Mitsubishi Materials Corporation
Investor Conference Material

November 10, 2017

Akira Takeuchi, President
Mitsubishi Materials Corporation1|

2017.11.10

Contents

1. Performance Summary (P4-6)
2. Initiatives by Segment (P8-20)

3. Recap (P22)
4. (Reference) Medium-term Management Strategy (P24-32)*Announced on May 11, 20172|

2017.11.10

Contents

1. Performance Summary
2. Initiatives by Segment

3. Recap
4. (Reference) Medium-term Management Strategy*Announced on May 11, 20173|

2017.11.10

FY2018 1st Half Result (Comparison with YoY Result)Comparison
with
YoY
ResultNet sales: Net sales went up, particularly in the Metals business, due to the rising copper prices.
Operating profit: Operating profit rose, particularly in the Cement, Metals, and Advanced Materials & Tools business,
mainly due to the quantity variation and the yen depreciation.
Ordinary income: Ordinary income increased significantly, reflecting increases in operating profit and dividends fromcopper mines.
Net income*: Net income declined, chiefly reflecting a gain on sales of non-current assets which existed in the previous
fiscal year and an increase in tax expense.

Difference(b)-(a)

FY2017
1st Half Result (a)FY2018
1st Half Result (b)Net sales

603.1

725.4

+122.3Operating profit

27.3

36.4

+9.1

Ordinary income

26.0

39.5

+13.5

Net income *

29.5

20.1

-9.4

225.62

153.83-71.79Dividend per share (yen) *1

20

30

+10

Exchange rate USD (yen / $)

105

111

+6

Copper price (LME) (¢ / lb)

216

272

+56

(¥ billions)

Net income per share (yen) *1*1 A consolidation of shares of the Company's common stock at a 10:1 ratio was executed, with an effective date of October 1, 2016. According to this, net income per share anddividend per share are calculated on the assumption that the consolidation of its shares was conducted at the beginning of the previous consolidated fiscal year.
* Net income attributable to owners of parent

4|

2017.11.10

FY2018 1st Half Result (Comparison with Previous Forecast)
Net sales: Net sales were on a par with the previous forecast.
Operating profit: Operating profit exceeded the forecast mainly due to a rise in sales of cemented carbide products in the
Advanced Materials and Tools Business.
Ordinary income: Ordinary income exceeded the forecast, reflecting an increase in operating profit.
Net income*: Net income exceeded the forecast mainly due to a rise in ordinary income.
Dividend: Dividend remained unchanged from the previous forecast.

Comparison
withPrevious
Forecast(¥ billions)

FY2018 1st Half
Forecast (a)(Announced on Aug. 8)

FY2018 1st Half
Result (b)Difference(b)-(a)Net sales

720.0

725.4

+5.4

Operating profit

33.0

36.4

+3.4

Ordinary income

36.0

39.5

+3.5

Net income *

18.0

20.1

+2.1

137.45153.83+16.38Dividend per share (yen)

30

30

-

Exchange rate USD (yen / $)

111

111

-

Copper price (LME) (¢ / lb)

258

272

+14

Net income per share (yen)* Net income attributable to owners of parent

5|

2017.11.10

FY2018 Full Year Forecast (Comparison with Previous Forecast)Comparison
withPrevious
Forecast

Net sales: Net sales were revised upward due to an upward revision of the assumed copper prices and revisions to sales
plans in each businesses.
Operating profit: Operating profit was revised upward chiefly due to a rise in sales of cemented carbide products.
Ordinary income: Ordinary income was revised upward reflecting an increase in operating profit.
Net income*: Ordinary income was revised upward mainly due to a rise in operating profit.
Dividend: The previous forecast remains unchanged.

FY2017Full Year
Result

FY2018 Full Year
Forecast (a)FY2018 Full Year
Forecast (b)(Announced on Aug. 8)(Announced on Nov. 8)

1,540.01,600.0+60.0

1,304.0

Operating profit

70.0

75.0

+5.0

59.7

Ordinary income

75.0

80.0

+5.0

63.9

Net income *

31.0

35.0

+4.0

28.3

236.72267.22+30.50216.44

Dividend per share (yen) *1

80

80

-

60

Dividend payout ratio (%)

33.8

29.9

-3.9

27.7

(¥ billions)
Net sales

Net income per share (yen) *1

Difference(b)-(a)2nd Half
2nd Half
Assumption
Assumption
113
110
2nd Half
2nd Half
Assumption
Assumption
Copper price (LME) (¢ / lb)
260
290*1 A consolidation of shares of the Company's common stock at a 10:1 ratio was executed, with an effective date of October 1, 2016. According to this, net income per share anddividend per share for FY2017 are calculated on the assumption that the consolidation of its shares was conducted at the beginning of the FY2017.
* Net income attributable to owners of parent

Exchange rate USD (yen / $)6|

2017.11.10

112

110

-2

108

259

281

+22

234

Contents

1. Performance Summary
2. Initiatives by Segment

3. Recap
4. (Reference) Medium-term Management Strategy*Announced on May 11, 20177|2017.11.10

Cement Business8|

2017.11.10

JapanPerformance History (Cement)◆ Trends of sales and demand(Billions of yen)
22.5

22.0

Domestic demand in the first half rose YoY 3.1%, exceeding the pace basedon 42 million tons in FY2018, our assumption at the beginning of the fiscal
year.

21.6
21.5
20.5

Overview

20.9
20.5

◆ Sales price

20.1
19.7

19.5

Price optimizations are urgently needed, because costs of raw materials andfuels have risen.

18.5
FY16

FY17

Operating profit◆ Export environment

FY18 Forecast

Ordinary income

Falls in prices in Asia, which became obvious in the previous fiscal year,
slowed. Demand in Oceania continues to rise.

◆ Waste disposal processing

Demand history (domestic / export)

The price of newly accepted coal ash has risen.
(Millions of
tons)

60

Domestic demand (left axis)
Exports (right axis)

12

Key strategy: Fortifying the domestic foundation forcompetitiveness
40

8

20

4

● Developed a high-precision temperature measuring system toenhance energy saving effect.
(May 2017)● Increase waste plastic processing capacity at Kyushu plant.
(to be completed in the second half of 2017)

00
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18

Forecast(Source: Japan Cement Association, forecast at the beginning of the fiscal year)

9|

2017.11.10● Made Tokyo Ryoko Concrete KK a wholly-owned subsidiary.
(April 2017)

United States
RRM Ready-mixed concrete plant

Overview◆Trends of sales and demand (Southern California)
Demand in the first half of this calendar year (January to June) rose YoY 7.9% due to strong growth in
the private sector. Cement supply is tightening and there may be a temporary restart of imports.

◆ Sales price● The price of cement was raised additionally from July by Mitsubishi Cement Cooperation (MCC).
● The price of ready-mixed concrete, which was unchanged for some time, has been started to rise by
Robertson's Ready Mix, Ltd. (RRM).

Long Beach Terminal

Demand history for cement in Southern California(Thousands of metric tons)(Source: PCA)

12,000
Domestic products

Import products

10,0008,000

Key strategy: Expand the U.S. business

6,000● Expansion of ready-mixed concrete business area

4,000

● Preparing to restart the cement import terminal(Long Beach Terminal)

2,000
0

95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20

10 |2017.11.10

Forecast

Metals Business

11 |2017.11.10

Mining
Performance History (Metals)(Billions of yen)
40.0

33.2
30.0

27.5

27.0

24.7

24.2
20.0

Overview◆Dividends from copper mines have been revised
upward.
◆Working on stable operation and cost cutting.

17.3

10.0
0.0
FY16
Operating profit

FY17

FY18 Forecast

Key strategy: Develop new projects

Ordinary income● To promote the Zafranel project in Peru (F/S has
been started in FY2018).
Dividends from Copper Mines & Copper Price (LME)
50.0
40.0

500
Dividends from copper mines (billions of yen, left axis)
Copper price (LME) (¢/lb, right axis)

400

30.0

300

20.0

200

10.0

100

0.0

0

Long-term controlled volume ratio target* Controlled volume ratio:
The ratio of the volume of ore according to mining interests plus thevolume under off-take agreements.

Approx. 30% (now)

FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Forecast

12 |2017.11.10

More than 50%

Smelting
Overview

Naoshima Smelter & Refinery(at Kagawa prefecture)◆Status of operation at smelters● At Naoshima Smelter & Refinery, periodic furnace repairs were made in March and April, 2017,
and the operation is full production.
● At Onahama Smelting and Refining Co.,Ltd., periodic furnace repairs are making in Octoberas planned.
● At PT. Smelting, there are no periodic furnace repairs in FY2018. From May 2017,
the capacity utilization is high level.

Marking the 100th anniversary
in November, 2017

◆Recycling (E-Scrap)
In April 2016, the Second E-Scrap Center at Naoshima was completed.
The Group’s treatment capacity has become 140,000 tons per year.
History of E-Scrap treatment capacity (Naoshima & Onahama)千160(Thousands of tons)

E-Scrap

Key strategy: Increasing E-Scrap recycling

120
80● The E-Scrap sampling facility in the Netherlands
will begin operations (in 2017).
⇒ Capacity will increase 20,000 tons, to 160,000 tons.

40● In 2021, capacity may reach 200,000 tons.

FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Forecast

13 |2017.11.10

Copper & Copper Alloy Products
Overview◆Mitsubishi Shindoh Co.,Ltd.
Sales of terminal materials for automobiles and leadframes for semiconductor are firm.

Copper strips(Mitsubishi Shindoh)

Sealing parts(Mitsubishi Cable Industries)◆Mitsubishi Cable Industries, Ltd.
Sales of the main product - sealing parts, particularly for semiconductor manufacturing equipment
and pneumatic equipment, are strong.

Superconducting wires
and cables (Luvata SP)◆Luvata Special Products (SP) Division
Luvata SP was consolidated from 2Q, FY2018 as planned. Creation of business synergies will be achieved.
Welding electrodes(Luvata SP)

Tactics

Key strategies● Focus on high valueadded areas● Business Expansion
E-Scrapの一例● Efforts for the future

14 |2017.11.10

Mitsubishi Shindoh(rolling)- Increase sales of terminal materials
for automobiles(MSP alloys and PIC plating)

Mitsubishi Shindoh(extrusion)- Increase sales, taking
advantage of the features of
ECOBRASS® (lead-free,strength, abrasion resistance)

Mitsubishi Cable
Industries- Increase sales of - Increase sales ofsealing parts
ROX® alloys- Create synergy
with Luvata- Create synergy with Luvata- Develop high-performance plating- Shift of automobile to EVs, etc.
- Establish the foundation forincreasing sales of terminalmaterials and new alloys- Strengthen the production system- Establish sales and production
systems to prepare for ELV andRoHS Directive

MMC
Sakai Plant- Develop sealing
parts forautomobiles

Advanced Materials& Tools Business15 |2017.11.10

Cemented Carbide Products
Performance History (AM&T)◆Trends of sales and demand(Billions of yen)

20.0
15.0

Overview

16.8 15.7

16.0 14.9

11.7
10.0

9.9

Inserts● Sales of the main product - inserts, bottomed out in 2Q FY2017
and has continued to recover worldwide.
● Sales of drills and end mills continue to strong, especially in the

5.0

0.0
FY16

FY17

Operating profit

FY18 Forecast

aerospace industry.

Ordinary income

Key strategy: Increase capacity to provide
solutions● Established the Central Japan Technical Center (June, 2017)
Work closely with Key Account in Central Japan, where companies in theautomotive and the aerospace industry are concentrated.

Key strategy: Promote tungsten recycling● Increased the capacity of recycling tungsten, a raw materialof cemented carbide products, by 50%. (October, 2017)● Enhance recycling in Japan for the stable procurement of
raw materials.
Japan New Metals Co., Ltd.
(Akita Plant) New plant facility● Relocated and expanded the technical center in Tianjin,
China.
16 |2017.11.10

Cemented Carbide Products
Key strategy: Accelerate creation of synergies with Mitsubishi Hitachi Tool Engineering
Future concept of business scheme with
Mitsubishi Hitachi Tool Engineering

Advanced Materials &Tools Company

Industry

Company

Mold

Mitsubishi
Hitachi Tool
Engineering

Automotive
Aerospace
Medical
Basic products

Mitsubishi
Materials● Started to sell MMC products under the
Mitsubishi Hitachi Tool Engineeringbrand● Integrated the sales organization in the
United States2017.11.10

MOLDINO

Sales /Development / Manufacturing
MarketingGlobal unified brand of
Mitsubishi Materials

Operations
under the brandof MOLDINO
Total
optimization

Main actions for creating sales
synergies

17 |

Brand

New brands

DIAEDGE

Operations
under the brandof DIAEDGE

A structure that will enable customers tomake choices more easily
Acceleration of synergy creation

Global unified brand of
Mitsubishi Hitachi Tool
EngineeringElectronic Materials &Components Business& Aluminum Business18 |2017.11.10

Electronic Materials & Components Business
Performance History (EM&C)◆ Advanced Materials(Billions of yen)

8.0

Sales increased, especially the products for semiconductor manufacturing
equipment (precision silicon products).

6.3
6.0

4.3
4.0

Overview

3.1

2.4

2.8

3.3

Sales of thermistor sensors (temperature sensors) for air conditioners
recovered. Sales of thermistor sensors for refrigerators start.

2.0

0.0
FY16

Operating profit◆ Electronic Components

FY17

FY18 Forecast

Ordinary income◆ Silicon
Sales rose chiefly due to an increase in demand for silicon wafers.

Key strategies:
Lineup of high value-added products★ Major new products from April, 2017
● Developed and commenced the mass
production of new silver alloy sputteringtarget for organic EL displays● Commercialize EFrontierTM, a fluorinecompound with hydrophilic oil-repellent● Developed multiband antennas forcellular bands worldwide for automotive
telecommunications equipment
19 |2017.11.10

Precision silicon products

Sputtering targets

Thermistor sensors

Semiconductor
manufacturing
equipment

Organic EL display
Touch panel

Air conditioner
Refrigerator
Automobile

Aluminum
Overview

Performance History (Aluminum)(Billions of yen)

◆ Mitsubishi Aluminum Co., Ltd. (Rolled and extruded products)

7.8

8.0

7.4

6.6

4.0

Sales of heat exchanger materials for automobiles, truck body components
and lithium-ion battery cases remains strong.

5.7

6.0

4.3

3.6

◆ Universal Can Corporation (aluminum beverage cans)

2.0

Sales of bottle cans, on which the company is focusing, declined in the firsthalf YoY, but in the second half, the company aims to expand sales again.

0.0
FY16

Operating profit

FY17

FY18 Forecast

Ordinary income

Mitsubishi Aluminum Co., Ltd.

Universal Can Corporation

Key strategies● Shift the heat exchanger sheet
materials for automobiles throughselection and concentration.

Key strategies
Fuji Plant● Respond to increase production of beverage bottle-cansand develop next-generation strategic products.
⇒ Establishing a new line at Gifu Plant.

● Increase productivity at Fuji Plant.

● Promote UBC recycling● Establish a new production base for heat exchanger
sheet materials for automobiles in North America.

● Develop business into the Southeast
Asian market.

⇒ Start to discuss with Gränges, the world’s largest
manufacturer in the industry.

20 |2017.11.10

Contents

1. Performance Summary
2. Initiatives by Segment

3. Recap
4. (Reference) Medium-term Management Strategy*Announced on May 11, 201721 |2017.11.10

Recap● Undertake the "Transformation for Growth" which is theme of
Medium-term Management Strategy.
● To get the three Group-wide policies in the Long-Term
Management Policy on track early.
▶ Optimization of Business Portfolio- Stable growth business / Growth promotion business / Profitability restructuring businessSet performance indicators (KGIs and KPIs) appropriate for each business.
- Process manufacturing business / Product manufacturing business
Consider reorganization to build the optimum management structure for each business.

▶ Comprehensive Efforts to Increase Business Competitiveness- Execute CFPs (cross-functional projects) in addition to initiatives for each business.

▶ Creation of New Products and Business- Determine target businesses following the consideration and assessment ofpotential themes and businesses.
- Consider specific business plans and systems.
22 |2017.11.10

Contents

1. Performance Summary
2. Initiatives by Segment

3. Recap
4. (Reference) Medium-term Management Strategy*Announced on May 11, 201723 |2017.11.10

Overview of the Medium-term Management Strategy
Long-term Management Policy

Corporate Philosophy
ValuesCode of Conduct

VisionMedium- to Long-term Goals(the company in the future)◆Leading company in domestic and overseas key
markets◆Achieving high profitability and efficiency◆Achieving growth that exceeds the market growthrateGroup-wide Policy
Resources andRecycling◆Optimization of business portfolio◆Comprehensive efforts to increase businesscompetitiveness◆Creation of new products and businesses

Sustainable
Development
Medium-term Management Strategy
Processed
Goods

24 |

Materials

Global Strategy

Technology andDevelopment Strategy

Marketing Strategy

HR Strategy

2017.11.10

Key Strategies in FY2020 Strategy◆Achieve growth through innovation◆Create value by building a recycling-oriented
society◆Increase the company’s market presence throughinvestment for growth◆Increase efficiency through continuous
improvement

Group-wide Policy: Optimization of Business Portfolio
Process manufacturing(equipment-oriented industry,
commodities)• Cement• Copper smelting• Recycling• Renewable energy

Long

Large

Embedded parts

Aluminum (rolling, processing)

Production tools

Sintering parts

Cemented carbide products

Copper & Copper Alloy
Products (sealing parts)

Copper & Copper Alloy
Products (Luvata*)

Electronic Materials &Components

Product manufacturing

25 |2017.11.10

Capital expendeture

Aluminum beverage cans

Product life

Copper & Copper Alloy
Products (rolling, extrusion)

Short

Small

* Some products of Luvata

Group-wide Policy: Optimization of Business Portfolio
Direction

Stable growthbusiness

Growthpromotionbusiness

Profitability
restructuringbusiness

26 |2017.11.10(Indicator to watch)

CementMetals (smelting)
Recycling
Renewable energy◆Aim to strengthen the business foundation
by increasing and maintaining costcompetitiveness using recycling revenues,
etc. and seek carefully selected
opportunities for large investments

ROA

Metals (Copper &Copper Alloy Products)
Advanced Materials &Tools◆Promote growth by matching customer
and market needs and the Company’s
strength◆Business development in adjacent fields
and global markets

EBITDA growth rate

Electronic Materials &Components
Aluminum◆Work promptly to solve issues anddefine the future direction of growth.
・Make investments in competitive advantages
and support technological development
・Ensure thorough selection and concentration

ROS comparison withcompetitors

Group-wide Policy:
Comprehensive Efforts to Increase Business Competitiveness
Reorganization of the Corporate Div. at Head Office◆Unified implementation of process development and productdevelopment by the Technology Div.
◆Strengthening the function of group-wide strategy
development and business support◆Providing one-stop services to business divisions

Reforming the organization to
support the efforts to increasebusiness competitiveness
Organization after reform (from April 2017)

Organization before reform
Corporate Strategy Dept.

Corporate Strategy Div.

Corporate Marketing & Overseas
Business Development Dept.

Audit & Supervisory Board
Member Assistance Dept.

Board of Directors

Corporate Strategy
Committee

Corporate Marketing & Overseas
Business Development Dept.
Corporate Strategy Div.

Corporate Communications & IR
Dept.

Corporate Culture Innovation
Dept

Corporate Culture Innovation Dept

Legal Dept.

Internal Audit Dept.

Finance & Accounting Dept.

(incl. IR)

General Affairs Dept.

(incl. Corporate
Communications and CSR)

General Affairs Dept.
Audit & Supervisory Board

Corporate Strategy Dept.

Environment & CSR Dept.

Audit &
Supervisory Board

Audit & Supervisory Board
Member Assistance Dept.

Board of Directors

Corporate Strategy
Committee

General Administration Div.

Human Resources Dept.

Internal Audit Dept.

Safety & Health Dept.

Safety & Environment Dept.

Finance & Accounting Dept.

System Strategy Dept.

2017.11.10

System Strategy Dept.
Technology Div.
Procurement & Logistics Dept.

Procurement & Logistics Dept.

Production Technology
Management Dept.

Corporate Production Engineering
Dept.

Corporate Production
Engineering Dept.

Corporate Research &Development Dept.

Corporate Research &Development Dept.

Mineral Resources Dept.

Mineral Resources Dept.

* Modify the business department organization in the FY2020 Strategy.

27 |Human Resources Dept.

(incl. mine management)

Group-wide Policy:
Comprehensive Efforts to Increase Business CompetitivenessTargets

Production
Technology
Management
Production
Engineering

Improvement
and innovation
Procurement& Logistics

Technology
Div.

Optimal use oftechnology
management
resources

Early response tochange in the worldDifferentiation

SystemStrategy

R&D

New development
MineralResources

Safety &EnvironmentOne-stop
services

Supportthrough

CFP: Cross-Functional
Projects

CFP
Business DivisionMarketing28 |2017.11.10

Planning,
Development

Current manufacturing

Procurement,
Logistics

Production,
Manufacturing

Shipment,
Logistics

Sales

Maintenance,
ServiceGroup-wide Policy: Creation of New Products and Business→TrendNextGeneration
VehicleIoT
AI
Thermistors

Cutting tools for
new materials

Sensors

DBA substrate

Industries considered

Chip antennas

Copper-alloy strips forelectronic materials

Electronics

Automobile

EnergyEnvironment

Copper-alloy strips
for terminal materials
Battery cases (aluminum)

Recycling
Recycling

Clean
Energy

Urban
Mines

Recycling
Geothermal power generation
E-Scrap

29 |Needs that the Company should meet

Potential new products and businesses

Next-generation vehicle, IoT and AI

Solutions for the shift of automobiles to EVs andthe needs of automatic driving
Heat management materials
Sensors, antenna modules, and etc.

Building a rich, sustainable society

Recycling, renewable energy, businesses related tohydrogen-energy society, and etc.

2017.11.10

Group-wide: Investment Strategy◆Strengthen the businesses by utilizing operating cash flow and revenue from sale of assets◆If there is any other favorable large investment for growth, however, the Company will positively implement
such an investment as far as keeping Net D/E ratio of 1.0 time or lower

FY2018 – 2020 Cumulative Cash Flow

¥ billions

Cash out

Cash inOperating CF
Investing CF

Investment for growth

150.0

Investment for maintenanceand upgrading

170.0

Subtotal

320.0

Dividend, etc*1

46.0

240.0

Sale of assets

Total

60.0

Investing CF

300.0

Sales of share in SUMCO Corporation(moved forward in the previous period)

Financing CF

26.0

Total

366.0

Acquisition of Luvata (carry-over from FY2017)

-40.0

326.0

326.0

FY2018 – 2020 Cumulative Investment Plan

Total amount of investment
Maintenance/upgrading*1 Total amounts of dividend payment from MMC and dividend payment to non-controlling interests fromconsolidated subsidiary*2 Excludes the cost of acquiring Luvata (Approx. 40 billion yen) carried forward from the previous period.

30 |2017.11.10

4

8

7

5

%

%

%

%
Commoninvestment

Advanced Materials& Tools
21%110.0*2

Environment &Energy33%

Growth strategy

Aluminum

Metals*2

280.0*2

Electronic
Materials &Components

Cement
22%

170.0

280.0

Group-wide: Capital Policy

Dividend

FY2017 (Results)

FY2018-2020

60 yen/share

80 yen/share◆While the Company’s performance is changed, its policy is tomaintain stable dividends, and annual dividends during the
FY2018-2020 period will be 80 yen per share (dividend amount in2019).
◆If the consolidated dividend payout ratio is lower than 25%,
however, the Company will temporarily increase the dividend orpurchase treasury stock.
*A consolidation of shares of the Company's common stock at a 10:1 ratio was executed, with an effective date of October 1, 2016.
According to this, dividend per share for FY2017 is calculated on the assumption that the consolidation of its shares was conducted at
the beginning of the FY2017.

31 |2017.11.10

Group-wide: Provisional Financial Calculations(¥ billions)

Results for
FY2017

Provisional
Financial
Calculations
for FY2020

Remarks

Consolidated net sales

1,304.0

1,620.0~1,840.0

IncomeConsolidated net sales
statement(excl. metals costs)

757.1

870.0~910.0

63.9

82.0~100.0 [Principal reasons of changes, ordinary

Consolidated ordinary income
Total assets

Balancesheet

1,896.9

income base]

1,950.0 Market conditions
450.0 Investment effect

Net interest-bearing debt

386.9

Shareholders' equity

621.2

640.0

ROA (ordinary income to total assets) (%)

3.5

4.5~5.0

ROE (%)

4.8

7.0~8.0

Net D/E ratio (times)

0.6

0.7

Exchange rate USD (yen/$)108

100~120

Assumptions Exchange rate EUR (yen/€)

119

120

234

250~270(*)

Copper price (LME) (¢/lb)* Median used for BS

32 |2017.11.10

Metal prices
Foreign exchange
Other
Total

12.0
15.0
3.0~7.0-6.0~8.0-6.0
18.1~36.1[Sensitivity]◆ Exchange rate 1 yen/$ (yen depreciation)
0.7 billion yen◆Copper price (LME) +10 ¢/lb
2.2 billion yen(Ordinary income)◆For further information, please contact at: ◆Mitsubishi Materials Corporation
IR Group, Accounting Dept.,
Finance & Accounting Dept., Corporate Strategy Div.
3-2, Otemachi 1-chome, Chiyoda-ku, Tokyo, 100-8117, Japan
E-mail: ml-mmcir@mmc.co.jp
URL: http://www.mmc.co.jp/corporate/en/
These projected performance figures are based on information available to the Company’s
management as of the day for releasing this material.
There are many uncertain or risk factors inherent in projections, and there might be cases inwhich actual results materially differ from projections of this material.

33 |2017.11.10

Note

34 |

2017.11.10