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RIKEN TECHNOS CORPORATION

Three-yearMedium-term Business Plan

May 20, 2022

Previous three-yearmedium-term business plan

Generating Greater Value Together!

Aiming to become the leading provider of comfort for all living spaces

1

Overview of previous three-yearmedium-term business plan

Management policy

MORE VALUE TO ALL 2021: Generating Greater Value Together!

Numerical targets

Consolidated

FY ended March 2022

basis

(final year of the plan)

Net sales

115 billion yen

Operating profit

8.5 billion yen

Ordinary profit

8.5 billion yen

Net income

5 billion yen

ROS

7.0

ROE

8.0

Five key challenges

1

Intensifying Global Management and Generating Synergies

2

Improving the Capacity to Generate Revenues and Profits

through Strategic Thinking

3

Realizing a Production Structure that Reflects the Thorough

Pursuit of Efficiency

4

Contributing to a Sustainable Society

5

Strengthening Corporate Foundations through Management

Emphasizing Human Resource Development and Governance

Aiming to become the leading provider of comfort for all living spaces

2

Summary of results of previous three-yearmedium-term business plan

(numerical performance)

Net sales

Operating profit

ROS

Ordinary profit

Net income

ROE

billion yen

FY ended March

FY ended March

Relative to

2022 (plan)

2022 (actual)

plan

115.0

109.9

-5.1

-4.4%

8.5

6.3

-2.2

-26.0%

7.0%

5.7%

-1.3%

-

8.5

6.9

-1.6

-19.0%

5.0

3.9

-1.1

-21.2%

8.0%

7.1%

-0.9%

-

Net sales (billion yen)

120

100

80

60

40

20

Consolidated financial results

ROS

ROE 109.9

97.8 98.8

88.2 7.1%

6.4% 6.2% 6.3%

5.7%

5.9%6.0%

5.6%

5.8 5.6 5.3 6.3

3.1 3.1 3.2 3.9

15.0

12.5

yen)

10.0

(billion

7.5

/ net income

5.0

profit

2.5

Operating

Summary

  • Net sales and each measure of profit in the final year of the medium-term business plan were the highest ever.
  • However, the plan was not achieved due to the impact of COVID-19 and soaring raw material prices.

0

FY ended

FY ended

FY ended

FY ended

March 2019

March 2020

March 2021

March 2022

Net sales

Operating

Net income

profit

0.0

Aiming to become the leading provider of comfort for all living spaces

3

Five key challenges and outcomes (1)

1

Intensifying Global Management and Generating Synergies

Enhanced the level of management of overseas sites

Demonstrated global synergies

- Global administration progressed in each division

- Acquired a compound business from Asian third party.

based on an organization aware of global

- Completed production structure optimization in ASEAN

management issues.

(began expanding compound production facilities in

- Rolled out the Riken Standard for manufacturing

Thailand and Vietnam).

globally.

- Acquired business related to ICE-µ thermal barrier film

- Enhanced the sophistication of the governance of

for automobile window glass.

overseas subsidiaries.

2 Improving the Capacity to Generate Revenues and Profits through Strategic Thinking

Strengthened sales of high value-added products

Efficiently boosted profits

- Expanded the lineup and sales of RIKEGUARD

- Promoted shared administrative operations to reduce

infection control products.

costs and pursued the integration of subsidiaries' IT

- Acquired ACS assets and expanded into the electrical

systems.

materials field.

- Increased Group management efficiency and

- Collaborated with a design subsidiary to improve

strengthened development/sales capabilities through

the absorption of Riken Fabro Co., Ltd.

marketing in new markets.

Aiming to become the leading provider of comfort for all living spaces

4

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Riken Technos Corporation published this content on 27 July 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 29 July 2022 08:04:09 UTC.