Business Plan
May 2024
The Lintec Group has formulated a long-term vision, which spans through the fiscal year ending March 31, 2030, as well as its first three-year medium-term business plan toward achieving this vision, which launches in the fiscal year ending March 31, 2022.
To drive sustainable growth, the Group has now set a clear vision for the year 2030 and will formulate and implement a medium-term business plan every three years as a milestone on the road to the vision.
With a long-term vision to contribute to solving social issues through its business activities as a basic approach, the Lintec Group will work proactively on each key initiative from a sustainability perspective.
Long-term Vision“LSV 2030” Key Initiatives
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- Environment: Help to shape a carbon-free, recycling-oriented world
- Society: Respect human rights, provide proper information disclosure to stakeholders, improve communication
- Governance: Strengthen corporate governance, further increase effectiveness of the Board of Directors
- Ensure that business activities help to achieve the Sustainable Development Goals (SDGs)
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- 2. Foster innovation to build a robust corporate structure
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- Transform business processes including design, development, manufacturing, and logistics through digital transformation (DX)
- Install new production equipment through scrap and build, with the aim conserve energy, raise quality, increase efficiency and reduce labor
- Strengthen cost competitiveness with innovation in production processes
- Reform the structure of low-growth and unprofitable businesses and soundly manage Group companies
- Maintain a solid financial base and improve capital efficiency
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- 3. Create new products and businesses to deliver sustainable growth
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- Create new products and businesses driven by technological innovation
- Expand strategic investment and flexibly conduct mergers and acquisitions (M&A)
- Move aggressively to win a greater presence in the global market
- Establish localization
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Financial indicators for the fiscal year ending March 31, 2030
Medium-term Business Plan “LSV 2030 - Stage 2” (April 2024 to March 2027)
Management targets for the fiscal year ending March 2027 (final year)
Activities in line with the key initiatives of the long-term vision
1. Solve social issues (Environment)
| Environment |
Key activities at Stage 2 |
| Help shape a carbon-free world |
- Change CO2 emission reduction target
(initial target: Achieve greater than 50% reductions by 2030 compared to FY2013)
- Stage 1 performance: 51%
Stage 2 target: greater than 67% / Stage 3 target: greater than 75%
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| Help shape a recycling-oriented world |
- Expand range of environmentally friendly products
- Further promote solvent-free adhesives and release agents
- Begin operating recycling system for release papers
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| Comply with the PRTR Act |
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Reduce VOC (volatile organic compound) atmospheric emissions (zero by 2030)
Reduce use of organic solvents such as toluene and xylene and further reduce atmospheric emissions by using solvent treatment equipment
- Introduce high-efficiency equipment such as low-concentration solvent gas concentrators
- Reduce use of organic solvents by switching to solvent-free release agent formulas and adhesives
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| Pursue biodiversity preservation initiatives |
- Continue to plant trees and clean up beaches at domestic and overseas sites
- Plant trees and plants to create a forest at the Kumagaya Plant
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1. Solve social issues (Society)
| Society |
Key activities at Stage 2 |
| Respect human rights |
- Strive to further raise awareness among employees concerning human rights and harassment
- Improve and implement questionnaire surveys and audits of suppliers
- Continue conducting employee surveys and organize kaizen activities
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| Provide proper information disclosure to stakeholders |
- Disclose information related to sustainability management
- Further enhance Sustainability Report and Integrated Report
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| Promote work-style reform initiatives |
- Improve the organization and workplace environments to raise employee motivation
- Ensure diversity in human resources
- Promote employment of persons with disabilities at business sites that have a person in charge of providing support to persons with disabilities
- Develop foreign personnel through overseas succession planning
- Improve and implement career advancement training for women
- Raise mandatory retirement age to 65 at Group companies in Japan
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| Promote the quality-first and customer-first approach |
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Strive to develop, manufacture, and sell products based on the principles of quality, environmental friendliness, and safety to ensure that our business activities gain the trust of all stakeholders
- Issue action guidelines and ensure that all Group employees are fully aware thereof: “Identify and respond to customer needs earlier than our competitors in product development and service provision”
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1. Solve social issues (Governance)
| Governance |
Key activities at Stage 2 |
| Strengthen corporate governance |
- Disclose information in line with the principles of the Corporate Governance Code
- Ensure that important matters related to Group governance were appropriately requested, decided, and reported
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| Further increase effectiveness of the Board of Directors |
- Further enhance management by adhering to a PDCA cycle for evaluating the effectiveness of the Board of Directors
- Raise the objectivity and transparency of management through consultation with the Nomination and Compensation Committee
- Implement training for directors and executive officers
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| Ensure the timely disclosure of corporate information and the transparency of management |
- Disclose ESG information to evaluation organizations and respond to surveys
- Enhance disclosure of information related to sustainability management
- Publish shareholders meeting convocation notices, annual securities reports, corporate governance reports, etc. on our sustainability site, IR site, etc.
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| Engage in constructive dialogue with shareholders and investors |
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Actively engage in dialogue with shareholders and implement IR activities
- Share opinions and advice received through constructive dialogue with shareholders and investors and through our shareholder newsletter (WAVE) with management and put it to effective use
- Strengthen IR activities for individual and institutional investors
- Improve the Lintec IR site and Integrated Report
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2. Foster innovation to build a robust corporate structure
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Key activities at Stage 2 |
| Optimize business portfolio through extensive restructuring |
- Assess the future growth potential, market competitiveness, and profitability of each business, and rebuild our portfolio
- Soundly manage Group companies in Japan and overseas
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| Strengthen QCD for existing businesses to make them highly profitable |
- Install new production equipment to conserve energy, raise quality, increase efficiency, and reduce labor through scrap and build
- Strengthen cost competitiveness with innovation in production processes
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| Transform business processes including design, development, manufacturing, and logistics through digital transformation (DX) |
- Drawing on data and digital technologies with AI and IoT, reinvent business processes and business models to create new products/services and strengthen our competitiveness
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| Maintain a solid financial base and improve capital efficiency |
- Clarify KPIs based on the balance sheets of each business unit to increase turnover of trade receivables, inventories, fixed assets, etc.
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3. Create new products and businesses to deliver sustainable growth
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Key activities at Stage 2 |
| Create new products and businesses driven by technological innovation |
- Begin mass production of CNT pellicles for EUV lithography machines
- In connection with packaging technology downstream of advanced semiconductor production processes, develop new tapes and devices, offer original processes, and make them de facto standards
- Increase production capacity of semiconductor-related devices
- Launch new business under the Welsurt brand
- Create even more new products
- New-product sales ratio target: 27% (2030 target: 30% or more)
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| Move aggressively to win a greater presence in the global market |
- Further increase the overseas sales ratio 2020 result: 50% / 2023 result: 61% / 2026 target: 65%
- Establish localization
- Expand range and sales of products such as adhesive paper and adhesive film that are tailored to meet local needs
- Nurture talent capable of thriving on the world stage
- Secure new production bases, including through mergers and acquisitions
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Main Initiatives for Each Business Segment
| Printing and Industrial Materials Products |
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Printing & Variable Information Products Operations
- Expand sales and increase profits in North America and Asia
- Take action for coexistence with the earth's environment and realization of a recycling-oriented society
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Industrial & Material Operations
- Further enhance performance and expand sales of window films
- Develop new products and expand sales of systems that help mitigate labor shortages and improve production efficiency
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| Electronic and Optical Products |
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Advanced Materials Operations
- Continue to make capital investments to meet demand as the electronics market grows
- In connection with packaging technology downstream of advanced semiconductor production processes, develop new tapes/devices and original processes
- Establish system for mass production of CNT pellicles for EUV lithography machines
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Optical Products Operations
- Roll out adhesive products for optical displays
- Develop and expand sales of new products such as OCA (Optical Clear Adhesive) for automobiles
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| Paper and Converted Products |
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Fine & Specialty Paper Products Operations
- Develop even more applications for oil-resistant paper
- Develop and expand sales of high-performance papers as alternatives to plastics
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Converted Products Operations
- Step up overseas distribution of casting papers for synthetic leather
- Expand sales of casting papers for carbon fiber composite materials
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Cashflow allocation for sustainable growth
