1. Summary of “tok Medium-Term Plan 2021 (FY2019-FY2021)”
Successfully returned to a growth trajectory amid rapidly changing external environment
The company-wide policy of tok Medium-Term Plan 2021 which started in 2019 was to “aim to become an Only
One, Number One Company” to differentiate from other companies and to achieve the numerical targets for our“overarching aspiration for 2020” in the final year of the Plan. However, the external environment had changed
drastically over the three years subject to tok Medium-Term Plan 2021 (from 2019 to 2021).
2019: Escalation of the U.S.-China trade friction/year-on-year contraction of semiconductor market (calendar yearbasis)
2020: COVID-19 pandemic
2021: Semiconductor shortage/COP26
Under such circumstances, net sales achieved the higher end of the target range and both operating income

Performancetargets

and ROE exceeded their respective targets.

tok Medium-Term Plan 2021

FY 21/12 ResultNet sales: 125.0~145.0 billion yen

140.0 billion yen

Operating income: 15.0~20.5 billion yen

20.7 billion yenROE: Over 8.0%

11.5%

2. tok Medium-Term Plan 2024 (FY2022-FY2024)―Contribute to achieving SDGs through five strategies―(1) Increase global market share of cutting-edge photoresists
Increase the market share of cutting-edge photoresists, the Group’s growth driver, to establish a solid position as
the e-Material Global Company and offer technology, quality, environment, and added value that contribute to
the customers’ value creation processes.
(2) Acquire and create core technologies in electronic materials and new fields
Create new businesses comparable to photoresists and high-purity chemicals, pillars of our current business,with an eye on becoming a 100-year company.
(3) Secure stable supply of high-quality products and establish an optimal production system for the Group
Establish an optimal production system by rapidly and accurately adapting to changes in external environmentand capturing customers’ requests that are becoming more sophisticated and complicated.
(4) Improve employee engagement and promote people-oriented management
Create an environment to increase happiness and productivity of individual employees as well as provide
education or system to leverage their strengths, implementing measures to generate the sense of fulfillment andsupport their growth.
(5) Build sound and efficient management foundation
Implement the four strategies above achieving maximum performance and build a management foundation tofurther develop the Group. Enhance the Group’s governance by realizing eco-friendly production,
information/risk management, and compliance at a high level.
Also adapt to continuously changing external environment by improving the digital environment of thecompany toward smart manufacturing and data utilization.

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(2) Shareholder returns and dividends
 Updated the dividend policy with the objective of steadily and continuously returningprofits to shareholders⇒New dividend policy: Aim for DOE of around 4.0% (from FY2021)
 Flexibly conduct share buyback as a means of returning profits to shareholders(Reference)
4. TOK Vision 2030
(1) Management Vision“The e-Material Global Company” contributing to a sustainable future through Chemistry.
(2) Overarching Aspiration
Qualitative Aspects
Provide new added value that inspires customers
Earn trust from stakeholders worldwide
Continue developing high technological capabilities and show international presence
Enhance corporate value sustainably with an aim to contribute to SDGs
All employees can work lively with pride
Quantitative Aspects
Net sales : 200.0 billion yen (FY2030)
EBITDA : 45.0 billion yen (FY2030)
ROE: Over 10.0% (FY2030)

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(3) Management strategy
Deepen and cultivate electronic materials field
Create new business
Utilize global personnel

Renovate production sites
Address key social issues sustainably
Develop and effectively use financial position“To be an acquirer” “Not to be an acquiree”
Promote DX###For contact: Corporate communication Division
Tel. + 81-44-435-3000

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