at an early stage and less than 6% by FY2030/3 (FY2025/3: 10.1%).

・Interest-bearing debt financing: Optimize capital structure by enhancing financial leverage.

・Introduction of progressive dividend policy*: Maintain stable and continuous dividends.

*Except in cases where external factors significantly negatively impact business performance.

(Resolved to set the planned annual dividend of ¥140 per share for FY2025/3 (an increase of ¥20))

・Treasury share acquisitions: Flexibly implement considering optimization of capital

structure and stock price conditions.

Continue the total return ratio target of 50% or more, which is a numerical target of the Medium-Term Business Plan "Brilliance through Chemistry Stage II" (FY2024/3 to FY2026/3). (Resolved to acquire ¥5.0 billion of treasury shares in May 2025)

3 Reference Materials

Value Creation Process Performance Trends ROIC and ROE Trends Business Details

Overview of the Business Group

• Nippon Soda Vision

  Since its establishment in 1920, Nippon Soda has provided new value to society through chemistry and contributed to the development of society. The Group supports people's everyday lives by delivering a range of chemical products and services to the agricultural, healthcare, environmental, and ICT fields.

• Nippon Soda Mission (Value Creation Process)

  Create new value through the power of chemistry and realize increased corporate value through our contributions to society.

  Megatrends

  Increase in food and feed

  Population Growth production.

  Global Warming

  Improvement in

  Living Standard

  Social Security Cost Issues

  Achievement of a Sustainable Society

  Improvement of efficiency of agricultural production.

  Increase of crop pests.

  Increaseddemandfor pharmaceuticals ImprovedQOL.

  Increasinghealth consciousness. Awareness ofpreventive medicine.

  Reduction of environmental burdens.

  Building the resource recycling-based society.

  Progress in Information and Communication Technologies

  Popularization of smart devices.

  Rising needs for technological innovation.

  .

  
  
  

  The Value Provided by Nippon Soda Group (Material Issues for Increasing Corporate Value)

  ・We are contributing to global food supply by creating new agrochemicals in response to

  Agriculture

  Securing food and sustainable agriculture

  Healthcare

  Healthy life to all people

  Environment

  Toward resource recycling society

  ICT

  Chemical functions to IT devices

  more sophisticated safety requirements and by providing highly effective fungicides, insecticides, and herbicides.

  ・Anticipating the streamlining of agricultural production, we are supporting labor-saving in crop protection and the production of high-quality agricultural products using ICT.

  ・The cellulose derivatives provided by the Group are widely used in Japan and overseas as

  a binder in pharmaceutical tablets to make them easier to take.

  ・We provide technology in the form of food processing methods that makes supplements easier to take.

  ・We contribute to human health through the creation of high-performance products and support services for pharmaceutical formulation technologies.

  ・We are developing various environmental solutions by making industrial waste harmless and safe, such as through fluorocarbon destruction processing, and utilizing technologies for recycling resources, such as zinc and sulfuric acid, and water treatment

  technologies, etc.

  ・We contribute to the realization of a safe, ecological society using the knowledge and experience that we have accumulated.

  ・The needs for new materials are increasing as demand is increasing for chemicals used for semiconductors and circuit boards due to electrification, such as electric vehicles (EVs) and autonomous cars, and increase of speed and capacity of smart devices and telecommunication.

  ・To respond to technological innovation needs, we are supporting the development of

  the information society and focusing on developing new, environmentally friendly materials.

• Consolidated Performance Trends

  O

  Net sales (billions of yen)

  Operating profit (billions of yen)
  Operating Profit Margin
  
  

  Stage Ⅰ

  Stage Ⅱ

  172.8

  154.4

  155.2

  144.7

  152.5

  139.4

  9.8%

  10.4%

  9.0%

  7.2%

  7.8%

  5.6%

  8.1

  10.0

  11.9

  16.9

  13.9

  16.1

  
  
  

  Profit margin improved through expansion of high-value-added businesses and business portfolio transformation.

  ・Growth driver businesses expanded.

  Three new agrochemicals Pharmaceutical excipient "NISSO HPC"

  Semiconductor KrF photoresist material "VP-POLYMER" Resin additive "NISSO-PB"

  ・Terminated caustic potash electrolysis-related businesses.

  ・Transferred all shares of Alkaline S.A.S., a consolidated subsidiary manufacturing and selling metallic sodium and chlorine.

  2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

• Consolidated Performance by Segment

Net sales (billions of yen)

Operating profit (billions of yen) Operating Profit Margin

[Chemical Materials]

41.8

45.4

48.8

38.9

36.1 36.4

8.6%

5.7%

4.9%

5.9%

6.0%

2.4

1.9

2.7

2.9

3.1

6.1

16.7%

・Improved profit margins due to expansion of high-value-added products and restructuring of unprofitable businesses.

[Agri Business]

16.1%

50.6

43.4

48.2

58.8

12.6%

53.0

53.6

9.5%

5.2%

10.0% 10.9%

9.5

2.2

4.8

5.5

6.7

5.1

・Forward buying of agrochemicals occurred due to logistics disruptions after the COVID-19 pandemic, implemented shipment adjustments due to increased distribution inventory.

2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

[Trading & Logistics] [Engineering] [Eco Solutions]

39.2

36.5

40.2

43.6

40.9

42.8

5.0%

5.2%

5.6%

2.9%

3.6%

4.6%

1.1

1.3

1.9

2.2

2.2

2.4

16.3

18.0%

14.4

13.1

13.0%

11.6%

8.5

13.9%

8.2

14.5%

13.1

10.6%

1.7

1.1

1.1

1.9

1.7

2.4

9.2

5.9

7.8%

7.2

8.5%

8.2

10.2%

8.6

8.1

5.6%

0.5

0.6

0.8

0.5

2.0%

0.2

1.1%

0.1

2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

2020/3 2021/3 2022/3 2023/3 2024/3 2025/3

※ Segment classification is revised from FY2024/3. The above sales results are calculated based on the new segment classification.

Integrated Trading with Transportation & Warehousing which were the conventual segments, and Others was renamed to Eco Solutions, some products were transferred to Chemical Materials.

Company name

Nippon Soda Co., Ltd

Business activities

Manufacturing, processing and marketing of industrial chemicals, synthetic resin and other plastic materials, dyes, pharmaceuticals, agrochemicals, veterinary pharmaceuticals, and various other kinds of chemical industrial products.

Reference Materials: Overview of the Business Group (As of April 1, 2025)

The forward-looking statements, including plans, outlook and strategies

contained in this material are based on information currently available to the Company and on certain assumptions deemed to be reasonable by the Company, and these statements do not purport to be a promise by the Company to achieve such results. Actual business and other results may differ from the statements herein due to a number of factors.

This document is not intended to solicit investment.

Please make any investment decisions according to your own judgment.

The monetary units in this table are billions of yen, rounded to the second decimal place.

[Inquiries] Corporate Communication Section, General Affairs Department, Nippon Soda Co., Ltd.

E-mail: [email protected]