S A K ATA I N X C O R P.

Long-Term Strategic Vision
SAKATA INX VISION 2030

March 1, 2021 (Updated on August 30, 2021)

Table of Contents

1. Progress in the past decade
2. Perception of business environment andstrategic direction
3. SAKATA INX VISION 2030
4. Goals for 2030
5. Initiatives for each business6. Initiatives for ESG/sustainability

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1. Progress in the past decade
Sales
2011

119,500 M yen

2020

Growth by numbers (2011 → 2020)

161,500 M yen

Capital-assetratio

Overseas sales
ratio

2011
Printing inks｜Japan

60.0 %

Printing inks｜Asia52.6 %Printing inks｜Americas

2020

42.2%

Printing inks｜Europe
Digital & specialty products

No. ofemployees

Other/adjustments

0500

1,000

1,500

40.3%

（unit: 100M yen)

Capitalinvestment amt

4,686 Total▶ approx. 1.4x

 Americas▶ approx. 1.9x

 Asia▶ approx. 2.1x

 Digital & specialty ▶ approx. 1.9x

3,385

53,200 M yen
10-year total

Shift of sales, operating profit, operating margin（unit: 100M yen, %）Sales (left bar)OP (right bar)

Operating margin

2,000
1,500

1,195

1,230

1,399
82

1,0001,555

1,511

1,573

3.6

4.7

2011

2012

200

1,672

1,615
150

101

93

79

85

57

42

500
0

1,465

1,620

51
5.9

5.4

6.0

2013

2014

2015

6.7
2016

72

62

100
50

5.5
2017

3.2

3.7

4.5

2018

2019

2020

0

*Due to a change of the fiscal term in 2015, these figures have been adjusted based on past settlement of the various companies, using the same period as the FYE December from 2016 onward forinclusion as consolidated accounts.

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2. Perception of business environment andstrategic direction
Business environment changes

Strategic direction

Changes in Japan/overseas market &competitive environment
Stagnating ink demand due to decline of paper
Intensified competition in emerging markets
Change and rise of environmental needs e.g.
anti-plastic

Changes in the value chain from a digital shift

Strengthen
ESG/sustainability
efforts emphasizing
the global
environment andlocal community

Substantial rise of digital media
Shift to diversity, customization for printing

Addressing of environmental restrictions /social issues

Expand printing
inks /
digital & specialty
product businesses

Meet new market
challenges

Consideration of long-term sustainability;
elevated importance of addressing SDGs
Higher risk of resource restrictions, risingmaterial costs
Increased impact of ESG investment

43. SAKATA INX VISION 2030
Corporate Philosophy (Mind within the Mind)
Business theme
Creation of visual communication technology

Core of existence
Development of a communication culture thatmakes people’s lives more enjoyable

VisionCreate and Innovate, Care for the Earth, Color for Life
A company that creates innovations and new opportunities,
with earth-friendly technology that adds color and happiness to life.

Strategic direction

Expand printing inks /digital & specialty
product businesses

Strengthen ESG/sustainability
efforts emphasizing the global
environment and local community

Meet new market challenges

Innovation projects
Strengthen global
management cooperation

Strengthen relationships
with stakeholders

Strengthen human resource
development and reform
corporate culture54. Goals for 2030
Long-term vision strategy targets

Sales(100M yen)

3,000

300,000 M yen Operating margin 8 ％ Sales

Newbusinesses
4 prioritized fields

Environment/biochemical

Electronics Conductive Chemicals

Energy Conductive Chemicals

Optochemical

Digital & specialty product business
Globally develop high Value-Added products that match social trends

2,500

New businesses

Printing ink business
Promote environmental Stewardship for Packaging Printing

2,000

Digital & specialty
product business
Printing ink business

1,500

1,000
Today Mid-term plan 2023 CCC-Ⅰ

Build foundation

Mid-term plan 2026 CCC-Ⅱ

Expand business,enhance profitability

Mid-term plan 2029 CCC-Ⅲ

2030

Achieve long-term vision65. Initiatives for each business
Printing ink business

2030

Existing businesses

Packaging ink / information media ink fields
Promote environmental stewardship
Enhance overall value chain
Enhance global partner relationshipsDevelop and roll out high value-added products
Enhance optimum management crossing
borders/segments

Digital & specialty productbusiness

2030

Invest management resources in growth/newmarkets
Inkjet ink / display-related fields
Roll out high value-added products that matchsocial trends globally
Further enhance global alliances
Improve brand strength, enhancesales/profitability in various markets
75. Initiatives for each businessNew businesses

Strategic keywords: safe & secure, convenient & pleasant,health maintenance, low-carbon society, sustainability
Our goals

Contribute to enjoyable
lifestyles
Advance communication
technology
Lightweight mobility
Address extreme aging
society

Achieve sustainable
society

Prioritized fields

Target domains

Environment/
biochemical
Healthcare
Packaging

EnergyConductive
ChemicalsSolar battery

Electronics
Conductive
Chemicals

Mobility

IoT/5GUse biomass materials
Promote renewableenergyOptochemical
Displays
OpticsOpen innovation & lean startup
Use our core competence to address social issues

86. Initiatives for ESG/sustainability
Socialissues

greenhouse gas

climate changewastefood loss

plastic marine pollution

risk governancerespect ofhuman rights

gender diversity

Key issues (materiality)

Society goals

Maintain a sustainableglobal environment

Protect the global
environment; provide
health and safety forpeopleSupply safe & secure
products

Achieve a recycling-oriented
society alongside comfort &convenience

Enhance R&D, technology
capabilities

Create abundant, newlifestyles

Enhance corporate
governance and compliance

Build positive relationshipsof trust with stakeholders

Respect human rights &Promote diversity

Achieve a pleasant work
environment that respects
human rights, personalityand diversity.

SDGs9

6. Initiatives for ESG/sustainability
E: Environmental
Improve ratio of environmentally-friendly product

Reduce environmental burden in manufacturing
Use solar power and reduce energy consumption

Botanical ink
Contains plant-derived materials and contributes to less CO2

Implement solar power system at Shiga and Tokyo Plants

Conduct R&D to improve botanical level

Shiga Plant: solar power plants 1 & 2

GHG 50% reduction*
2030
Early agreement of TCFD and risk disclosure*Reduction targets vs. 2013 for Scope 1 & 2 in Japan

S: Social

G: Governance

Offer a sustainable work environment

Enhance corporate governanceDiverse work systems

Diverse BOD and management meetings

Implement telecommuting
Promote work-life balance

Include outside/female directors

Promote health mgmt
SAKATA INX health management declaration

Develop internal controlsystem

15%+ ratio of women managers in Japan
100% use of childcare leave

Curtail cross-shareholdings policy
Enhance risk management

Strategic mtgs with overseas
subsidiary directors

2030

2030
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