NIPPON SANSO Holdings Corporation
1H Financial Results Briefing for the Fiscal Year Ending March 2021
November 12, 2020

Presentation
Moderator: I will now introduce today’s presenters: Ichihara, President CEO; Hamada, Executive Vice
President; Nagata, Director/President of TAIYO NIPPON SANSO Corporation; Moroishi, Executive Officer and
CSO; Miki, Executive Officer and CFO; Alan Draper, Executive Officer of TAIYO NIPPON SANSO Corporation;
Koide; and Chujo, Representative Director, President, THERMOS K.K.
I will explain today’s program.
First, Ichihara will explain an overview of the financial results based on the materials, followed by the
explanation on the topics in the Gas Business in Japan, Gas Business in Asia and Oceania, and THERMOS
Business by Nagata, Moroishi, and Chujo.
There will be the time for a question-and-answer session after the presentation.
Thank you for your patience. Now, Ichihara, President CEO, will explain the overview of the financial results.

Ichihara: Good morning. I am Ichihara, President CEO of NIPPON SANSO Holdings Corporation.
Thank you for your attendance today at the financial results briefing for 1H of the fiscal year ending March
2021. Let me start the explanation now.

Before going into the agenda, as you may all be aware, we have moved to a holding company as of October
1, this year. The diagram here shows its structure. Circled at the center is NIPPON SANSO Holdings
Corporation. Under its umbrella, from the right, there is the Gas Business in Japan. Nagata whom we justintroduced you was appointed as president. That is TAIYO NIPPON SANSO Corporation Group.
Clockwise, there is the Gas Business in the US. This is Matheson Tri-Gas, Inc., as you may be familiar.
Then, there is the Gas Business in Europe. That is Nippon Gases Euro-Holding S.L.U. Group.
Then, the Gas Business in Asia and Oceania. The companies in the Asia and Oceania region are in this group.
Then, the THERMOS Business. This is THERMOS K.K. Group. This is the structure.
As you must all know, by shifting to such structure, we largely delegated authority and moved to thestructure that enables us to improve the speed of decision-making and to respond to various situation
immediately. In addition, after clarifying the execution responsibilities of business, the Holdings Corporation
will take a lead in strengthening the collective power of the Group in various ways. As written at the bottom,
we have moved to the holding company structure on October 1 for the purpose of further strengthening
competitiveness of Group management structure.

Next slide, please. This is today’s agenda.
First, we will explain the overview of the financial results for 1H of the fiscal year ending March 2021,
followed by the explanation on the financial results by segment.
Then, I will explain the overview of the full-year forecast for the fiscal year ending March 2021.
As a third item, return to shareholders will be explained.
As a fourth item, as explained by the moderator a while ago, the highlights in the Gas Business in Japan, theGas Business in Asia and Oceania, and THERMOS Business will be explained.
That is the agenda for today.

This is the financial results for 1H for the fiscal year ending March 2021.
The second column from the left shows the figures. Revenue was JPY384.5 billion, down JPY38.3 billion or
9.1% YoY. Then, core operating income was JPY36.7 billion and the margin was 9.6%. Core operating income
decreased by JPY8.7 billion or 19.2%.
There were no non-recurring items in Q2 of the current fiscal year. Operating income was JPY36.6 billion, adecrease of JPY10.1 billion or 21.6%.
Quarterly net income attributable to owners of the parent was JPY21 billion, a decrease of JPY6.7 billion or
24.3%. This was quite challenging financial results with lower sales and lower profit, resulting from theimpact of COVID-19.
However, compared to Q1, performance is recovering to upward trend in Q2. There are the figures for the
full-year forecast for the fiscal year ending March 2021 at the very right. As you all know, the current fiscal
year is the final fiscal year in the medium-term management plan.
Originally, without the impact of COVID-19, we had a target of JPY910 billion for revenue, and JPY100 billion
for core operating income. Unfortunately, we had to revise them. This is the forecast for the current fiscal
year. Although the results were lower sales and lower profit, compared to the first half of this forecast, ourresults exceeded the forecast.
Incidentally, shown below the table is foreign exchange rate.

In the fiscal year ending March 2021, the dollar was JPY106.32 against yen with the appreciation of yen of
JPY2.35. Euro was JPY121.66 against yen with the weaker yen of JPY0.75. Australian dollar was JPY73.91
with the appreciation of yen of JPY0.84.
This was the situation of foreign exchange rate.

This is the waterfall chart showing the changes of revenue.
In the previous fiscal year at the very left, revenue was JPY422.8 billion. In the Gas Business in Japan,
revenue has decreased by JPY16.9 billion. As shown at the bottom, revenue was JPY157.1 billion in thecurrent fiscal year, decreased by JPY16.9 billion from JPY174 billion in the previous year.
To its right is the Gas Business in the US. It has decreased by JPY7.7 billion from JPY98.9 billion in theprevious fiscal year to JPY91.2 billion. However, the impact of foreign exchange rate of negative JPY2.1
billion was included in this figure in the previous fiscal year.
In the Gas Business in Europe shown next to that, revenue has decreased by JPY10.4 billion from JPY85.2
billion in the previous fiscal year to JPY74.8 billion in current fiscal year. The impact of foreign exchange rateof positive JPY500 million was included.
Continuing on to Asia and Oceania, revenue has decreased by JPY1.3 billion from JPY51.5 billion in theprevious fiscal year to JPY50.2 billion in this fiscal year. The impact of foreign exchange rate of negative
JPY800 million was included.

Regarding THERMOS Business, revenue has decreased by JPY2 billion from JPY13 billion in the previous year
to JPY11 billion in this fiscal year.
As a result, revenue ended at JPY384.5 billion, a decrease of JPY38.3 billion in total. That is the breakdown.

This is the waterfall chart of changes in core operating income. I will go from the left again.
As compared to JPY45.4 billion in the previous fiscal year, this fiscal year's result is JPY11.4 billion as
described below. As the result for the previous fiscal year is JPY12.3 billion, the profit decreased by JPY900
million.
In the Gas Business in the US, core operating income declined JPY2.1 billion from JPY11.7 billion in theprevious fiscal year to JPY9.6 billion in the current fiscal year. Of this amount, the impact of foreignexchange rates is negative JPY300 million
In the Gas Business in Europe next that, compared with JPY13.2 billion in the previous fiscal year, this fiscal
year's core operating income was JPY8.6 billion, a decrease of JPY4.6 billion. Of this amount, the positiveside has an impact of JPY100 million.
Next right, in Gas Business in Asia and Oceania, compared to JPY5.3 billion in the previous fiscal year, thisfiscal year's figure was JPY5.6 billion, an increase of JPY300 million. It performed well despite the impact of
COVID-19. The impact of the exchange rate was negative JPY100 million.

Next, in THERMOS Business, the figure for the previous fiscal year was JPY4.1 billion, but the figure for thecurrent fiscal year was JPY2.1 billion, a decrease of JPY2 billion.
As a result, core operating income ended at JPY36.7 billion, a decrease of JPY8.7 billion. This was thebreakdown.

This is the results by segment.
First, let me explain the Gas Business in Japan. In a box at the center at left side is the results for 1H.
Revenue has decrease by JPY16.9 billion from previous fiscal year to JPY157.1 billion. Segment income has
decreased by JPY900 million from the previous fiscal year to JPY11.4 billion.
As written below it, at any rate, due to the influence of COVID-19, there were very few good things about
Japanese industry. Due to the impact, for bulk and on-site, demand declined significantly in all areas of ourbusiness. In a sense, the only Electronics-Related Business has performed well compared to the previous
fiscal year including equipment and construction, and special gas we hold including export.
As for profits, as described at right side, reflecting the stagnant economic situation caused by COVID-19,
both sales and profits were on a downward trend overall significantly. However, as I mentioned earlier,Electronics-Related Business performed very well. That is the one of the factors that has contributed to theincrease in profit.

Another thing is about the cost. As you all know, our Company is an industry that consumes a large amountof electricity, and due to the drop in fuel prices, the so-called fuel adjustment cost, the electricity cost, hascome down.
Unfortunately, it was not enough to offset the stagnant business caused by the impact of COVID-19.
However, the reduction in electricity costs due to the drop in fuel prices is included in this figure. This is theresult.

Continuing on, this is the US segment.
Starting from the figures at the upper left, revenue has decreased by JPY7.7 billion from the previous fiscal
year to JPY91.2 billion. Segment income was JPY9.6 billion, a decrease of JPY2.1 billion.
Incidentally, as written in small letters at the bottom, the impact of exchange rate to revenue was negative
JPY2.1 billion, and that to segment income was negative JPY250 million. That was the result.
In the US, COVID-19 effects have emerged from around the middle of March and the business has beenstagnant overall compared to the previous fiscal year.
However, the Electronics-Related Business was not bad in US as well. It has maintained almost same level as
previous fiscal year. Sourcing of our helium has all been done by Matheson Tri-Gas, Inc. They have set theprice of helium against the backdrop of tight global supply and demand for helium, and this is having theeffect of increasing sales. These are the positive factor and direction on sales.

At the right-hand side, for segment income, reflecting the stagnant business as I mentioned earlier, incomefor Bulk Gases, Packaged Gases and Hard-Goods and others have all decreased.
However, in the midst of this situation, we have revised the price for Bulk Gases. The effect of this has beenreflected to certain extent. Regarding rationalization written at the bottom, this is the initiative that
Matheson in the US has been carrying out every fiscal year. Under the so-called "The Right Way" theme,
they have been making efforts to improve efficiency in various fields. This has resulted in certain level of theeffect.
In addition, I think that you have got the impression that segment income has fallen significantly. It said nonoperating transaction here, but there were special one-time earnings posted in the previous fiscal year.
There was a one-time income of JPY1.3 billion posted in the previous fiscal year. We do not have it in thecurrent fiscal year.
However, in the current fiscal year, there was income related to non-life insurance, which amounted toabout JPY500 million. Those are the factors included as positive and negative in the negative JPY2.1 billion.
That is the result.

Continuing on, this is the Gas Business in Europe.
I will explain it in the same way. Revenue was JPY74.8 billion, a decrease of JPY10.4 billion from the previous
fiscal year. Segment income amounted to JPY8.6 billion, a decrease of JPY4.6 billion.

In a sense, I think you can see in these figures, but I think it is the Gas Business in Europe that has mostsuffered from the impact of COVID-19 until Q2.
We have been engaged in our business in 12 European countries. The impact to our business began toappear from late February, and various events such as lockdown occurred. By Q2, we have recovered in linewith the forecast formulated by our European company. However, compared to the previous fiscal year,
they are more severely hit within our Group. The degree of lower sales and lower profit was this level ofamount. This is all resulted from the impact of COVID-19.

Continuing on, this is the Gas Business in Asia and Oceania.
I will go through it in same way again. Revenue was JPY50.2 billion, a decrease of JPY1.3 billion from theprevious fiscal year. Segment income was JPY5.6 billion, an increase of JPY300 million.
In Asia and Oceania, this area and the segment are undoubtedly affected by the impact of COVID-19. Similar
to the Gas Business in Japan, we can say that Electronics-Related Businesses in China and Taiwan were
extremely strong.
In Australia, the influence of the COVID-19 is relatively minor. In addition, the price of energy has been
fluctuating in various ways. Half of the Australian Business deals with LP gas. They were able to capture pricevolatility into the business in very good way, and this has resulted in the increase in profit.
Although revenue declined, strong performance in Electronics-Related Business in China and Taiwan, and LP
Gas Business in Australia has resulted in the increase in profit.

However, with the exception of the area I just mentioned, the impact of COVID-19 is unfortunately strong inother countries.

This is the result for the THERMOS Business.
Revenue was JPY11 billion, a decrease of JPY2 billion from the same period of the previous fiscal year.
Segment income was also JPY2.1 billion, a decrease of JPY2 billion.
I think you are well aware as you are still dragging the impact, but due to the declaration of state of
emergency issuance in Japan as well, people are told to stay at home and not to gather on self-restraint.
THERMOS products originally started out for outdoor use. Currently, the range of products is expanding invarious ways, but outdoor products still accounts for a large part. Due to the impact of COVID-19, the salesof the products dropped to the degree that there is almost no opportunity for sale.
Then, on top of this, bad weather. Even during consecutive holidays, it was a golden week, but thetemperature was low. The rainy season ended at the end of July, and the unseasonable weather overlappedwith this.
Furthermore, as the movement of people decreased significantly, there were almost no businesses
supported by inbound tourists up to the previous fiscal year.
As a result, it can be said that THERMOS Business was also significantly affected by COVID-19. However, wehave expanded the range of our products, such as frying pan and tumblers, and thankfully, these products
maintain their strength.

This is a full-year earnings forecast.
In our published forecast, revenue is JPY830 billion, core operating income is JPY82 billion, operating income
is JPY82 billion, and profit attributable to owners of parent is JPY44 billion. These are the initial full-year
forecasts or the targets for the final year of the second medium-term management plan. As I explained
earlier, we had to change the numerical targets set at Revenue JPY910 billion and Core operating income
JPY100 billion for the completion of the initial second medium-term plan due to the impact of COVID-19.
However, there are still Q3 and Q4 after Q1 and Q2. Therefore, in changing the forecast, we have based theplan on the scenario that we will see the recovery in these periods. At the time of completion of the interim
period, we have achieved this target.
However, we do not know how COVID-19 will impact us in the future. If the business is to recover in Q3 andQ4 as planned in the scenario, we could have thought in a different way. Since it is difficult to predict that,
we have left the initial target unchanged for the full year.
But our Company in Europe has cleared the target for October. However, since lockdowns and other events
have occurred in several countries as you know, it is difficult to predict what kind of impact this will have in
November.
Based on this situation, we have not revised our full-year forecast. These are the results.

Continuing onto a return of profits to shareholders.
It is our Company's policy to implement a dividend policy in which we consider the linkage with consolidated
performance while maintaining stable dividends. The chart shows the historical dividend from quite a whileago. This time, we decided on the interim dividend at the board of directors meeting the other day. As
written at the right side, it is JPY14, the level of the previous fiscal year.
As I mentioned earlier, depending on what kind of impact COVID-19 will have in the future, and how ourbusiness will be effected by that, we will decide on the year-end dividend from now.
So far, we have issued a forecast of continuation in our financial results. However, we have put this figure
for the time being. That is JPY28 per year, the same as the previous fiscal year. If we take the current
forecast figures into account, the dividend payout ratio will be around 27.5%. Incidentally, for the interim
dividend of JPY14, the dividend payout ratio is 28.8%.
I will conclude my explanation here. For highlights in the business, Nagata, President of TAIYO NIPPONSANSO, will first present about the Gas Business in Japan.

Nagata: This is Nagata, President of TAIYO NIPPON SANSO, the company to manage Domestic Business.
With two slides, I would like to explain the major management policies of our Domestic Business.
In conjunction with the establishment on October 1, we have established the following vision for ourdomestic operations as TAIYO NIPPON SANSO Group based on the NIPPON SANSO Holdings' corporate
philosophy: “As the Gas Professionals, starting from industrial gas, we will continue to be a Company thatmaximizes the potential of gas and contributes to the development of all industries and the solution ofsocial issues.”
As a path to growth to realize this vision, we have set two major core strategies. One is the reinforcement of
the core businesses, and the other is driving TNSC’s growth strategy.
Reinforcement of the core businesses is to strengthen the Industrial Gas Business, Electronics Business, Onsite Plant Business, Medical Business, and Energy Business, which are the foundations of our current
business. Of these, we believe there are four themes.
One is the optimization and efficiency of TAIYO NIPPON SANSO Group. We are also promoting this theme inthe current medium-term management plan or Ortus Stage 2, as Total TNSC, and we will further drive thisforward.
There are two aspects. One is the integration of Group’s common function. For example, we will make theaccounting department as shared service and will integrate the departments within the Group as much as
possible. We will put together the backyards offices such as business and logistics into the same platform.

The other is to promote sharing customer base to maximize its value leveraging our corrective strength
toward the market and customers from sales’ point of view among TAIYO NIPPON SANSO for gas, NIPPONEKITAN Corporation for liquid carbon dioxide and dry ice, NISSAN TANAKA Corporation for gas cutting
machine, and TAIYO NIPPON SANSO GAS & WELDING CORPORATION for welding and welding materials.
We are also working to increase the efficiency of sales through the so-called one-window system, a point ofcontact in which we standardize our customer approach instead of dealing customers individually.
Next major theme is the use of DX or digital transformation. I think that is important. Among them, we will
focus on and promote remoteness of production plants in particular as a major theme and issue. At thesame time, we would like to utilize digitization in various processes in the supply chain and logistics as well.
The third is differentiation from competitors. We will strive to maximize the value and value of gas'sfunctions and efficacy by providing gas supply through resolving customer issues through gas application
technologies, and proposing and providing new systems that better capture customer needs, rather thansimply supplying products.
Finally, as a company to manage Domestic Business, we are committed to capturing global growth. We willcontinue to strengthen overseas expansion of domestic resources. Specifically, we will continue to promote
overseas expansion of technologies and products such as electronics, air separation units, and gas
application technologies.
In particular, total electronics in East Asia, including Japan, will be further enhanced as a company tooperate business in Japan under the comprehensive direction of NIPPON SANSO Holdings, thereby
enhancing the Group's growth.
On the other hand, as companies that deal with same industrial gases, we intend to further strengthen themutual utilization of our know-how in each of our Company including, as mentioned by Ichihara a while ago,
“The Right Way”, productivity, and pricing.

The next slide is the road to growth. In addition to further strengthening our core businesses, we will also
pursue a growth strategy. In this regard, as measures to achieve serial innovation and accelerate it, we
believe there are the utilization of open innovation and the implementation of M&A.
There are two aspects in serial innovation as well.
The first is product development to promote the growth of core businesses. For example, in the Electronics
Field, the Company will develop new material gases and gas supply systems for this material gases. In thefield of Combustion as well, for example, it is the commercialization of ammonia burners and otherproducts, which are now attracting attention as a hydrogen carrier. Through these efforts, we will aim for
growth by launching new products in its core businesses.
The second is the early commercialization of products through new innovations. Promising areas include thedevelopment of the fields of compounds, stable isotopes, biotechnology, and the new field utilizing Additive
Manufacturing technology. To accelerate these efforts, we will promote open innovation by utilizing M&A
and collaboration with industry, government, and academia research groups.
By further demonstrating the potential of the industrial gases we handle, we intend to continue to be a
supplier that continues to provide new value in the gas and gas-related fields.
That is all.
Moderator: President Nagata, thank you very much. Next, Moroishi, Executive Officer, will explain Overseas
Business.

Moroishi: This is Moroishi of the Corporate Planning Office of NIPPON SANSO Holdings. Thank you.
This slide is titled as Growth Investment in Asia Area. We recognize that the Asian region is basically abusiness area with abundant growth potential. Due to the impact of COVID-19, the businesses havestagnated in the first half of the fiscal year. However, there is no doubt that the business will return to thegrowth trajectory, even if there may be an issue of timing. We have been aggressively investing in growth in
the Asian region including on-site supply to individual customers in anticipation of market growth in eachregion.
Today, I prepared this slide with the intention of making you feel that the overview and the project is inprogress. The top and bottom lines and number one and eight are Electronics-Related investments andothers are Industrial Gas-Related investments. This is not the whole thing, but in terms of Industrial Gas, weare making investments that fully cover the Asian region, such as China, Singapore, Thailand, Vietnam, and
the Philippines.
In the construction of the plant, we are proceeding carefully, paying attention to the prevention of
infections for workers. Looking ahead, in anticipation of an economic recovery, we intend to continue toinvest in expanding capacity in the Asian region.
That is all from me.
Moderator: Thank you, Moroishi Executive Officer. Next, Chujo, Representative Director, President of
THERMOS K.K., will explain the THERMOS Business.

Chujo: This is the Chujo, Representative Director, President of THERMOS K.K. I would like to explain thecurrent situation in the THERMOS Business and future measures.
First, regarding the current situation, I will explain again although it may overlap with the explanation on
business performance by segment we had earlier.
Inbound tourist demand has almost disappeared due to the disruption of overseas visitors to Japan for the
infectious diseases of COVID-19. Furthermore, the declaration of an emergency was issued and schools wereclosed temporarily at the same time nationwide. Due to this situation, in the first two months of the fiscal
year under review, the shipment of bottles, which is our major products, experienced a drastic decrease in
the volume of bottles, which was not seen in the past decade.
However, after the declaration at the end of May was lifted, there has been a gradual recovery trend sinceJune.
On the other hand, as telework and temporary closing of schools have greatly increased the amount of timespent in their homes, products that allow them to live comfortably with new lifestyles have attracted
considerable attention.
In particular, sales of tabletop tumblers and kitchen products such as frying pans, which we have been
focusing on in the past few years, grew significantly.

In addition, the so-called charging system for plastic bags was implemented on July 1. As demand for
personal bags increased due to this impact, sales of shopping bags with refrigeration functions, which weare working on, also soared.
The graph on the right shows sales performance in Q2, divided into the first and second halves of thequarter. In Q1, as I mentioned earlier, we have been almost on high alert for two months and many stores
were closed in addition to self-restraint of going out. As a result, our sales declined 25% compared to theprevious year.
On the other hand, sales of bottles recovered only at a moderate pace due to the long rainy season in Q2
and the disappearance of demand from overseas tourists. However, products related to consumption athome were strong, and as a whole, the overall business has improved to nearly the level of the previous
fiscal year.

Continuing on, this is the measures on business going forward. In the second half of the fiscal year, we will
first propose products that respond to changes in lifestyles.
Firstly, regarding frying pans that is for the demand from staying home, new products that were launched inthis fall have been extremely strong and are sold nationwide. From November to December, the peakdemand period, we also prepared TV commercials, and will focus on sales promotions linked to retail shops
nationwide.

In addition, the seasonal nature of summer-type products has been diminished such as tumblers, anddemand is expected for them throughout the year. Accordingly, from the second half of the fiscal year, we
will promote them in stores in conjunction with the mag cups, sales of which is expected to increase.
Next are the mainstay bottles, and lunchboxes mainly soup jaws. Regarding the bottles, we have developed
the bottle with 150cc of small capacity called pocket mag. In addition, for the first time, we will work to
expand sales by launching such products as dishwasher-compatible bottles.
In addition, we will actively disseminate information on warm lunches, such as soup jaws, through our
website and various media, and work to expand sales by linking them to retail stores.
Given the limitation on the use of water implemented at schools as measures to prevent COVID-19, we
anticipate that there will be a further increase in the number of people bringing in water bottles in the
future. Accordingly, as a proposal of products for the next spring to meet new lifestyles, we will prepare a
product lineup to meet a broad range of needs for children.
Furthermore, due to changes in hygiene awareness, the share of beverages in club and other activities isbeing restrained, and we expect an increase in the number of people using sports bottles as personal use orlarge-sized jag-type bottles.
In light of this, we will vigorously develop new products, not only sports bottles and mobile mags forchildren, but also frying pans, tumblers, and other products, in preparation for the demand season in springin next year.

Finally, I would like to discuss the business topics. First, as I have just mentioned, it is dishwasher-compatiblebottles. This is a product created in cooperation with Panasonic. This is a product that has received great
attention from the media by jointly publicizing the news hooks of the collaboration between the two leading
companies in the industry and the background of development.
We also opened a coffee shop specializing in takeout to promote the use of personal bottles. We encouragecustomers to bring their own bottles to our shops, and while we provide coffee that has a long taste in theirown bottles, we are hoping that they will practice reducing plastic cups and other items in their daily life.
Currently, we have two stores opened in Otemachi and Nishi-shinbashi.
Finally, in our future advertising and promotion plan, we are aiming to strengthen our brand through TV
commercials and expand sales of frying pan. Regarding brand commercials, we have already started airingthem in early this month, in which we are promoting thermal insulation that can be felt in an extreme cold
environment.
In addition, in the advertisement for frying pan, which is scheduled to be aired in the second half ofNovember, we will work to link it with retail stores, while following the traditional commercial music andintroducing a wide range of dishes around the world as topics.
Now, let me conclude my explanation here on the current status of THERMOS and future measures.
Moderator: President Chuuyou, thank you very much.

Question & Answer（Titles omitted）

Moderator: Now, we will start a question-and-answer session.
Now, we would like to take questions first from the participants in Zoom. I will release the mute, so pleasego ahead and talk. Mr. Yamada of Mizuho Securities Co., Ltd.
Yamada(Mizuho Securities Co., Ltd.): I am Yamada of Mizuho. Thank you. I would like to ask a few points.
First of all, in the first half of the year, I did not expect that you would be able to make a lot of profits, so I
think it is great. As you said, I think the performance exceeded the Company's expectations. In the firstplace, I think that Mitsubishi Chemical Holdings as a whole has formulated earnings forecasts on theassumption that the impact of COVID-19 will generally disappear within this fiscal year.
In this sense, despite the outperformance in the first half of the fiscal year, I think it is understandable thatyou did not revise the full-year forecast. As the president said, I think the uncertainty in Europe and in the
US where the presidential election is over, is quite high.
Regarding these two regions, I would like to ask how you expect the situation in the second half of the fiscal
year to develop. European activities will normally drop dramatically during the Christmas season in
December. What are your thoughts on the risks associated with an overlap of COVID-19 with such a
slowdown? In relation to that, for those two regions, could you tell us about the differences to the initialexpectations, and how you think about the current situation and what measures will be taken?
Ichihara: I would like to explain about Europe first. As I explained earlier, at the end of October, we wereable to see the scenario of gradual recovery slightly but clearly with our expectation for Q1 as a bottom,
although this was based on the preliminary figures.
However, as I mentioned earlier, lockdowns have occurred in several places, so I am very concerned about
how this impact will come out in November.
Alan Draper, the new CFO, has been the CFO of NIPPON SANSO Holdings since October 1st, prior to which
he served as CFO of NIPPON GASES Euro-holding S.L.U., Mr. Draper will explain about Europe. I will then add
an explanation about the US.
Draper: I’ll answer. This is Alan Draper. In Europe, the first half of the fiscal year was as we explained. The
peak of the coronavirus was in Q1 of the fiscal year, and it recovered significantly in Q2 of the fiscal year.
As mentioned earlier by Ichihara, October was on-target. We slightly exceeded the forecast. We still havethis positive outlook and forecast. However, in all of our business regions, restrictions are now increasing
again, so we are concerned whether or not sales and operating income will be able to achieve our originalplan. It will depend on the coronavirus situation.
Some countries are better off than others. This food, freezing, and home delivery are good. Chemicals are
the same. And then, steelworks. Manufacturers are also experiencing this growth. However, this is as such
unless there is significant impact in the coming December and January. It is uncertain whether we will
exceed the forecast.
That’s all.

Ichihara: Regarding the US, the Corporate Planning Office Manager, Moroishi, will explain.
Moroishi: I think you understand the situation around coronavirus in the US since you looked at thesituation in Q1 and Q2, but as explained by Ichihara, except for the special factors of Q2, Q2 has actually
returned to the point beyond the previous period. That’s also going to be in line with our expectations in
October. In the US, the third wave remains unpredictable, but if we exclude it, we recognize that it willremain steady and exceed our expectations.
On this point, as explained, price revisions, bulk, and helium are doing very well. Also, the return of the bulk
volume has been quite strong, and the return of the delayed package has been caught up to a considerable
extent. Currently, there is only one concern about what the coronavirus will do in the future. That is myunderstanding.
Yamada: Overall, if the third wave of COVID-19 does not really become serious, then you will achieve thedisclosed forecast level. Do you think so?
Ichihara: That’s what we think.
Yamada: Thank you. This is my second point. In this environment, the Electronics Business was particularly
strong, but the sophistication of the front-end process of electronics will further increase the use of gas
processes. Can we think that these benefits are appearing? Please tell us about your approach to receiving
construction orders, as well as inquiries about special gases.
In addition, next year will be subject to the new medium-term management plan, and how muchmanagement resources would you like to spend and what kind of growth strategy would you like to devise
for the Electronics Business?
Ichihara: Vice President Hamada will explain and answer your question.
Hamada: Here is Hamada. Although the Electronics Business is performing well and there are many reports,
the world’s big players are largely concentrated in East Asia. As you have pointed out, including thecomplexity of the front-end process, the use of gas, demand for new gas, or this may not be directly related
to gas, but chemicals are used, so very wide range of materials are used.
Against this backdrop, we are developing manufacturing facilities to capture demand by establishing plants
in Japan, the US, South Korea, and China for specialized material gases, based on our basic strategy of
producing the various gases, which are used in the front-end processes, with the right people in the rightplace as our group, and supplying them to customers.
Although the names of these specific customers are not mentioned, it can be considered that the supply of
special material gas to such large players has a better impact on the numbers.
We expect this basic trend to continue, however, as people have been saying, it is not clear what will
happen to Huawei in relation to conflicts between the US and China, but there is already a major supply
chain in the world, so it is a little unclear how much of an impact this will have in the future.
We will continue to develop and respond to a system that allows us to supply material gas locally, regardlessof changes in the supply chain.
And with regard to the construction work, it is very advanced in Asia and Japan in particular, there willcontinue to be projects in Japan, South Korea, and China in which larger front-end factories will be built.

In this context, we are particularly proactive in terms of construction-related projects that are available inJapan, and orders are currently progressing. As a result, we believe that sales related to construction,
facilities, and equipment will continue to contribute to results favorably in the future. That’s all.
Yamada: I think the construction will also serve as a leading indicator for special gases, but I think that the
expansions in Yokkaichi in Japan, for example, as well as in South Korea, China, and possibly in Taiwan are
also positive. Some foundries in China are lowering their capital expenditures, but can we assume that
construction orders to your Company remain fairly firm and are growing?
Hamada: Regarding China and Korea, we have not received such a large order for construction. Instead, we
received equipment-related orders, such as purification equipment and abatement systems. Large
construction projects in Japan and Taiwan. We are quite involved in this.
Yamada: I understood well, thank you. Lastly, please let me ask one more question. This year is the final
year of the current medium-term management plan, and the next fiscal year will be subject to the new
medium-term management plan. I don’t think that the basic path of making a global leap forward as a Gas
Business will change, but in that context, the positioning of the THERMOS Business. Over the long term, theTHERMOS Business is a little different from Gas.
I know that your Company made stainless vacuum insulation bottles for the first time in the world, and I also
know that THERMOS is the world’s first thermos bottle brand, so of course I think the brand value is high.
What is the position of THERMOS in your business portfolio, and what do you think of things like
ecommerce as a measure for THERMOS? Please tell us about these two points. Thank you in advance.
Ichihara: I will answer your first question about THERMOS. Representative Director, President, Chujo willthen answer to your question about ecommerce.
As Mr. Yamada is familiar with, I think that it was around 1970, there were only thermos bottles made ofglass which easily get broken, but a tank that supplies our gas, which is placed on the site of each company’s
factory.
The content consists of oxide, nitrogen, and argon, and it contained liquid that is close to minus 200
degrees. The performance was extremely good, and it was thought that if it was made with stainless steel, it
would not be broken. I think that it was around 1970 when former NIPPON SANSO developed the productand commercialized it.
From that point, I think it was in the 1980s when we acquired THERMOS, and the products developed by theformer NIPPON SANSO are now part of our business. The brand has been a world-class brand, so we aredeveloping it with this in mind. We have been developing a business that has very deep contact with thefoundation of our business, although THERMOS may appear to have no direct relationship with Gas. It is also
positioned as very important business in our Group.
Accordingly, in the context of the new medium-term management plan, the Group internal plan, THERMOS
will continue to be an important part of our Group after advancing globalization from a slightly different
perspective than the gas. This is the way we view it.
Ecommerce, et cetera, will be explained by President Chujo.

Chujo: This is Chujo from THERMOS. Regarding ecommerce, we have already established our own website
and are conducting sales activities. However, as we are basically a manufacturer, we will continue toconsider sales to the existing various online distributors as our main sales channel.
However, on our own website, we will make more use of opportunities for direct communication withvarious customers, including links to our website, to provide opportunities for interactive informationexchange. In the midst of this situation, there were comments that they would like us to sell there, so weare also selling on the ecommerce site.
Looking ahead, we will make a variety of proposals, while at the same time selling on the existing
ecommerce site and establishing a sales method through ecommerce that is unique to our own Company,
and we intend to coexist with it. That is all.
Yamada: Thank you. I would like to confirm. I understand that THERMOS products are related to Gas
because I also used your Company’s products in experiments at school since glass dewars were breakable. I
remember well that a normal thermos bottle was better than a glass dewar.
So, how will B2C Business be marketed by increasing ecommerce and new channels in the future? I thinkthat the focus will be on how to connect with customers. Then, I think it will become extremely important
how to maximize the use of THERMOS, which has a brand and technology.
Can we expect that THERMOS’s growth strategy will be included in the new medium-term management
plan?
Ichihara: Please expect.
Yamada: I look forward to it. Thank you very much.
Operator: Thank you. We would like to continue taking questions from participants in our telephone
conference system. Next question, please.
Enomoto(BofA Securities Japan Co., Ltd.): This is Enomoto from BofA Securities. The Company name haschanged, thank you in advance. There are two points.
The first point is regarding hydrogen. Now, there are many reports on new energy-related initiatives, such as
green hydrogen, blue hydrogen, or green ammonia or blue ammonia, among manufacturers of industrial
gases worldwide. As one of the major industrial gas companies, what kind of initiatives are you consideringfor Hydrogen-related Businesses? Or what kind of initiatives are you currently taking? This is the first point.
Ichihara: I think I explained at the previous IR meeting, but as a leading Japanese manufacturer of industrial
gases, we have prepared everything we can do in terms of technology, et cetera. However, it had been said
that FCV would be the most important epoch in the past situation. However, it was difficult for it to be
developed, and we were long-awaited.
However, the swell is emerging at the world level now. Anyway, we have been prepared to handle
everything, both technology and equipment. As a country, something like that has come into our ears in a
way that is different from what it used to be. Based on that, we intend to appropriately handle the issues
that need to be addressed.
Enomoto: I would like to ask one more additionally. If your Company is involved in Hydrogen Business in the
future, for example, is it involved with the manufacturing side, such as green hydrogen or green ammonia orthe supply chain and hydrogen logistics network side? Or like Iwatani Corporation, will you be engaged inhydrogen stations? It is difficult to see where NIPPON SANSO Holdings will be heading in the Hydrogen
Business from the outside. Specifically, what fields are considered most promising, what kind of business do
you want to conduct? If possible, please tell us.
Ichihara: It is difficult if we can’t see what parts are most promising. That’s why we have been preparing sothat we can be flexible in accordance with systems. However, it cannot be seen yet. This is what I wanted tosay earlier.
Green hydrogen, blue hydrogen, and a variety of other things, it is natural to say what will eventually
become green. Under such circumstances, the situation has not yet been cleared as to how and where wecan be involved. At the same time, we produce and supply hydrogen stations ourselves.
Enomoto: The second point is about the management system. The effects of the major change in the system
as NIPPON SANSO Holdings this time have been explained, but what is actually starting to appear? If there isanything you can see right now, please let us know.
It may not be so relevant, but the president of Mitsubishi Chemical Holdings, the parent company, will be
replaced with foreign management. Does that affect your management attitude? Please also discuss thispoint.
Ichihara: I talked about changes in the management system at previous meetings, but when looking at theresults of the previous fiscal year, the overseas sales ratio exceeded the majority, and it reached a certain
level. In terms of the level of operating income, two thirds of the profits were from overseas.
Against this backdrop, TAIYO NIPPON SANSO, a Japanese business company, has developed one division andhas managed its operations overseas. We have long thought that this is not a good idea of a system. The
figures appeared as such in the first half of the fiscal year, and the reason here is that we also intend tobring it to such system.
So, it would be an easy story if the effect came out overnight, but as I have said earlier, the purpose is to
speed up management decisions regarding the management of each company. Accordingly, we should
increase our achievements more and more. Our main focus is then to strengthen the collective strengths of
the Group, so we are unable to answer the question as to how much effects have appeared.
However, I think I talked about diversity before, and CFO of Holdings is attending today. Mr. Alan Draper. I
think you have already known, but he is American, originally from Praxair. As CFO of Praxair for theEuropean Business, he had taken care of the European Business and came to Japan. I want to promote
globalization more and more in this way, and that’s why we invited him to this seat. I would appreciate it if
you could take a longer look for the numerical effect.
The second point is about the next president of Mitsubishi Chemical Holdings, but I really don’t know him.
Enomoto: I understand. Thank you very much.
Operator: Thank you. Next, Mr. Sakaguchi, who is participating from Zoom, please.
Sakaguchi(Daiwa Securities Co. Ltd.): This is Sakaguchi from Daiwa Securities. There are two questions.

As for the first point, I think the reduction of fixed costs in the US Business has been relatively successful thistime. You mentioned that the method was “The Right Way.” Could you please explain this method more
specifically, for example, how well the promotion of DX went, et cetera?
In addition, you mentioned that you were thinking of expanding overseas. Could you tell us how you will
respond to such expansion in other regions?
Ichihara: The Corporate Planning Office Manager Moroishi will answer to the question.
Moroishi: This is Moroishi of the Management Planning Office. “The Right Way” in the US is a program
called Productivity to improve the efficiency and productivity of all business activities. In the US, they aremaking efforts and having activities to improve the efficiency of the operation of the plant. In addition, it
includes optimal routes to reduce transportation costs, and it refers to the optimization of supply throughthe use of computer capabilities, as well as various activities.
The strong organizational promotion of this initiative has been effective in Europe as well as the US in thecurrent fiscal year. It was also effective last year and even year before the last, and we are currently
developing it in Asia as well.
Could you please tell me the second question again?
Sakaguchi: The second point was how to respond to the development in other areas, so I’m satisfied withyour answer. Thank you very much.
This is the second major question, and the person before me asked about this, but I think that the presidentof the parent company has changed, and that the policy is Well-being, Sustainability, and Connectivity. In
particular, Connectivity is easy to understand, such as the strengths of Electronics-related Businesses.
However, it is somewhat difficult to understand how your Company will contribute to Sustainability, so I
would like you to explain it.
Ichihara: As for the medium-term management plan, this fiscal year is the final year of the second mediumterm plan, and the next will be subject to the third medium-term plan, and we will create the third.
We are a member of the Mitsubishi Chemical Holdings Group, so five-year management plan. In addition, in
the Group, we are trying to develop a plan while talking about what we call collaboration, and so on.
The questions you asked are to be included in the medium-term management plan. We should say that weare under the process. It has not been completed yet, so unfortunately it is impossible to talk about it here
today.
Sakaguchi: I understood. I’m sorry. We look forward to the mid-term management plan. Thank you verymuch.
Ichihara: Thank you.
Operator: Thank you. We will continue to take questions from those who are participating in the conference
call system. Next question, please.
Kawai(Meiji Yasuda Asset Management Co. Ltd.): This is Kawai of Meiji Yasuda Asset Management. Thankyou for your explanation. I would like to ask about the governance of Mitsubishi Chemical Holdings as alisted subsidiary.

First of all, congratulations on your new start with the new system. I understand that your name forinvestors has changed, but the sense of distance to Mitsubishi Chemical Holdings is probably not so
different, but it is your Company’s governance. I think that the structure of the Board of Directors, andperhaps that the pressure from the financial markets has been intensifying.
Regarding this point, is there room for change, for example, with regard to the design of institutions for the
next time and beyond? The background to this is that the ratio of independent outside directors isincreasing even among companies that are independent. In light of these changes in attributes, I would
appreciate it if you could tell us your thoughts at this point in time. Thank you very much.
Ichihara: A few years ago, we were included in the Mitsubishi Chemical Holdings Group. When we joined
the Group, we had agreements with Mitsubishi Chemical Holdings.
In this context, we must conduct management independently, and then maintain our listing. This is one of
the items agreed upon. Based on this assumption, as a subsidiary within the Group, we have been
cooperating in various ways to operate our business. This has been the flow since we joined the Group. This
is what we both know, so this is how we came up to now while respecting each other.
In addition, you mentioned that we are a listed subsidiary. As for the corporate governance code, we issue areport once a year, but there is no item for explanation. In the form of compliance, we have been operating
the management system.
Kawai: Thank you very much. Basically, the corporate governance code is the baseline. For example, in thecase of parent-child listings, then in terms of protecting minority shareholders, it may be possible for a childcompany, your Company, to increase the ratio of directors by half, for example. I think one way of thinking
is to improve the outlook on such occasions.
At present, from your point of view, is it reasonable to consider that compliance with the current corporate
governance code is the baseline?
Ichihara: Since we are listed on the market, we think that we should adhered to the corporate governancecode. Apart from that, for the case where we have cleared the code, but we can see better systems, wehave been thinking in various ways and making efforts.
We have four full-time corporate auditors, three of whom are outside corporate auditors and have themconduct audits from various perspectives. In terms of corporate governance, I believe that it is absolutely
more effective to manage the Company, rather than having an outside director form a committee for audits.
Auditors attend the Board of Directors meeting and management meetings, and they can give opinions
freely.
Kawai: I understood your thoughts very clearly. Thank you for your talk, that’s all.
Operator: Thank you. From those who are participating in our tele-conference system. Next question,please.
Azuma(Jefferies Japan Limited): This is Azuma from Jefferies. The first point was explained earlier and this is
the same question. However, compared to the three major global companies, they have been increasing
profitability, and their solute values are also continually rising.

In comparison, your Company’s pace seems slow in terms of improvement of profitability. Please tell us
what do you think is the cause and what measures have been taken.
Ichihara: I will answer. In terms of earnings, it is true that, although it has been for decades, we have beenvery poor compared to our peers overseas. I think that one of the major reasons for this was that theJapanese market was the basis.
We have been developing our business overseas since 1980 in various ways, but as you can see in thesegment, Japan has the lowest profit margin. That was the major base of our Company. Moreover, at thisstage, the biggest problem is that it accounts for the largest share.
However, as we are changing more and more, we have a Japanese Business with a tradition of more than
100 years, so we may be at a slow pace. As explained earlier by President, Nagata of TAIYO NIPPON SANSO
Corp., we intend to take this opportunity to transform ourselves. I hope you will look forward to it in the
future.
Azuma: What about specific measures, for example? In Europe and the US, you have been making logistics
more efficient, and that is why you will thoroughly implement it. Can it be adopted, for example, in Japan? I
wonder if it’s quite difficult because of regulatory issues.
Ichihara: As Mr. Azuma has just said, various obstacles will also arise. Therefore, at the beginning of thisreport, we explained that we will enhance the collective strengths of the Group while clearing such issues
one by one.
In addition, President, Nagata mentioned this when he was explaining a Japanese company, TAIYO NIPPONSANSO. Regarding enhancement of our collective strengths, the market for industrial gas in Japan, forexample, is very interesting, and it is a market where prices can hardly be revised. Including how and in whatstyle we can do it. Anyway, as a theme of enhancing our collective strengths, we would like to work on this,and then work to meet your expectations more and more.
Azuma: I understood. I would like to ask the second question, and this also overlaps with a question asked
earlier. It’s about THERMOS. THERMOS is good and the brand is excellent, but it doesn’t seem to grow at all.
What was considered to be the problem so far, and what measures have been taken these days?
Ichihara: The current composition of THERMOS is still relatively new. Even though it’s new, it’s not last yearor the year before the last. As I said, around 1970, former NIPPON SANSO developed a thermos bottle madeof stainless steel, which is unbreakable, and then it began to develop it into a brand that was not a
THERMOS brand. So in the 1980s, it acquired THERMOS and bought it into the stream. It used the brand.
The contents of THERMOS’s Business at the time of the acquisition do not exist at all now. With all of thecontents being replaced by our developed products, as we roll out them out on a global level, ourcomposition is changing.
So we had a glass thermos bottle, a barbecue grill, a lunch kit, a cooler box, et cetera. The business we have
has been replaced. Compared to the past, sales of a certain part are gradually declining, but I think one of
the reasons for this is that we are replacing it with our original products, and they are becoming thecontents of THERMOS’s Business.
THERMOS’s capital structure, when viewed at the global level, became somewhat complicated. Therefore, if
you look at the contents of THERMOS’s Business, you will see equity in earnings of affiliates. In short, we donot have a majority, but our THERMOS is in charge of product development or marketing after taking anequity stake in. There is such a part, so the sales amount is expressed less than it actually is for profit andloss. I wonder if this is the case.
Azuma: I was also thinking of asking about that point. There are a lot of minorities included, so do you thinkit’s okay to keep them as they are?
Ichihara: When I became President, I didn’t think it’s okay to leave it as it is. I talked with partners, they
were foreigners, but they only replied that they don’t want to transfer the rights they have because thecontents of the business are very good. I would like you to understand that it is not working at this stage.
Azuma: It has not been done yet at this stage, you just said so, so in short, you have a will.
Ichihara: Of course, I do.
Azuma: I understood. Thank you very much. That’s all from me.
Moderator: Thank you very much. We have run out of time, so we would like to close the question andanswer session now.
We will finish the financial results briefing for the first half of the fiscal year ending March 2021. Today’s
materials are available on TDnet of the Tokyo Stock Exchange and on our website around 2:00 PM.
Although it was a remote meeting today, we would like to express our sincere gratitude for yourparticipation.
Ichihara: Thank you very much.
[END]

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ReminderThe information contained here is not disclosure information for securities trading. The accuracy andcompleteness of this information are not guaranteed.
The briefing session and this material describe future plans and strategies, as well as forecasts and outlooksof business performance. These plans and strategies, as well as forecasts and outlooks, are made by NIPPONSANSO Holdings Corporation based on its judgments and estimations made in accordance with theinformation available at present. Actual performance will be subject to changes caused by a variety of risks
and uncertainties (such as economic trends, market demand, exchange rates, taxation systems and various
other systems and institutions, but not limited to them).
We wish to remind you, therefore, that the actual business performance may differ from the forecasts andoutlooks made at this time. Please refrain from making investment judgments based solely on this information.