Business Overview

Performance in FY2017
Sales: 478.9 billion yen, Proﬁt before tax: 110.7 billion yen

Life Care
Sales: 314.4 billion yen, Proﬁt before tax: 54.7 billion yen

Copyright ©2017 HOYA GROUP

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Health Care
(Information on HOYA’s products may be found in the “Business Domains” section of its website. Please refer to this section for further information.)

Eyeglass Lenses
Performance in the year ended March 31, 2017
Sales of eyeglass lenses declined at rates in the ﬁrst half of the single-digit range compared with the previous ﬁscal year (When theeﬀects of foreign currency exchange rate ﬂuctuations are excluded, sales expanded in the lower half of the single-digit range.). The
trend in the Japanese eyeglass lens retail market continues to be one of contraction due to the inroads made by low-priced products
and prolonged customer purchasing cycles. However, HOYA’s sales were on par with the previous ﬁscal year due to the Company’s
ability to maintain sales volume and average sales prices by expanding sales of high-value-added products. In Europe, sales grew inthe ﬁrst half of the single-digit range overall (on a local currency basis, which excludes the eﬀects of foreign currency exchange rate
ﬂuctuations) compared with the previous ﬁscal year due to steady growth in sales to independent small and medium-sized eyeglass
stores. In addition to the strong sales of both small and medium-sized eyeglass stores and large-scale retail chains, in the Americas,
there was the added eﬀect from the fourth quarter of the ﬁscal period under review of having acquired 3M’s prescription safety
eyewear business. As a result, sales in the Americas grew by double digits (on a local currency basis, which excludes the eﬀects offoreign currency exchange rate ﬂuctuations) against the previous ﬁscal year. In Asia and Oceania, HOYA was able to return to a risingsales trend from the second quarter onward by strengthening its in-house structure, and overall regional sales grew at rates in theﬁrst half of the single-digit range (on a local currency basis, which excludes the eﬀects of foreign currency exchange rate
ﬂuctuations). Proﬁtability was maintained on par with the previous ﬁscal year.
During the ﬁscal year under review, the Americas drove performance, and HOYA was able to attain stable business growth overall.
From ﬁscal 2017 onward, HOYA will continue to expand its market share by continuing to implement marketing activities closely
tailored to each customer channel in its existing businesses; at the same time, HOYA will proceed with the integration of theprescription safety eyewear business acquired in ﬁscal 2016 and of Performance Optics, LLC, which the Company also decided toacquire, maintain high growth in the Americas mainly by realizing synergies in sales, and accelerate the growth of its entire eyeglasslens business. Expansion in sales of high-value-added products, such as progressive lenses, will bring about continued improvement
to the product mix. Also, HOYA will improve proﬁtability by increasing the capacity utilization rates at its production bases along withexpansion in the volume of sales through further market development.

The sales composition
ratio in the Americas is
more than 25%.

No. 2 in world
market share

The sales composition
ratio in Europe isjust over 40%.

Copyright ©2017 HOYA GROUP

Contact Lenses
Performance in the year ended March 31, 2017
During the ﬁscal year under review, Eyecity, HOYA’s contact lens specialty retail store chain, actively opened new stores mainly inurban areas while working to strengthen its sales promotion activities at existing stores. At the end of the ﬁscal year, Eyecity had 273
stores in Japan. In addition to sales growth at existing stores (those that have been open for more than one year), HOYA was able tocontinue stable growth by adding the contributions from the new stores. Compared with the previous ﬁscal year, sales grew at rates
in the ﬁrst half of the single-digit range. Eyecity features a consulting-style sales approach, whereby employees interview customers
about their lifestyles as well as hopes and concerns about wearing contact lenses before they accordingly make productrecommendations. HOYA thinks that, as a result of this approach, Eyecity wins the trust of customers and, as the No. 1 contact lens
specialty store in terms of the number of users, has been able to secure a high share of the market. Proﬁtability was on par with theprevious ﬁscal year.
In addition to sales growth at existing stores, in the years to come, HOYA will work to maintain stable sales growth throughout its
entire contact lens business by continuously opening new stores. For new store openings, HOYA will closely analyze an area—its
contact lens-wearing population, market growth rate, and competitive situation—and will look for opportunities to open stores mainlyin city centers, regional cities, and large shopping centers.

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Medical(Information on HOYA’s products may be found in the “Business Domains” section of its website. Please refer to this section for further information.)

Medical Endoscopes
Performance in the year ended March 31, 2017
Endoscope sales declined at rates in the latter half of the single-digit range compared with the previous ﬁscal year (but expanded in
the middle of the single-digit range when the eﬀects of foreign currency exchange rate ﬂuctuations are excluded). In Japan, as theenvironment is intensely competitive, sales declined at rates in the latter half of the single-digit range. In Europe, new products
launched in the ﬁrst quarter resulted in an improved product lineup and led to HOYA’s increased competitiveness in its bidding
business. The contribution made to sales expansion resulted in an increase in the middle of the single-digit range (on a local currency
basis, which excludes the eﬀects of foreign currency exchange rate ﬂuctuations). By country, sales in the United Kingdom and Spain
were favorable. In the Americas, HOYA strengthened sales activities to the joint purchasing organizations called group purchasingorganizations (GPOs) and integrated delivery networks (IDNs), which are becoming common in the United States, and, as a result,
was able to acquire major transactions in the fourth quarter. Overall, sales in the Americas increased at rates in the ﬁrst half of thesingle-digit range (on a local currency basis, which excludes the eﬀects of foreign currency exchange rate ﬂuctuations) comparedwith the previous ﬁscal year. In Asia and Oceania, HOYA is making aggressive investments in anticipation of market growth due toimproved access to medical care, and sales increased in the middle of the single-digit range. When foreign exchange rate
ﬂuctuations are excluded, HOYA maintained proﬁtability at the same level as the previous ﬁscal year.

Copyright ©2017 HOYA GROUP

In the ﬁscal year under review, HOYA was able to return growth momentum to its overall medical endoscope business performanceby the eﬀects of the new products launched in Europe in the ﬁrst quarter and strengthening its sales activities with GPOs and IDNs in
the United States. In the years to come, HOYA will work on overall endoscope sales growth by assuredly capturing increases indemand, by market development through the strengthening of sales to GPOs and IDNs in the United States, and by improving
access to medical treatment in Asian markets.

Sales in Asia/Oceania
accounted for about
20% of total net sales.

Sales in the Americas
accounted for about 30%.

No. 2 in world
market share

Sales in Europe accounted
for more than 45%.

Intraocular Lenses
Performance in the year ended March 31, 2017
Sales of intraocular lenses for the ﬁscal year under review increased in the midteens (by about 20% when the eﬀects of foreign
currency exchange rate ﬂuctuations are excluded), as sales volumes increased both in Japan and overseas. As a result of thisimprovement, HOYA’s market share improved to third in the world and ﬁrst in Japan. An increase in the sales volume of the newmaterial product Vivinex™, which was launched in ﬁscal 2015, drove overall growth and accounted for about half of global sales.
Vivinex™ is statistically superior in that there is little occurrence of late cataracts, and the incision width can be reduced with an easyto-use injector.
In the years to come, HOYA will carry out enhancements to its product lineup and sales network, conduct the strengthening of its
production system, and work on further sales growth.
With regard to products, in addition to the current single focus, and besides the adding of designs, such as for astigmatism and for
distance, HOYA will try to set its intraocular lenses apart from those of other companies by improving the convenience of devices,such as injectors.
In the case of sales, HOYA is working to expand its sales areas by direct sales according to the region, sales by agents, and OEM
sales.
With regard to manufacturing, in order to respond to strong demand, HOYA will nearly double its production capacity in 2019
compared with ﬁscal 2016 by starting operations of a new factory in Thailand in the ﬁrst half of ﬁscal 2018 and bring about
improvements in its competitiveness from the manufacturing costs aspect.
Through these measures, HOYA will increase intraocular lens sales in the medium term and improve proﬁtability.

Sales in Europe account forroughly 20%.

Sales in Japan account for
about 50% of sales.

Sales in Asia account forroughly 20%.

Copyright ©2017 HOYA GROUP

Information Technology
Sales: 160.6 billion yen, Proﬁt before tax: 54.5 billion yen-

Electronics(Information on HOYA’s products may be found in the “Business Domains” section of its website. Please refer to this section for further information.)

Mask Blanks for Semiconductors
Performance in the year ended March 31, 2017
Mainly for high-precision products, including for extreme ultraviolet (EUV) purposes, HOYA mask blanks are used not only in the mass
production processes for semiconductors but also at the R&D stage. HOYA captured ﬁrm demand for its mask blanks byincorporating active R&D demand for cutting-edge products for semiconductor manufacturers. As a result, sales of mask blanks roseat rates in the middle of the single-digit range compared with the previous ﬁscal year. (When the eﬀects of foreign currency exchange
rate ﬂuctuations are excluded, sales expanded at rates in the latter half of the single-digit range.) Regarding the composition of the
product mix for mask blanks, the value of high-precision product sales, including EUV items, accounted for around 45% of the total,
and the ratio of these products increased compared with the previous ﬁscal year. In accordance with the further miniaturization ofsemiconductor circuits, the technical requirements that customers are demanding with regard to mask blanks—such as greatersmoothness and ﬂatness as well as the absence of ﬂaws, higher exposure resolution, and durability—are increasing. By responding
to the technical demands from customers and incorporating customers’ development demand for its cutting-edge products, HOYA
can continue its stable business growth. With regard to EUV applications, semiconductor manufacturers are expecting to apply EUV
to a number of layers in the mass production of 5–7nm node products from 2018 to 2019, and, as a preparation stage for that, strong
R&D demand for semiconductor manufacturers is continuing. As a result, HOYA’s sales of EUV products grew, and the EUV productsales ratio was about 10%, double that of the previous ﬁscal year.
With regard to proﬁtability, the product mix improved due to the increase in sales composition of cutting-edge products, including
EUV items, and proﬁtability of mask blanks as a whole improved compared with the previous ﬁscal year.

Copyright ©2017 HOYA GROUP

In accordance with ongoing semiconductor miniaturization, HOYA believes that demand for high-precision blanks will remain ﬁrm
from ﬁscal 2017 onwards. HOYA will work for stable business growth by continuing to respond to the technical requests of customers
in a timely manner. Since sales of mask blanks change greatly depending on the development speeds of customers, the making of
accurate predictions is beset with diﬃculties, but, in the case of sales for EUV products, HOYA anticipates that they will have doubled
on a value basis against ﬁscal 2016 in two years’ time.

High-precision, including EUV,
semiconductor mask blanks
account for around 45% of
total mask blank sales.

No. 1 in world market share

Photomasks for LCDs
Performance in the year ended March 31, 2017
HOYA’s Kumamoto factory was damaged, and LCD photomask production capacity reduced, by the Kumamoto Earthquake that
occurred in April 2016. As the production facilities at the Kumamoto factory had suﬀered extensive damage, as a result of conducting
a review of the production system from the beginning, HOYA decided to transfer the Kumamoto factory’s production operations to its
production bases in Taiwan and South Korea. HOYA is making progress step by step in the recovery of its production capacity, but, inthe ﬁscal year under review, was unable to return to pre-earthquake levels, and the eﬀects of the disaster remained. As a result, sales
declined in the vicinity of 25% compared to the previous term (a decrease of just over 20% when the eﬀects of foreign currency
exchange rate ﬂuctuations are excluded).
In addition, as a contributing market factor, LCD panel manufacturers continued to prioritize their mass production aims overdevelopments on the production line from the second quarter onward. As a result of the decrease in R&D demand, the sales volumesof HOYA products decreased.
Proﬁtability declined compared with the previous ﬁscal year due to the decrease in sales and losses relating to the Kumamoto
Earthquake.
In ﬁscal 2018, HOYA expects increases in demand associated with a smartphone-centered increase in OLED production capacity at
panel manufacturers and ongoing developments toward even greater precision and higher resolution.
With regard to the recovery of production capacity, HOYA is gradually implementing the installation and relocation of new mask
writers and plans to return to the pre-earthquake levels in the second half of ﬁscal 2018.

High-precision LCD
photomask products
account for more than
50% of total LCD
photomask sales.

No. 1 in world
market share

Copyright ©2017 HOYA GROUP

Glass Substrates for HDDs Business
Performance in the year ended March 31, 2017HOYA supplies the glass substrates used for 2.5-inch hard disk drives (HDDs), but this market is seeing slippage in demand for
notebook PCs, and the replacement of HDDs with solid state drives (SSDs) in multiple applications is under way. HOYA forecasts
that, taken as a whole, double-digit declines will continue over the medium term.
On the other hand, in continuing to take measures to increase its market share in the 2.5-inch market in order to curb the decline inits sales volume, HOYA was able to make gains in the third quarter and increased its market share to 85% (100% if limited to glass).
In addition, supplies of NAND ﬂash memories were tight from the second half onward, and HDD demand improved. As a result, salesof glass substrates for HDDs declined in the lower half of the single-digit range compared with the previous ﬁscal year (When theeﬀects of foreign currency exchange rate ﬂuctuations are excluded, sales increased at rates in the ﬁrst half of the single-digit range.).
By application, demand for substrates for notebook PCs was on par with the previous ﬁscal year, but demand increased for
applications other than PCs, including external HDDs and performance enterprise (PE) servers, and overall demand increased. For
2.5-inch substrates, the composition ratios by application were about 40% for notebook PCs, about 30% for external HDD
applications, and about 20% for PE server applications. Compared with the previous ﬁscal year, the share of usage in notebook PCs
decreased by about 10 percentage points, while the share of usage in both external HDDs and PE servers rose by about ﬁve
percentage points. Proﬁtability was maintained at the same level as the previous ﬁscal year.
HOYA is expecting that the shortage of supply of NAND ﬂash memories will continue until around December 2017. After that time andover the medium term, HOYA forecasts that the harsh conditions in the 2.5-inch HDD market will continue and that, impacted by SSD
market penetration, substrate demand for notebook PC, PE server, and other usages will decrease. HOYA will work to stabilize its
business performance by entering and acquiring a share of the 3.5-inch substrate market for the near-line server HDDs used at clouddata centers, substrates that HOYA is not currently supplying.

PE server applications increased
to somewhere under 20%.
PC applications decreased
to less than 40%.
No. 1 in world
market share
External hard disk applications
increased to approximately 30%.

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Imaging-related Products(Information on HOYA’s products may be found in the “Business Domains” section of its website. Please refer to this section for further information.)

Imaging-related Products (Including optical glass, optical lenses, camera lens modules, and lasers)
Performance in the year ended March 31, 2017
The market for digital cameras, which are the main uses for HOYA’s imaging-related products, continued to shrink, and sales declined
by about 20% compared with the previous ﬁscal year (When the eﬀects of foreign currency exchange rate ﬂuctuations are excluded,
the sales decrease was around 15%.).

Copyright ©2017 HOYA GROUP

By application, of the sales for digital cameras, those for compact digital cameras declined by about 45% compared with the previous
ﬁscal year due to the shrinkage of the market. Although sales for interchangeable lenses used with single-lens reﬂex cameras were
shifted to high-value-added products even as the market shrank, sales declined in the ﬁrst half of the ﬁscal year.
With regard to proﬁtability, HOYA strove to optimize the scale of its business, but proﬁtability deteriorated compared with the previous
ﬁscal year due to a more-than-expected sales shrinkage.
Toward ﬁscal 2017 and beyond
In the digital camera market, HOYA expects that the shrinking market for compact digital cameras will ease and that sales forinterchangeable lenses used with single-lens reﬂex cameras will cease to shrink. In contrast, HOYA expects the markets forsurveillance and car-mounted cameras to expand. HOYA’s strengths are deemed to lie in high-value-added glass materials andaspherical glass lenses, but, additionally, there is the possibility to make proposals that embody customer needs in the form of lensunits. Leveraging these strengths, HOYA will advance product sales promotions in growth markets, such as for surveillance cameras
and car-mounted cameras, thereby oﬀsetting the decrease in products for digital cameras and stabilizing the business as a whole.
HOYA will gradually improve its proﬁtability by, for example, improving yield, reviewing transactions from the proﬁtability viewpoint,
and optimizing the scale of its business.

Other includes optodevices,various types of laser
oscillators, and other items.

Sales of products foruse in digital cameras
account for the high
40% range of overallimaging-related
product sales.

Optical glass,
Optical lenses,
Camera lensmodules

Sales of products for use insurveillance cameras accountfor around 15% of overallimaging-related product sales.

Copyright ©2017 HOYA GROUP

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Reviewing FY2017 Results
In FY2017, we faced adverse external circumstances that were not a fundamental part of the Company’s operations. One
factor was the earthquake in Kumamoto that aﬀected part of our business. We have a factory in Kumamoto in which a ﬁrebroke out, and we ended up shutting down that factory and relocating this production outside of Japan. Another adverse
factor was the foreign exchange rate. Our sales and bottom line were impacted.
Excluding those eﬀects, we performed satisfactorily. The IT business was marked by steady cash ﬂow. We recorded
growth in the Life Care business. We moved in the right directions but must further accelerate progress.

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Mid-term Outlook
Overall, we must continue to reﬁne our business portfolio. We need to have a robust locomotive driving future growth.
Proﬁtability will almost certainly improve compared to where we are today because we have heavily invested and havedone so early. Thoughtful strategic investment will contribute to healthy proﬁtability in due time. We will not sacriﬁce
proﬁtability merely for the sake of growth.
The important things for us are healthy cash ﬂow and healthy proﬁtability. These are both priority number one. In fact, we
will most likely generate more cash than what we need for growth, and we will continue to return cash back toshareholders. A healthy cash situation is perhaps the most-critical requirement for the success and sustainability of HOYA.

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GovernanceOur external directors are businesspeople who have experience in running sizable businesses. They are all exposed to all
aspects of our business and have an oversight role. While outside directors seems a recent trend in Japan, we have hadoutside directors since 2003. In a sense, governance ﬂows from the external directors representing 80% of our board,rather than from within the Company.
In practice, we oﬃcers and division heads must explain our plans and decisions to the Board of Directors. We must explain
in an objective manner why and what we are going to do makes sense as a company and not just for the short term, but
for the long term as well. Opinions and questions are actively raised by external directors at the board meetings, aiming
enhancement of corporate value. We believe that going through this process itself is truly valuable for our company.

Copyright ©2017 HOYA GROUP

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Global Management
In order to secure sustainability, we should not limit ourselves to the Japanese market and need to expand globally. HOYA
is truly global in terms of sales; about 70% of sales are generated outside Japan; about 90% of employees are nonJapanese, and 62% of shareholders are non-Japanese. In terms of managerial capability, we still have far to go. It’s easy to
say “global management,” but the reality is very diﬃcult. As we expand into diﬀerent markets or go deeper into existing
markets, we will need diﬀerent managerial skills, organizational ﬂexibility, and coherent mechanisms to accommodate
diﬀerences and diversity. The response is an ongoing challenge, which we need to continually strengthen to truly globalize
management.

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Management Philosophy
As a ﬁrst rule: We must always have ﬂexibility of changing ourself or
tweaking our portfolio to have a portfolio of the business that is in theright place at the right time. If we are in the wrong businesses, we will
never be able to be successful. It’s not just the management as such,
but the right circumstances in terms of being in the right place at theright time.
As a second rule: We must have focus on something what we aregood at. Otherwise, we’re not going to be successful regardless of ourstrategies. At the same time, even if our strategy is somewhat lousy, if
we really work on it, and if we can concentrate on it, we will likely
generate tangible beneﬁts. Deﬁning the way we’re good at and trying
to work very hard on it, that’s the kind of culture we have; that’s the sort of mechanism that was built in this Company. Thisis something we can beat our competitors with. If we try to be a global company, the best way to measure how strong weare is just look at our proﬁtability. We can slice our business into small segments, by products, by markets, or whatever itis; simply look at the proﬁtability of each of those slices or segments. Discovering what really works is something we canreally concentrate on.
The most-important rule is to assure our Company is truly sustainable in every sense of the word. I am grateful to beplaying a small part in the long history of this Company.

Hiroshi Suzuki
President & CEO

Copyright ©2017 HOYA GROUPHOYA’s Growth Strategy

Growth Potential in
Eyeglass Lens Business“

The U.S. market is a huge opportunity for HOYA’s
eyeglass lens business. There is plenty of space for
us to expand.

Girts Cimermans
Executive Oﬃcer
Vision Care Company President

Eyeglass Lenses’ FY2017 Performance
While our performance was strong, we undoubtedly have the potential to do even better.
The key growth driver was North America, with the United States our largest single-country Eye Care market, where wegrew roughly 8% before accounting for acquisitions. Canada grew in double digits.
Europe is our largest market. We were able to achieve stable growth despite strong local competition. For the past two
years, we have been focusing on sales force eﬀectiveness and have rolled out integrated sales, management, andcustomer relationship management (CRM) programs across Europe.

Key Market Trends
There is a major consolidation under way in the U.S. retail space as private equity has entered the optical segment. As longas we remain true to our strategy to serve our customers, we can beneﬁt quite well. Europe is following a few years behind
the United States in terms of retail consolidation, and we also see private equity entering the market.
In Asia and Oceania, our two key markets are China and Australia. Our sales are now outpacing market growth, and theoutlook is rather positive. We are building an organizational structure to sustain and boost growth.
The market is now trending towards diﬀerent applications for eyewear, with consumers having diﬀerent eyewear for
diﬀerent situations. Accordingly, we are focusing on a so-called lifestyle concept.
We believe in the future the consumer will have a bigger say. We are upgrading marketing, consumer engagement, andbranding strategies in addition to our strengths in manufacturing, technology, and quality.

Copyright ©2017 HOYA GROUP”

Manufacturing and R&D
These remain as some of our core strengths. Worldwide, we work on a four-day lead time, and actually implemented a 48hour lead time project in our main Japan manufacturing site and in Thailand. In fact, about two-thirds or more of our lenses
are shipped within 48 hours.
One of our signiﬁcant innovations is Yuniku, meaning “unique”, which is the world’s ﬁrst vision-centric individuallycustomized 3D eyewear. Advanced software calculates the ideal position of the lenses in relation to our eyes, and then 3D
prints the frame based on those unique parameters. We rolled it out in Europe in 2016 and we are going to expand it inother markets.

Growth in the United States
Our market share in the United States is comparatively low, which is an opportunity for expansion. To improve our market
share in the small and medium-sized retailers segment, we will continue our consumer engagement strategy to develop an
even more-compelling value proposition. For chains, we will revalue our partnerships to see where we can ﬁnd some morecommon ground for cooperation in the future.
We implemented an M&A strategy to accelerate growth in the United States. For example, the acquisition of Performance
Optics, LLC is a very exciting addition to HOYA for several reasons. To be successful in the United States, you need tohave what we call the “3Ps” in place, namely, polycarbonate lenses, polarized lenses, and photochromic technology. The
ﬁrst “P” is polycarbonate lenses because the United States and, to a large extent, Latin America are using polycarbonate
lenses, which are sturdy and less prone to breakage. The second “P” refers to polarized lenses that reduce glare, and thethird “P” stands for photochromic where the lens is changing–reacting to UV light and becoming dark.
Performance Optics has a robust R&D team specializing in polycarbonate, polarized lenses, and diﬀerent technology
solutions around those factors. Further, HOYA is well positioned with small and medium-sized independent retailers in the
United States, while Vision Ease is strong in the chain retail space. On balance, our integration with Performance Optics ﬁts
together like a hand and a glove.

OutlookI am optimistic. We are in an excellent place because we have a verystrong balance sheet and cash-generation capabilities that allow us tofund R&D and acquisitions, to capitalize on our track record of
highest-quality manufacturing and rapid delivery, and to have astrategic focus on consumer lifestyle opportunities.

Copyright ©2017 HOYA GROUPHOYA’s Growth Strategy

Growth Potential of theIntraocular Lens Business“

Organically, we will once again double theCompany over the span of the next three to four
years.

John Goltermann Lassen
HOYA Surgical Optics, CEO

Intraocular Lens Performance in FY2017
It was another great year for our Intraocular Lens (IOL) business. We have grown the business by more than 20% from theprevious year and are, once again, the fastest-growing IOL company globally. We have captured close to 30% of the global
IOL growth in cataract surgeries, and HOYA Surgical Optics (HSO) is now ﬁrst in Japan and third globally in terms ofmarket share.
We have also seen strong growth not only in a particular market or region but across several markets in the United States,
Europe, India, China, and Japan. There is a huge potential to continue on our strong growth trajectory in the coming year
and penetrate into markets where we have yet to create a presence, e.g., South America will soon come into focus as we
expand capacity via our new factory in Lamphun, Thailand, to accommodate growing demand for our lenses. Concurrently,
we will continue to hone our capabilities in established markets such as the United States, Europe, India, China, and Japanto further increase our market share.

Our Competitive Business Edge
Products
Having a product toolkit that consists of several well-deﬁned product platforms has allowed us to cater to diﬀerent needs
and markets. Our premium product platform, Vivinex™, oﬀers unrivalled clarity of vision, while our AF-1 lenses are reliable
and have been implanted by more than ﬁve million surgeons globally. We have a strong R&D pipeline and will continue toexpand the product oﬀerings across all our product platforms.
ChannelOur unique commercial model comprises direct, distributor, and private label sales channels. This has proven to be optimalin ensuring that our products are accessible in all regions and markets, and in allowing us to eﬀectively create inroads into
new territories while at the same time expanding our footprint in established markets.

Copyright ©2017 HOYA GROUP”

Production
In August 2017, we oﬃcially opened our second manufacturing facility in Lamphun, Thailand. This is a signiﬁcant milestone
for HSO and is key to supporting the future growth of the Company. The new factory, once fully completed, is expected tostrengthen production capacity by threefold and will feature state-of-the-art manufacturing capabilities and technologies.
Being the ﬁrst global IOL company to set up a manufacturing facility in Thailand, we have received strong support from theBoard of Investment in Thailand and are looking forward to collaborative opportunities with the Thai government, hospitals,
clinics, and surgeons.
PeopleSupporting our commercial teams is a group of highly committed customer service and marketing staﬀ that is always readyto support and assist in any query that our customers may have. On the manufacturing front, our production teams acrossthe Singapore and Thailand factories undergo regular training to ensure that we uphold the highest international
requirements and standards for medical device companies.

Key Strategies to Boost Sales
Every country is in our line of sight because the key to boosting sales is to integrate our commercial capabilities,
production capacity, and product oﬀerings. This will enable us to not only address each speciﬁc market segment but alsoestablish partnerships wherein we sell our products through private labels. In markets where we have a strong direct
presence, we will continue to expand our footprint by recruiting more commercial talents. In markets where we sell mainly
through a distributor, we will continue to grow our network of distributors and look for potential partners that we could
possibly collaborate with. There are also white spots where we are virtually not present, mainly in Latin and South America,
where we intend to create inroads and establish a presence. We have recently started selling our lenses in Brazil, laying thefoundation for future growth and expansion.
There are ample opportunities for partnerships. In 2016, we have entered into an exclusive agreement with Bausch + Lombwherein Bausch + Lomb will distribute and commercialize our portfolio of IOLs and injector systems in the United States.
We are leveraging their footprint, and they are leveraging our technology, creating a win-win situation.
We will seek out similar partnerships either with manufacturers or distributors who seek to enhance their capabilities in the
IOL space.

Product Lineup Strategies Tied to Doctor and Patient Needs
Cataracts are, by far, one of the most-established and commonly performed surgical procedures globally. Even within thisspace, there are opportunities. One is “multifocality”, which refers to allowing patients to have multiple focal points(distance and near vision) so that they can be spectacle-free after a cataract surgery. Within cataract surgery, whether froma procedural point of view, patient point of view, or surgeon preference point of view, we have identiﬁed needs we still haveto fulﬁll. Some are very clear; some are near term. Some are much longer-term and exploratory. We have a ﬁrm pipeline inplace allowing us to address those needs.

Outlook
We continue doing what we have been doing successfully.
Organically, we will once again double the Company over the span of
the next three to four years. We will be a company with a truly global
footprint, either with a direct presence or with very strong partnerships
in all major markets globally. We will have multiple active productplatforms, serving diﬀerent needs in the market. Finally, we aim tohave made meaningful acquisitions allowing entry into either new
New production facility in Lamphun, Thailand opened in August 2017

disease or new technology segments.

Copyright ©2017 HOYA GROUPHOYA’s Growth Strategy

Growth Potential in the
Mask Blanks for the
Semiconductor Business“

Focusing on cutting-edge, high-precision products
including EUVs as a part of eﬀorts to secure an
increased share of the market.

Hisao Shirasugi”

Blanks Division, President

The Strengths of Our Mask Blanks for the Semiconductor Business
The strength of our mask blanks business can be traced to three sources: the ability to handle the full lineup of mask
blanks, from standard mask blanks to advanced mask blanks, including those compatible with EUV lithography
technology, stable product quality in our mass-produced items, and the ability to develop cutting-edge products. We
believe our strength lies in our ability to handle the entire scope of our customers’ needs, something no other company canmatch.
The development of our cutting-edge products involves technical meetings with our customers on a daily basis, withrequests received via feedback at these meetings immediately conveyed to our development departments so that the
products can reﬂect the needs of our customers. We believe it is vital to respond to customer requests with all due speed
so that the customer’s development speed is not in any way delayed. While it used to take one to two months from acustomer’s request to shipment of the product, our enhanced structure has reduced that time span to only a few days.
Our products do not merely meet given product quality standards, but are designed to fall within the middle of the productquality range standards, and our customers appear very pleased with the stable level of quality in our products. In addition
to our factory in Japan, HOYA also has manufacturing facilities in Singapore, where the Company has also been able tosuccessfully produce high-quality products on a stable basis. We believe this has been possible thanks to not only theCompany’s solid technologies, but also to the strengths of the local employees.
Given its long history in the manufacture of optical glass, HOYA has proven adept in not only basic technologies such aspolishing, cleaning, and ﬂattening, but also other technologies, including those related to the sputtering deposition of ﬁlm
up to dozens of layers deep. We are using our command of these basic technologies to develop entirely new andinnovative technologies for the manufacture of products compatible with EUV lithography technologies.

Copyright ©2017 HOYA GROUP

Developing Products Compatible with EUV Lithography Technologies
EUV lithography technology is the next-generation technology for use in the further miniaturization of semiconductor
circuits. HOYA has almost 20 years of experience in researching products compatible with EUV lithography technologies.
However, innovation in EUV lithography over the past few years has indeed been remarkable, and, as we believe the period
up to 2019 represents a peak period of technological innovation throughout the industry, our focus is ﬁxed upon which
direction of development is best for the Company.
As a key focus for development at HOYA, EUV lithography is providing the means to control foreign particles that cannot
be addressed through optical lithography. With the goal of improving quality, we are introducing new inspection machines.
In optical lithography, the standard is no foreign particles of 80nm or more, but the standard for EUV lithography is no
foreign particles of 23nm or more. Moreover, when using optical lithography, there can be at most 10 layers of ﬁlm formedon the mask blank, but EUV lithography allows about 40 ﬁlm layers. Add to this the fact that there can be no foreign
particles 23nm or more. While the technical issues are indeed complex, we are making steady progress.
In order to maintain our present lead, we believe it important to maintain focus on technological changes and avoid fallingbehind when those changes are indeed substantial. We accordingly maintain focus on information coming fromsemiconductor manufacturing customers and conduct our business with an eye toward industry trends three to ﬁve years
ahead. The same applies to the development plans of equipment manufacturers. We conduct weekly meetings with thesemanufacturers, and our employees around the world remain active in the industry. The headquarters of the business islocated in Singapore, but employees do not work at the headquarters alone, and, with these employees conﬁrming thelatest cutting-edge information at oﬃces and the factory of material manufacturers, semiconductor manufacturers, andequipment manufacturers, we can eﬀectively plan our business activities.
We are also discussing future technologies in the EUV sector with materials manufacturers, equipment manufacturers, andsemiconductor manufacturers. As a pioneer in mask blanks compatible with EUV lithography technologies, HOYA is
enjoying the spotlight in terms of expectations in the EUV sector. In order to live up to these expectations, we are playing
close attention to the timing for mass-production plans, including investment plans.

Our Outlook for the Future
While a limited number of semiconductor companies are focusingdevelopment on the manufacture of semiconductors using EUV
lithography, we believe the spread to other companies is likely to takesome time. At present, cutting-edge semiconductors are limited touse in smartphones, artiﬁcial intelligence, and data storage ascompanies at the forefront of development can cover demand in
those areas. When EUV lithography technology is used in the
manufacture of semiconductors for other purposes, we believe
demand for our products will likely increase, as other semiconductor
ﬁrms begin making semiconductors using EUV lithography
technologies.
Amid such an environment, we aim to expand proﬁts and reduce
manufacturing costs on all products, including high-precision products, and expand our market share through thereinvestment of earnings in the research and development of advanced and high-precision products.

Copyright ©2017 HOYA GROUPHOYA’s Growth Strategy

Stability of HDD Glass
Substrate Business“We will stabilize the business by entering the
growth ﬁeld 3.5-inch near-line server market.

Takemi Miyamoto”

MD Division, President

HDD Glass Substrate Business
HOYA’s hard disk drive (HDD) glass substrate business mainly manufactures and sells the 2.5-inch glass substrates for the
HDDs used in notebook PCs, external HDDs, performance enterprise servers, and game consoles. As far as the glass isconcerned, the Company’s market share is 100%.

Market Trends
In the 2.5-inch substrate market, HDD demand is decreasing due to the replacement of HDDs with solid state drives(SSDs). In 2016, there was a 10 percentage point decrease compared with the previous year, and, in 2017, a slightincrease, but, from 2018 onward, double-digit decreases are again expected.
The market for 3.5-inch substrates is similarly expected to remain unchanged due to decreases in desktop PC applications
and other factors, uniquely, double-digit growth is expected in the near line (NL) server applications used at data centersand elsewhere due to the increase in the amounts of data being generated worldwide.
The amount of data being generated worldwide is steadily following an upward curve, increasing from 16 zettabytes (seeNote) in 2016, 22 zettabytes in 2017, to 29 zettabytes in 2018. On the other hand, the storage capacity was 4.6% as of2016 and will remain at more than 3% in 2017–18. Data center capacity cannot keep pace with the increase in the amountof data being generated worldwide, and the shortage situation is expected to continue.
Historically, HDD manufacturers have launched new models together with bringing about increases in HDD storage
capacity. Conventionally, HDD storage capacity has been increased by increasing the recording density per unit area of
media, but that trend is slowing down. In the years to come, the trend will be to increase HDD storage capacity byincreasing the number of substrates.

Copyright ©2017 HOYA GROUPAs an HDD’s standard size is ﬁxed, it will be necessary to make the substrates thinner in order to increase their number.
Because of the problem of rigidity, however, aluminum substrates is limited to eight discs, and the method of increasingthat number has presented a number of challenges.

Entry into 3.5-inch Market
This business has not only the 2.5-inch diameter substrate currently being produced, but also substrates with diameters
ranging from 1.0 to 3.5 inches and thicknesses from 0.381mm to 1.27mm. If it is a glass substrate for HDDs, we canproduce all the sizes and thicknesses that customers need. It is also possible for us to mass produce as many as one
hundred million in three months while maintaining consistent quality.
Because of this situation, we entered the market for 3.5-inch substrate for NL servers, which has growth potential, tocompensate for the decreases brought about by the shrinking 2.5-inch glass substrate market.

Future Prospects
In 2017, a company that manufactures HDDs will start a model ﬁtted with our eight-sheet glass substrates, but we predictthat there will be an increase to 9 or 10 sheets over the next few years. Eventually, we think that we can handle up to 12
sheets and are showing samples to makers of HDDs and PCs as well as other manufacturers.
Sales of 2.5-inch glass substrates are expected to decrease from ﬁscal 2018, but those of 3.5-inch glass substrates fornear line servers will increase and gain momentum from ﬁscal 2018. In the medium term, from ﬁscal 2018 onwards, we
anticipate that our overall business performance will be stable due to our having compensated for the shrinking sales forthe 2.5-inch market with the growing sales for NL server applications in the 3.5-inch market.
Apart from this, when the technology—such as heat-assisted magnetic recording (HAMR)—that increases the storage
capacity per unit area is developed, it will be possible to bring about a further increase in recording capacity per HDD unit.
Also, as glass substrates are essential in terms of heat resistance, we can expect an increase in demand for glass
products.
Note: zetta=1,0007, exa=1,0006, peta=1,0005, tera=1,0004

Copyright ©2017 HOYA GROUP

Financial Review-

Scope of Consolidation
As of March 31, 2017, the HOYA Group consisted of HOYA CORPORATION, 122 consolidated subsidiaries (11 of which aredomestic and 111 overseas), and 8 aﬃliates (4 of which are domestic and the other 4 overseas).
The HOYA Group has adopted a business management structure where the Information Technology and Life Care businesssegments control subsidiaries around the world based on their respective responsibilities. Regional headquarters in theAmericas, Europe, and Asia support business operations by strengthening relationships with countries and areas in therespective regions, such as by providing legal support and conducting internal audits. The HOYA Group has its Financial
Headquarters (FHQ) at its Europe Regional Headquarters (Netherlands).

Adoption of the International Financial Reporting Standards
Beginning with the ﬁscal year ended March 31, 2011, the HOYA Group prepares its consolidated ﬁnancial statements andother documents in compliance with the International Financial Reporting Standards (IFRS) pursuant to the paragraph (1),Article 120 of the Ordinance on Company Accounting. With respect to reportable segments presented in the overview ofoperation by business category, the HOYA Group divides its business into three reportable segments, based on IFRS.
These segments are Information Technology, Life Care, and Other Businesses.
The Information Technology segment handles electronics-related products used for the production of semiconductors,
liquid crystals and hard disk drives (HDDs), and imaging-related products such as digital camera lenses. The Life Caresegment deals in health care related products such as eyeglass lenses and contact lenses, as well as medical-related
products such as intraocular lenses and endoscopes. The Other Businesses segment oﬀers mainly information systemservices.

Copyright ©2017 HOYA GROUP-

-

Review of Performance in FY2017
Sales of continuing operations for the consolidated ﬁscal year ended
March 2017 amounted to ¥478,927 million, a 5.3% decrease year on
year. In addition to the loss on disaster by the Kumamoto Earthquake,the gain on sales of property, factory and equipment amounted to¥4,270 million and was recorded for the preceding consolidated ﬁscal
year, so pretax proﬁt and proﬁt for the year decreased, compared withthe preceding consolidated ﬁscal year, by 7.0%, to ¥110,795 million
and 6.9%, to ¥86,852 million, respectively.
The pretax proﬁt ratio for the consolidated ﬁscal year ended March2017 was 23.1%, a 0.5 percentage point decrease from 23.6% in thepreceding consolidated ﬁscal year.
Sales of the Life Care segment decreased by 2.6% from the preceding
consolidated ﬁscal year, to ¥314,442 million, and segment proﬁt
decreased by 5.2% from the preceding consolidated ﬁscal year, to¥54,718 million due to the impact of yen appreciation.

The Company’s sales of eyeglass lenses continued to grow sluggishly
due to the shrinking retail market in Japan. In overseas markets,
although sales on a local currency basis increased steadily in theAmericas thanks to the continued robust growth, as well as in Europe
and Asia, overall sales decreased compared to the preceding
consolidated ﬁscal year due to the heavy impact of yen appreciation.
As for contact lenses, the HOYA Group continued to work on opening
new “Eyecity” retail stores and enhancing promotion in existing stores;
so, sales of contact lenses increased compared to the preceding
consolidated ﬁscal year.
Sales of medical endoscopes in the Americas shifted to increase on a
local currency basis over the preceding consolidated ﬁscal year. In
Europe and Asia, meanwhile, sales grew as a result of the contributionof new products and strengthening sales capabilities. However, overallsales of medical endoscopes decreased compared to the preceding
consolidated ﬁscal year due to the impact of yen appreciation.
Overall sales of intraocular lenses for cataracts grew and signiﬁcantly
increased over the preceding consolidated ﬁscal year as a result ofstrong sales of new products in the Japanese market as well as ﬁrm
growth of both direct sales and sales for dealers overseas.

Copyright ©2017 HOYA GROUP

Sales of the Information Technology segment decreased by 10.1% fromthe preceding consolidated ﬁscal year, to ¥160,617 million, andsegment proﬁt decreased by 16.8% from the preceding consolidated
ﬁscal year, to ¥54,507 million, due to the loss related to disaster causedby the Kumamoto Earthquake as well as the gain on sales of property,
plant and equipment for the preceding consolidated ﬁscal year.
Sales of mask blanks for semiconductors of the Company increased
compared to the preceding consolidated ﬁscal year as the adverse
eﬀect of yen appreciation was absorbed by taking in robust researchand development demand related to leading-edge products. Sales ofphotomasks for semiconductors decreased compared to the preceding
consolidated ﬁscal year after the decision was made to shut down the
Kumamoto Factory due to damage from the Kumamoto Earthquake ofApril 2016, which decreased production capacity.
Sales for photomasks for liquid crystal displays decreased compared tothe preceding consolidated ﬁscal year due to a slowing down ofresearch and development demand for higher precision and higher
resolution for small and medium-sized photomasks for smartphone
panels, and for larger and 4K screens for large masks for TV panels andto continued eﬀects of decreased capacity caused by the closure of the
Kumamoto Factory.
As for glass substrates for hard disk drives, sales decreased comparedto the preceding consolidated ﬁscal year due to the impact of yen
appreciation, despite a sales increase on a local currency basis thanks
to a slowdown of the trend of decrease in overall demand and an
expansion of market share of the Company.
Looking at imaging-related products, the digital camera market
continued to shrink. Under such conditions, although the Company
continued its eﬀorts to expand sales of products for new applications
such as for security cameras and car-mounted cameras, they were not
suﬃcient to make up for the decrease in sales of digital cameras, and,due to the impact of yen appreciation, overall sales decreased
compared to the preceding consolidated ﬁscal year.
(For further information on performance by product, please refer to theBusiness Overview Section.)

Copyright ©2017 HOYA GROUP

-Financial Position
Total assets at March 31, 2017 increased by ¥20,576 million from theend of the preceding consolidated ﬁscal year, to ¥659,583 million.
Non-current assets decreased by ¥823 million, to ¥164,263 million. Thisis primarily due to increases of ¥5,088 million in goodwill and ¥10,095
million in intangible assets despite decreases of ¥5,022 million inproperty, plant and equipment – net, ¥8,463 million in long-term
ﬁnancial assets, and ¥1,831 million in deferred tax assets. The decreasein long-term ﬁnancial assets is primarily due to transfers to current
assets.
Current assets increased by ¥21,399 million, to reach ¥495,321 million.
This was primarily due to increases in trade and other receivables by¥5,428 million, other short-term ﬁnancial assets by ¥6,804 million, andcash and cash equivalents by ¥10,559 million. The increase in othershort-term ﬁnancial assets is primarily due to transfers from non-current
assets.
Total equity increased by ¥17,231 million, to ¥515,405 million. This is
primarily due to a decrease in treasury shares, a deduction item fromequity, by ¥27,817 million.
Equity attributable to owners of the Company increased by ¥17,622
million, to ¥510,887 million.
Liabilities increased by ¥3,345 million, to ¥144,178 million.
The ratio of equity attributable to owners of the Company to total
assets at March 31, 2017 increased by 0.3 percentage point from theend of the preceding consolidated ﬁscal year and reached 77.5%,
which was 77.2% in the preceding consolidated ﬁscal year.

Copyright ©2017 HOYA GROUP-Cash Flow
Cash and cash equivalents at the end of ﬁscal 2017, inclusive of ¥5,307
million due to ﬂuctuations in foreign currency rates, were ¥296,851
million, an increase of ¥10,559 million compared with the end of theprevious ﬁscal year.
Net cash generated from operating activities was ¥107,662 million(representing a decrease in net cash generated from operating activitiesof ¥24,227 million compared with the previous ﬁscal year). Factors
contributing to cash from operating activities included pretax proﬁt of¥110,795 million (a decrease of ¥8,304 million compared with theprevious ﬁscal year) and depreciation and amortization of ¥29,777
million (a decline of ¥3,747 million compared with the previous ﬁscalyear). On the other hand, factors resulting in cash outﬂow included anincrease in trade and other receivables of ¥5,528 million (a turnaroundof ¥8,269 million from the decrease in trade and other receivables in theprevious ﬁscal year), a decrease in trade and other payables of ¥859
million (again a turnaround of ¥1,215 million from the increase in trade and other payables in the previous ﬁscal year), andincome taxes paid of ¥26,614 million (an increase in income taxes paid of ¥3,408 million compared with the previous ﬁscalyear).
Net cash used in investing activities came to ¥27,507 million (representing an increase in net cash used in investing
activities of ¥12,346 million compared with the previous ﬁscal year). In the ﬁscal year under review, the principal cash inﬂow
comprised proceeds from sales of investment of ¥5,818 million (an increase of ¥5,689 million compared with the previous
ﬁscal year). This was more than oﬀset by major cash outﬂows including payments for acquisition of property, plant andequipment of ¥21,528 million (an increase of ¥3,344 million compared with the previous ﬁscal year), payments foracquisition of subsidiaries of ¥6,360 million (an increase of ¥4,568 million compared with the previous ﬁscal year), andpayments for business transfer of ¥6,193 million (an increase of ¥6,082 million compared with the previous ﬁscal year).
Net cash used in ﬁnancing activities amounted to ¥64,289 million (representing a decrease in net cash used in ﬁnancing
activities of ¥97,230 million compared with the previous ﬁscal year). Major factors resulting in cash outﬂow included
dividends paid to owners of the Company of ¥29,447 million (a decrease of ¥2,048 million compared with the previous
ﬁscal year) and payments for purchase of treasury shares of ¥35,007 million (a decrease of ¥95,145 million compared withthe previous ﬁscal year).

Copyright ©2017 HOYA GROUP-Capital Expenditures/Depreciation and Amortization
The total capital expenditures of all operations of the HOYA Group amounted to ¥22,863 million during the consolidated
ﬁscal year ended March 2017, an increase of ¥2,535 million over the preceding consolidated ﬁscal year.
In the consolidated ﬁscal year ended March 2017, investment in the Information Technology business amounted to¥10,202 million and investment in the Life Care business amounted to ¥12,512 million, which account for 44.6% and54.7%, respectively, of the total capital expenditures by the Group.
The investment was covered by internally generated funds.
During the consolidated ﬁscal year ended March 2017, in the
Information Technology business, the HOYA Group invested mainly in
production facilities for high-value-added products of semiconductor
and liquid-crystal display-related products.
In the Life Care business, for mainly eyeglass lenses, the HOYA Groupinvested in increasing capacity in production plants and optimizing. For
intraocular lenses for cataracts, since sales of products, which had
been placed on markets at the beginning of the consolidated ﬁscal year
ended March 2016, increased, the HOYA Group invested in increasing
production capacity to meet the growing demand.
Depreciation and amortization (including impairment losses) for theﬁscal year under review were ¥30,111 million, 12.7% lower than in theprevious ﬁscal year.

Policy Concerning Decisions on Appropriation of Retained Earnings, etc.
The Company aims to maximize the HOYA Group’s corporate value by developing businesses globally and changing thebusiness portfolio to conform to the changing times and environments.
With respect to capital policy, the Company’s basic policy is to adopt decisions that strike the optimum balance between
ensuring internal reserves for the future growth of the HOYA Group and returning proﬁts to shareholders, while pursuing the
optimum capital structure for the Company that includes ﬁnancial soundness and capital eﬃciency.
In addition, by promoting management that gives priority to capital eﬃciency by realizing maximum proﬁtability from theassets entrusted to the Company by the shareholders, and taking further steps toward management that gives priority to
SVA (Shareholder Value Added), which is measured as the proﬁt generated by the Company’s operating activities minus
the cost of capital, i.e. the proﬁt expected by shareholders, the Company aims for “Maximization of Corporate Value.”
With respect to internal reserves for future growth, resources will be preferentially appropriated to investment in thegrowing businesses for market share expansion, entry into untapped markets, and nurturing and obtaining newtechnologies. In addition to growth of existing businesses, the Company will also proactively pursue possibilities including
mergers and acquisitions to further enrich our business portfolio. As for the Information Technology segment, which has
been positioned as a steady earnings business, we will continue to make capital investment that further reinforces thetechnological abilities that become the source of competitiveness, and development investment that will contribute todeveloping next-generation technologies and new products.

Copyright ©2017 HOYA GROUP-

With respect to returning proﬁt to shareholders, the Company’s policy is
to proactively return proﬁt to shareholders through using excess cash
for dividends and the share buybacks while giving comprehensive
consideration to the operating performance of the current term, level ofinternal reserves, and the medium-to-long term capital demands andcapital structure, among other factors.
Coupled with the interim dividend of ¥30 per share already paid, theannual dividend was ¥75 per share. The consolidated dividend payout
ratio was 33.8%.
Based on the aforementioned policy, the Company resolved torepurchase its shares at the price equal to ¥30,000 million in thisconsolidated ﬁscal year.

Copyright ©2017 HOYA GROUP