C.I. TAKIRON Corporation
Medium-term Management Plan

“Go Beyond”
Innovation 2026
Go beyondyesterday’s ideas
what takes for granted
customers’ expectations

2024-2026

C.I. TAKIRON is an official sponsor of the Japan Canoe Federation. 1

INDEX
Medium-term Management Plan
“Go Beyond” Innovation 2026

P3

⚫ Highlights of the Medium-term Management Plan P4

1 Corporate Philosophy
2 Quantitative Plan
3 Organizational Structure
4 Business Portfolio
5 Dividend Policy
6 Financial Strategy/Growth Investment Strategy
7 Sustainability

P5
P7

P17
P19
P21

P23
P26

2

Medium-term Management Plan
“Go Beyond” Innovation 2026

C.I. TAKIRON is an official sponsor of the Japan
Canoe Federation.

3

Highlights of the Medium-termManagement Plan

Implementing Structural Reform– Shift from Defensive to Offensive
Finance/Growth
Investment

Sustainability

37✓ OCF ofbillion yen to
growth investment for structuralreform and dividends

Work to resolve social

issues on the key topics of✓ Accelerate M&A and further growthinvestment with a special investment“Climate change”
and “Diversity”“Guiding principles foraction” and “Values whichshould be respected”
newly established within theGroup Corporate Philosophy,
and Takiron C.I. Group willcontinue to tackle challenges
and promote the Medium-termManagement
Plan as one

quota of

Dividend
PolicyCorporate
Philosophy

40 billion yen✓Shift to growth investment
from maintenance/replacement
investment

ratio of40%

more than✓ Minimum dividend

Aim to maximize
performance by “Total
optimization and synergy”,“Performancemaximization”, and“Horizontal deployment
promotion through crossdivisional function”

Quantitative
Targets

1. Earn a consolidated net
income constantly✓ Aim for dividend payout

Organizational
Structure

Enhancing
Corporate Value

6 billion yen

2. Implement structural reforms

24 yen/share

10

Business Portfolio

to earnbillion yen
in the future✓ Leverage management
resources into growth areas

with ROIC

7.0%✓ Aim for ROIC ofor more in FY2026

4

Corporate Philosophy

5Corporate Philosophy

Group Corporate
Philosophy

Mission(Universal, fundamental
thinking)“Creating a people- and earth-friendly future”(Newly created)

Guiding principles
for action“Take on the unknown; give shape to the future”

Values which should be respected(Newly created)
Management
Environmental
Safety, a fundamental
commitment onphilosophy
principle
enriching lives
We always strive to protect
Providing a Quality
Safety comes before
the global environment andWorkplace
everything else
aim for people-, earth-, andfor a Better Life
future-friendly manufacturing
Basic Policy on Sustainability

Implementation(Policies, plans,
execution)

Establish “Guiding principles for action” and“Values which should be respected”.
Share the plan with all employees in our
corporate group and come together as one topromote the Medium-term Management Plan.
◼ Corporate message“Supporting today, changing
tomorrow”◼ Action Slogan“Go Beyond” Innovation
Ｇo beyond yesterday’s ideas!

Policy initiatives (financial capital, R&D, production and quality, humanrights, human resources, sustainability, etc.)

Ｇo beyond what takes for granted!

Medium-term Management Plan

Ｇo beyond customers’ expectations!

Business activities

6Quantitative Plan

7

Quantitative Plan: Basic Policy and Main Policy Measures
Basic
PolicyMain Policy
Measures(1) Earn a consolidated net income more than 6 billion yen on a steady basis(2) Implement structural reforms to earn 10 billion yen in the future
Optimization ofgroup management◼ Eradication of deficit-ridden affiliate subsidiaries◼ Production flamework restructuring from total optimization standpoint◼ Implementation of individual growth strategies for affiliate subsidiaries

Creation of new
products andbusinesses◼ Consolidation of technological competences and enhancement/development of corebusiness areas through new R&D center establishment◼ Concentration on R&D portfolios and management resources on high-value-added businessfields◼ Novel technology Creation / Introduction for product development that go beyond customer
expectations◼ Securing of competitive advantage through strategic intellectual property acquisitions

Enhancement of
departmental
capabilities◼ Relentless pursuit of manufacturing cost reductions◼ Sales practices that enable to beat competitors◼ Promotion of efficiency and labor saving (including DX)◼ Establishing a strategic purchasing system

Expansion of abroadbusiness◼ Strengthen sales and regain profitability in North America and Europe◼ Strengthen local sales in the China; Sales expansion and market share recapturing in Asia
◼ Activate abroad postings by corporate headquarter's supports

Acceleration of M&A◼ M&A acceleration of business restructuring in petrochemical industry and acquisition ofresidual profit◼ M&A acceleration for technology acquisition, abroad business expansion, and sales expansion

8Quantitative Plan: Management Indicators_ Group-wide◼ Management Indicators (Group-wide)◼ Consolidated Net Income (Group-wide)

Plan for the current fiscal year
FY2024vs FY2023

Consolidated
net sales

145 billion yen+ 7.4 billion yen

Consolidated
operatingincome7.6 billion yen+ 1.4 billion yen

5.2%

0.7%

Consolidated
ordinary
income7.6 billion yen+ 1.1 billion yen

Consolidated
net income

5.6 billion yen+ 0.5 billion yen

Average ROIC

5.0% or more

+0.5%

ratio

million yen

Earn more than 6 billion
yen on a steady basis

FY2023

Plan forFY2024FY2025

FY20269

Quantitative Plan: Management Indicators_ Image of FY2026 Net Income
Plan for FY2024

Illustrative figure for FY2025-2026(million yen)
Full-scale
Profitability
roll-out of
improvement
environmentally
throughconscious
FY2026
structuralbusiness
forecast
reform

7,000

6,500

Improved
earnings byaffiliatedsubsidiaries

Return ofprior periodtransientloss etc.

6,000
Improved
nonconsolidated
earnings

5,500
FY2023
results

5,000

Other
factors
Transient losses(office relocation,
etc.)
△540

Performance
improvement
Abroadof deficitbusinessriddenrecoveryaffiliate
subsidiaries

FY2025
forecast

Abroadbusiness
expansion

FY2024budgetGrowth indepreciation
expensesthroughproactive
investment△300

Growth indepreciation
expensesthroughproactive
investment
△400

4,500

4,000

10

Quantitative Plan: Management Indicators_ Operating Income and Net Income by Segment◼ Operating income and net income (by segment)
Operating income

million yen

Net income

Main policy measures, etc.

FY2023

FY2024FY2023

FY2024

Results

Plan

Results

Plan◼ Horizontal deployment of new business model(SANWA SIGNWORKS )◼ Restore BONLEX EUROPE profitability; expand North
American sales in the decorative materials business◼ Add higher value to flooring materials◼ Establish integrated sales and R&D systemwith C.I. TAKIRON CIVIL

Construction
materials/civilengineering

4,059

4,450

2,943

3,028

High-functional
materials

1,526

2,000

1,168

1,729

Film

505

1,750

614

1,551

New Business
Promotion
Department◼ Accelerate agricultural PO film sales in abroad◼ Capture integration synergy effects of C.I. TAKIRON SUPPLY◼ Expand sales in North America (Bonset America Corporation)

54

179

-35

56

◼ Develop a production flamework to increase market share in
motor industry◼ Expand nanomaterial business

Office relocation
costs

Headquarters, etc.

-772

-536

84

-7

412

-228

6,228

7,600

5,102

5,600

◼ Develop a flamework to production increase to capture
recovering demand in the semiconductor market◼ Expand TAKIRON-ROWLAND business◼ Maximize existing business through M&A promotions◼ Exhaustive reduction of manufacturing costs

C.I. TAKIRON

consolidated
totals11

Quantitative Plan: Main Policy Measures 1_ Optimization of Group Management
Eradication of
deficit-ridden affiliate subsidiaries

Production flamework restructuringfrom total optimization standpoint
Trend in total number of group companies

FY2023 FY2024 FY2026(illustrative)
resultsplan
Number of
deficit-ridden
affiliate
companies companies
companies
subsidiaries

3

2

0

Aim for zero
deficit-ridden affiliate subsidiaries◼ BONLEX EUROPE:
Sales enhancement in North America
Cost reduction◼ Bonset America:
Develop/Promote environment-friendly products
Shorten delivery times◼ MAVERIQ Partners:
Establish mass production system for recycled
compounds
Begin preparation for new development projects◼ Overall: Profitability improvement of low-profit
affiliate subsidiaries

Implementation of individual
growth strategies for affiliate
subsidiaries
Trend in total number of production sites

FY2024FY2026FY2024FY202622

22 companies+ α

31 bases

31 bases - αcompanies

Affiliate subsidiary consolidations
have been largely completed

Shift from Defensive to Offensive

This Medium-term Management Plan is defined
as offensive stage transition.
Affiliate subsidiaries will implement eachindividual growth strategies, and improveits’ profitability through vertical and horizontal
strategy deployments.

27 domestic sites
4 abroad sites

Promote further total
optimization◼ Consolidate and eliminate smallscale production sites(SANWA SIGNWORKS Saitama, etc.)◼ Unify production and sales
flameworks (C.I. TAKIRON CIVIL, etc.)◼ Develop efficient production
flameworks in growth and focus
fields (Plate, etc.)
12Quantitative Plan: Main Policy Measures 2_ Creation of New Products and Businesses – 1
Development / Enhancement of R&D system
Acceleration of new products/businesses creation anddevelopment by New Business Promotion Department
and New Materials and Areas Development Department
R&D Department’s
Headquarters◆ Mobility◆ Healthcare◆ Medical

New Business
Promotion
Department◆ Micro motors◆ Nanomaterials◆ Compounds

Product Development
Department

Consolidation of technological capabilities through theestablishment of a new R&D center; strengthening andnurturing of priority businesses(Niimi City, Okayama)

Extrusion dispersion andcompound formulations

Consolidationoftechnologicalcompetences
New R&D
center(Tatsuno City, Hyogo)(Sanda City, Hyogo)

Compounds(Tatsuno City, Hyogo)

of each business division◆ Housing materials◆ Flooring/decorative materials◆ Construction materials/civilengineering◆ High-functional materials◆ Packaging◆ Agricultural materials

New Materials and Areas
Development Department◆ Exploration, planning anddevelopment of new materials
and new fields for entry

Micro-motor business

Nano-technology

Film/sheet molding(Konan City, Shiga)

Paint/coatings(Konan City, Shiga)

Intellectual Property
Department(Osaka City)

Strategic IP
acquisition

Aspire towards further R&D competence enhancements
thorough market-in type approach(Launch new products which enable to contribute to sales sooner)(C.I. TAKIRON/Shanghai CIKElectronics)

Ultrafine particle
materials
business(CIK NanoTek)

Resin compounds
business(MAVERIQ Partners)

13Quantitative Plan: Main Policy Measures 2_ Creation of New Products and Businesses – 2
Shift to high-value-added fields

Enhancing development (environment-friendly and functionalization)of pre-processed products andintermediate materials, which is our current business area, focusing on R&D and product development in thehigh-value-added upstream (high-value-added materials) and downstream (devices/modules).

Downstream

Upstream

Raw materials
Functionality
Environment-friendly

R&D
targets

Converting

Devices/modules

Pre-processed productsIntermediate materials

Products/Solutions

C.I. TAKIRON

R&D
targets

current business area
Value curve
Packaging/containers

Key business domains for R&D
Business domain
Packaging/containers
Mobility
Healthcare/medical
Nanomaterials
Specialty films(Electronics)

Focus points
Product Development for environment-friendly market
trendsTechnology development for performance requirement
shifts (lighter vehicle bodies and EV transitions, etc.）
Technology development for preventive medicine,
personal medicine, and IoMT (Internet of Medical Things)
Enhancement of nanotech business, and research on
new core technologies
Technology development for semiconductor and digitalcommunication technology

Relationship with
SDGs

“MML-13E” which is a Monomaterial zipper made from asingle material, polyethylene

Mobility

14“Low-carbon Polycarbonate
Windshield”
Installed in LEXUS’s firsthydrogen-powered ROV(Recreational Off highway Vehicle),used in a customer experience
program.

14

Quantitative Plan: Main Policy Measures 3_ Enhancement of departmental Capabilities
FY’20
FY’22

FY’21
FY’23

FY’21
FY’23

FY’22

Enhancing
Sales
Capability⚫ Departure from dependence on distributors⚫ Implement persistent and timely promotion to appeal
products’ advantages

FY’20

Sales expansion

Net sales (million yen)

Gross profit (million yen)

⚫ Although declined in both net sales and gross profit in FY2023,
gross profit margin was increased, due to the penetration of
product price pass-through by raw material price boosts.
⚫ On the other hand, the gross profit margin has not returned to thatof before FY2021, because of lagging of product price passthrough by utility price boosts such as electricity.
⚫ A sense of maintaining the status quo has led to a delay in taking
action, and earning power has declined.

✓ Each division is required to raise awarenessof going beyond the current style in order toenhance corporate earning power.

Enhancing
Manufacturing
Capability⚫ Realize competitive cost capability throughrelentless pursuit of manufacturing cost reduction⚫ Pursue productivity improvement by yield
improvements and streamlining and automation by
DX

Manufacturing cost reduction

Enhancing
Back-office
Capability⚫ Foster expert groups which pursue professionalism⚫ Establish a strategic raw material purchasing
flamework⚫ Promote greater efficiency and labor saving(including DX)⚫Unforeseen loss avoidance⚫Enhancement of governance⚫Become one of the elite few

15Quantitative Plan: Main Policy Measures 4_ Expansion of Abroad Business _ Area Strategies
North America

EuropeFlagship products

Bonlex Cultivating the market in
Shrinkable film mature European region byintroducing environmentZipper tape friendly products anddeveloping distinctive
Motors products.

PolicyFlagship products

PolicyBelbien North America is recognized

Accelerate abroadbusiness throughcompany-wide measures

Bonlex as the largest / key developing
market and will strengthen our
Shrinkable film
local sales capacity and
Zipper tape increase our local production
Motors capacity.

1. Develop peripheral products andbusinesses through promotion of new
business and new area development
2. Support abroad postings and the businesssite enhancement (Europe, North America,
Southeast Asia)

China, Korea, Southeast Asia
Flagship products

PolicyReal GDP (%)

3. Enhance sales power in China byenhancing the functions of C.I. TAKIRON(Shanghai) Co., Ltd.

Semiconductor
plate Making aggressive actions tohigh economic growth regions,
Agricultural films such as Southeast Asia andMotors China, where our products
have high potentials
Hydrotite

China

World
United States
Eurozone
Japan

2021

2022

2023

2024

estimate

forecast forecast

2025

Source: The World Bank Group16

Organizational Structure

17Organizational Structure⚫ Rearrange and transform existing organization considering total optimization and synergy effects

Goals andaims

⚫ Maximize performance and improve efficiency by unifying and clustering functions⚫ Promote horizontal deployments of know-how and recurrence prevention measures through crossdivisional function⚫ Rearrange administrative departments by function

Business divisions(Former)
Construction
Materials
Division

Infrastructure Materials

Environmental
Materials
Division(New)

Housing Materials
Department
Flooring & Decorative
Materials Department

Department
Agricultural Materials
Department

High Functional
High Functional
Materials
Materials Department
Division
Specialty Films Packaging Materials
Division
Department

Other than business divisions(New)

Housing Materials Department
Construction
Materials & Civil Flooring & Decorative Materials
Engineering
Department
Division
Construction Materials & Civil
Engineering Planning andManagement Department
High Functional
High Functional Materials
Materials
Department
Division

Specialty
Films Division

Agricultural Materials
Department
Packaging Materials Department

Corporate
Planning
Division

Corporate
Administration
Division
Production
DivisionR&D DivisionCorporate Planning Department
Purchasing Department
IT & DX Strategy Department
New Business Promotion
Department (newly created)
New Materials & Areas Development
Department (newly created)
Human Resources & General Affairs
Department
Finance & Accounting Department
Legal & Compliance Department
8 plants/1 office
Production Planning Department
Equipment Technology Department
Quality Assurance Department
R&D Department
Intellectual Property Department
R&D Planning and Management
Department (newly created) 18

Business Portfolio

19

Business Portfolio– Enhancement of Business Portfolio through ROICClassify into 35 business units and performsystematic improvement per ROIC category

Medium-term Management
Plan: Targets

7.0%
or more6.0%

Business portfolio
management category

or more5.0%
or moreAnalyze critical point of
ROIC improvement

A

B(by Corporate Planning
Department)
Category A priority issue:
Maintain and expand
business scale

2-yearaverage ROIC

8% or more

Category B priority issues:

2-yearaverage ROIC
4-8%

(1) Increase operating income(2) Reduce inventory assets

2-yearaverage ROIC

Develop and implementof ROIC recovery plans(3) Streamline fixed assets(Divisions responsible)

0-4%
C

Business portfolio
management
Manage progress by theBusiness Structure Reform
CouncilCategory C priority issue:
Eliminate deficit based on post-tax
operating income

2-yearaverage ROIC

Negative✓ Improving ROIC for business units

below WACC (4%) is an urgent task
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026◼ FY2026
Aim for a company-wide average ROICof 7.0% or higher
Aim to improve business portfolio management,
achieving consolidated net income of 10 billion
yen in the future

Category

FY2026 targets

Category A

ROIC 1%UP

Category B

4-8%

ROIC to top 8%

0-4%

ROIC to top 4%

Category C

ROIC to become
positive

Business units with 4% ROIC or less will
focus on pushing through improvements via
the Business Structure Reform Council.
In principle, business units with negative
ROIC for three fiscal years in average will beretired; if each business department proposea recovery plan to make ROIC positive, adecision will be made about whether tocontinue the business or not .

20

Dividend Policy

21Dividend Policy
Dividend value
per share(yen)

Payoutratio(%)

The following policy shall be adopted during theperiod of the Medium-term Management Plan

59.5%

22 yen27

for theyear

yenPlanned:Aim for a payout ratio of 40%

24 yen

42.1%
39.5%

41.8%

40%

40%

11 yen15
yen

The minimum dividend shall be 24 yen per
share.

at theend ofthefiscalyear

11 yenmidwaythroughthe year

Minimum

Minimum

Minimum

24 yen24 yen24 yenIf performance exceeds the annual businessplan, these will be adjusted upward.

22

Financial Strategy/
Growth Investment Strategy

23

Financial Strategy/Growth Investment Strategy _1◼ Operating Cash Flows◆ Medium-term Management Plan FY2024-FY2026◆ FY2021-FY2023

Dividends

Dividends
Cash flow

6.2 billion

Approx. 7
billion yen

Cash flowyen

Amountavailable toinvestInvestments

14.3 billion
yen

32.4
billion yen

37

Internal reserve11.8 billion yen
Operating cash flow was not being
fully allocated for growthinvestment.

Approx.
billion yen

Approx.

30

Focused allocation
to growth
investment

billion yen

The entire operating cash flow for upcoming three
years of the Medium-term Management Plan will beallocated to dividends and growth investment forbusiness structural reform.

◼ Special investment quota
Special investment quota will beapplied proactively if there arebeneficial deals for further growthinvestments or mergers/acquisitions,

On top ofinvestment quota of
30 billion yen

Specialinvestment
quota (M&A,etc.)

40 billion yen

24Financial Strategy/Growth Investment Strategy _2◼ Drastic Shift in Capital Investment Objectives
Comparison by Investment objectives
FY2021-FY2023◼ Major investment plans

FY2024-FY2026

Maintenance/
replacement 39%

Maintenance/
replacement 15%

Growthinvestment 61%

Growth investment
85%

Minimize capital investments for maintenance andreplacement, and shift to growth investments drasticallysuch as rationalization.
Maintenance/
replacement
quota

Growthinvestment
quota

4.5

25.5

billion yen

billion yen+

Specialinvestment quota(M&A, etc.)

40
billion yen

Total
investment
quota
Maximum

70 billion yen⚫ Business restructuring
Promotion

Approx. 1.5
billion yen⚫ IT & DX

Approx. 3
billion yen⚫ Increasing production/
promoting growth

Approx. 8
billion yen⚫ R&D

Approx. 5.5billion yen⚫ Production
Rationalization

Approx. 6
billion yen⚫ Maintenance Approx. 4.5/replacement billion yen◼ M&A (acquisition targets)
Candidates for acquisition
1. M&A for
petrochemicalindustry
restructuring⚫ Resin processing businesses, which are
curved out due to restructuring of major
petrochemical manufacturers

2. M&A to acquire
residual profit⚫ Other companies in the same business fieldwith potential residual profit

3. M&A to acquire
novel technology⚫ Companies with core technologies whichenable to enter new business fields⚫ Companies with resin processing technologies
which enable to enhance value chains⚫ Sales network which enable effectively to
4. M&A for abroad
promote abroad net sales expansions
business expansion ⚫ Abroad technologies and intellectual property
licenses
5. M&A for domestic
sales expansion⚫ Agents and sales companies which enable toexpand sales channels

25Sustainability

26

Sustainability _ Sustainability Initiatives⚫ Basic Policy on Sustainability, which clarifies the content of specific initiatives based on the Group
Corporate Philosophy, has been implemented.
(This Basic Policy replaces the previous Sustainability Vision, “Supporting today, changing tomorrow”)⚫ Materialities were reviewed from the environmental, social, and governance (ESG) perspective, as it wasnecessary to align with social requirements and link to business strategies. Six new materialities wereidentified.
⚫ Materialities has been reflected in the action plans of each segment, will be linking to contribution to asustainable society and aiming to enhance profitability and corporate value.

Philosophy

Group Corporate
Philosophy

Strategy/Policy

Plan/Execution

Basic Policy on
Sustainability

Medium-termManagement Plan

1. Environmental
conservation
2. Diversity & inclusion
3. Human rights
4. Sustainable procurement

5. Governance
6. Sustained enhancement
in corporate value

TargetMaterialities⚫ Addressing climatechange⚫ Improvement of diversity⚫ Respect for human rights⚫ Sustainable procurement
activities⚫ Enhancement ofcorporate governance⚫ Solving social issues
through businessContributing toa sustainable
society27

Sustainability _ Key Themes
Key theme

ClimatechangeImplementation item
(Action)FY2023

FY2025

FY2026

Specific contents

Respond to climate change
issues (TCFD)(1) Conduct TCFD analysis and disclose non-financial data
(2) Maintain compliance in CGC reports

Reduce greenhouse gas(GHG) emissions (Scope 1,
2)

Emissions

74,200(t-CO2)

77,400(t-CO2)

76,400(t-CO2)75,400(t-CO2)

Targets not set due to lack of uniform calculation
methodReduce greenhouse gas(GHG) emissions (Scope 3)—

Reduce and recycle
waste (related to CATs 5
and 12)——450 t orless

410 t orless

(1) Accomplish energy conservation activity plans(2) Promote solar panel installations(3) Consider purchasing renewable energy(4) Visualize CO2 emission reduction—(1) Implement CATs 1 and 12 emission reductions(2) Promote waste reduction of CAT 5 businessactivities

370 t orless

(1) Promote in-house waste recycling into otherproducts(2) Consider developing waste products’ collecting
and recycling flameworks

Waste plastic emissions (targets set for CAT 5 only)

480 t

Diversity

FY2024Develop new products
and technologies(Related to CATs 1, 5, 12)(1) Develop products and technologies that enable to contribute to the 3Rs+Renewables(2) Develop products and technologies that enable to contribute to energy-saving products(3) Acquire ISCC certification and improve product quality utilizing mass balance method

Promote the activity ofdiverse personnel(1) Foster an internal culture in which diverse human resources can play an active role(2) Promote women’s active participation(3) Formulate policies for further promotion of human resources diversification

Develop global humanresources(1) Deploy staff to CIT/ICT broad sites in order to develop human resources who will take on introducing new
abroad products and technologies, carrying out M&A, and forming business alliances(2) Enrich and support education and training programs for abroad deployment

Work style reform(1) Realize a variety of work styles through the promotion of balanced working from home(2) Simplify and visualize business operations by introducing DX tools(3) Promote the taking of parental leave and paid leave28

Sustainability _ Materialities
Six new materialities have been identified from the ESG perspective in order to align withsocial requirements and to link with business strategies.
Following KPI targets should be satisfied.
Materiality item
Solving social issues through business

Addressing climate change

Improvement of diversity

KPI item name

FY2026 target

FY2023 results

Develop environmentally friendly products

Number of Product launch: cumulative
total 20 or more

11

Promote new businesses (vs FY2023)

Net sales: 20% or more (*1)―

Acquire novel technologies

Number of patent applications (Domestic):
cumulative total 150 or more

52

Develop new materials and new business fields

Number of new projects: 3―

Scope 1 and Scope 2: reduce CO2 emissions

31% reduction from FY2018

32% reduction

Departure from high-emitting businesses

Waste generated: 440T or less

480ｔ

Promote emissions reduction

Divert to in-house recycle: 500 t or more

200ｔ

Increase the ratio of female managers

5% or more

3.2%

Percentage of women in leadership positions

7% or more

6.1%

Further promote human resource diversification(foreign national employment rate)

28% or more

20.4%

Sustainable procurement activities

Carry out CSR survey

Frequency: Once or more/year―

Respect for human rights

Employee engagement positive response rate

70% or more

59%

Safety incident frequency rate

0.9% or less

1.17%

Serious compliance violations

0

Enhancement of corporate governance0*1: Net sales for the New Business Promotion Department, and MAVERIQ Partners, which are expected to move to the equity
method during the Medium-term Management Plan, have been calculated according to the investment ratio of C.I. TAKIRON.

29