Looking back on the first year of “LSV 2030 – Stage 2,” we believe we have been able to advance sustainability-related measures by drawing on the resilience we have acquired to boldly take on challenges—even those in difficult environments. Among them, we achieved the initial Stage 1 targets for reduced CO₂ emissions ahead of schedule, and so we have set higher goals and are moving forward with discussions and the addition of new actions. Furthermore, in the promotion of work style reform, we have steadily developed and embedded systems and mechanisms related to human resources, and these are now being actively utilized.
While some measures take time to produce visible results, we are confident enough to overcome these hurdles through persistent efforts, and so we evaluate ourselves as making steady progress toward becoming a sustainable company.

• Long-Term Vision

• Note: Go to the Investor Relations page.

Transformations through DX^＊ are one of our key measures, and these are progressing ahead of schedule. We look forward to seeing LINTEC’s unique form of DX take visible shape in the near future. The goal of this measure is to use AI and robotics to transform every work process, including design, development, manufacturing, and logistics, and to improve the efficiency and reliability of our daily operations. Our belief is that the best solution for today may not necessarily be applicable tomorrow, and it is with this in mind that we are supporting the promotion of DX. Underlying this is our desire to reduce employees’ workload through automation and efficiency, so that they can focus their time and energy on tasks that only they can do, or on what truly drives them.
By positively re-evaluating traditional work methods and proactively incorporating new tools and techniques to take on new challenges, we aim to create the type of rewarding workplace environment that in the future will be necessary for society.

• ＊DX: Digital transformation. Refers to an operational reform approach to adapting to environmental changes by utilizing data and digital technologies to transform product, service, and business models according to customer and social needs as well as promoting makeovers in work contents and processes, organization design, corporate culture, and other business practices with the aim of establishing competitive advantages.

In promoting our work style reform, we have developed systems and mechanisms that help with employee morale and energy, and these lead to increased customer satisfaction and productivity. Although the data is being used smoothly in practice, it is crucial to identify and continue to address any cases where systems are seen as difficult to use or hard to understand. While our aim is that our internal systems and mechanisms have a perfect score, we recognize that even if they achieve this today, this may not remain the case in the future. This is because the business environment surrounding our company is always changing. To understand the signs of these changes and keep improving the company in response to these, we aim to enhance a communication environment in which each employee can freely and frankly discuss and exchange opinions with their supervisors, colleagues, and peers.

When I first became the Advanced Materials Operations Executive General Manager, I conducted individual interviews with each team member to explain the roles I wanted them to take on moving forward, while also listening to their expectations for me and the department.
This took nearly a week; however, I feel that I was able to communicate my thoughts, and inspire action in others. From this experience, I came to understand that communication and feedback are just as important as delivering results in day-to-day operations.
I constantly stress the importance of communication, but I myself try to first listen to others sincerely and accept their points of view before sharing my own thoughts.

Even when we are achieving goals by pushing forward with planned measures, we may hear comments from frontline employees such as “We could get better results if we just changed the approach a bit,” or “This method creates too much workload.” If managers accurately take on board this input from frontline staff and provide feedback, they may discover insights or hints that would otherwise be missed with a solely results-based focus. In addition to formal business interactions like meetings, casual conversations and small talk may also offer valuable insights. We believe that more free communication among employees will lead to better mutual understanding and more efficient information sharing, leading to a steady stream of ideas unique to LINTEC Group that will help us realize our long-term vision.

As we pursue our long-term vision and achieve its milestones, we may encounter problems that cannot be solved, even after tackling them head on and examining them thoroughly. Overcoming such issues requires that we again analyze the issues, put forth multiple ideas as to how to solve them, and then move forward by implementing them. I call this “shifting perspective to dig deeper.” At first, shifting perspective may seem to take us away from the solution; however it is merely a way to change perspective in order to gain a better understanding.
Solving sustainability-related issues such as reducing CO₂ emissions often requires balancing conflicting factors, and therefore, demands change to our traditional thinking and approaches. The act of changing in itself constitutes innovation, and we believe that only through change can we bring about transformative progress.

Manuals and rules necessary for business operations may hinder flexible thinking and suppress creativity, thereby stifling innovation. While manuals often contain fundamental policies and approaches that are important for business and management, these are not set in stone. Only our company motto and mission statement remain unchanged; manuals and rules exist to translate these principles into practical business operations. Our business environment, markets, and customer needs are constantly evolving, and so are we, as our workforce ages. Recent changes to sustainability are proceeding apace and are profound; thus we believe that manuals need to be changed to allow each employee to innovate. Unless they do, we cannot become a truly sustainable company.

Our “LSV 2030” long-term vision began in April 2021 and is now nearing its midpoint, but this does not mean we are in the homestretch. A sustainable world is something we will continue to pursue endlessly beyond 2030. I believe sustainability means envisaging and looking into the future, and even further beyond that.
Our company started with the manufacturing and sale of gummed tape for packaging, later shifting to adhesive products for labels and seals. We then expanded our business by deepening our expertise in specialty papers, release liners, and release films. Especially in adhesives, we have applied our finely-honed technical development and manufacturing capabilities to our line-up, expanding beyond labels and seals into automotive, display, and semiconductor manufacturing processes, thereby earning the trust of customers worldwide. This journey reflects our consistent contribution to solving social challenges through business activities that align with the times and market needs, and this forms the foundation of our growth and development.
As a business entity, it is only natural that we focus on the direction in which society is heading and take action accordingly. Leveraging the strengths we have cultivated over the years, the LINTEC Group will continue to take on the challenge of bringing about a sustainable world.

Currently, climate change has a major impact on preserving the global environment, and world shares the common understanding that we cannot continue emitting CO₂ at current levels. However, we cannot deny that 10 or 20 years from now, we may be confronted by even more pressing challenges. Naturally, the challenges to achieving a sustainable world remain unclear, and the targets will continue to shift. For example, although we envision a carbon-neutral world by 2050, in our next medium-term business plan, “LSV 2030 – Stage 3,” we will build upon our past activities and achievements to shape a vision of even further ahead.
My role is to focus on the principles rooted in the LINTEC Group, and through inheriting and putting these into practice, I believe we can contribute to the realization of a sustainable world.

It took many years for the semiconductor-related work I was involved in to evolve into the current business, but I doggedly kept at it, as I enjoyed it and found it fascinating. This is a straightforward, honest feeling, such as finding someone enjoyable to talk to or finding their perspective intriguing, and so I think it’s perfectly natural for each person to feel differently. I believe this sensibility grew by consistently maintaining an attitude of looking at things head-on and clearly recognizing their positive aspects.
Whether it’s work or anything else, if you feel even a small sense of enjoyment or curiosity, then you should take a leap and try it. You may find something that truly resonates with your sensibilities, and leads on to new discoveries. Our employees to value this kind of instinct, and I want our company to continue being a place that supports employees in staying true to their own instincts.

Our efforts to contribute to bringing about a sustainable world are not yet perfect, but by steadily advancing our key initiatives and measures, we are seeing results. At the same time, I make it a point to visit various departments within the company and listen to employees, meet with external stakeholders such as shareholders and investors, and read through surveys. Such interactions make me realize there is still much our group can and should do. Looking forward, I will continue to sincerely listen to the opinions of those both inside and outside the company and implement any necessary actions in a swift manner.
I humbly request that our stakeholders continue to show interest in and engage with our group, and continue offering active suggestions and advice.

Concluding the Interview
—Promoting Sustainability in the LINTEC Group—

The LINTEC Group has adopted as its goal the long-term vision LSV 2030, with a target year of March 2030, and is advancing various measures toward achieving a sustainable world. With the launch of LSV 2030 – Stage 2 in fiscal 2024, we reviewed our materiality and KPIs based on the perspective expressed in the top message that “initiatives and KPIs should evolve,” as well as the achievements of Stage 1, the concept of double materiality, and four analytical approaches including value chain analysis.
Since the launch of LSV 2030 in April 2021, subcommittees and working groups under the Sustainability Committee along with responsible departments have been implementing measures in line with established plans, aimed at achieving set goals. In Stage 2, to further ensure the realization of LSV 2030, the Sustainability Committee has redefined the relationship between the activities and measures of committees, subcommittees, and working group and the long-term vision, materiality (KPIs), and the themes of the medium-term business plan, and has commenced activities.
We believe that through this approach, we are fostering an awareness that initiatives are a means to an end, and that every initiative should have a clear purpose, namely "What is this initiative for?" and "Which materiality will it help solve?" Moreover, tackling materialities with this awareness is essential when planning the next measures or targets, revising plans when targets are not met, or accelerating timelines. This also aligns with the top message’s reference to “innovation” through the idea of “reframing and exploring in depth.”
Throughout its business activities, our Group has actively promoted sustainability management by implementing a range of environmental and human capital initiatives. These include energy conservation, CO₂ emissions reduction, development of environmentally friendly products, as well as workplace reforms related to human capital management, human resources, and occupational safety and health. There are always reasons and objectives behind the formulation of measures and revisions to systems. The current LSV 2030, its materiality, and KPIs can be seen as extensions of the efforts and achievements we have built over time. Connecting discrete data points for past measures and activities with LSV 2030 and other frameworks illustrates the very direction, or indeed strategy, of our approach to environmental and human capital management. It is also a story about how executing these measures and achieving their targets creates value, strengthens the five forms of capital that underpin our Group’s corporate activities (human, intellectual, manufacturing, social, and financial capital), and leads to solving the next set of challenges and creating new value.
Furthermore, to make both our Group and world more sustainable, it is important and essential to raise the motivation of all Group employees and align their vectors with the company’s policies and ideals, which we have communicated repeatedly. The results of the third employee survey in FY2024 show a steady improvement in the engagement score, indicating how our past measures have contributed to increased motivation and enhanced communication both within and across departments.
Continually communicating to all Group employees and ensuring understanding of the top management's messages of “a mindset to be passed down as part of our corporate culture” and “making change the norm” presents a clear story of uniting sustainability and business to create new value. By building upon this foundation in which every employee can see “for what purpose,” “by when,” and “what” they must do as a part of their own responsibility, we will act and evolve as a sustainable company looking beyond 2030, contributing to the realization of a sustainable world through the achievement of our long-term vision.

Masaru Hoshi
Executive Officer
General Manager, Sustainability Management Office

August 29, 2025