Mitsubishi Materials : About the Mitsubishi Materials Group (pp. 18~31)

[About the Mitsubishi Materials Group]

Special Feature

Value Creation and	Top Message	About the Mitsubishi	Business Strategies	Corporate Strategies	Strengthening the	Governance	Financial Data/
Performance	Materials Group	Foundation	Corporate Data

We will implement DX strategies to create a platform for victory in the face of global competition, select 21 priority MMDX themes and speedily carry out our implementation activities.

Strategy

We have formulated a Digital Transformation strategy as a key component of our Medium-term Management Strategy (FY2023 Strategy), and we will implement DX strategies that will serve as the foundation that enables us to prevail in global competition. In April 2020, we launched the Digital

decision making speed, as well as the data infrastructure, human resources and organizational culture that underpin them. These initiatives have been named Mitsubishi Materials Group DX, or "MMDX." We have formulated a concrete six- year roadmap for the period from fiscal 2021 to fiscal 2026

In the Mitsubishi Materials Group, we call our DX "MMDX." We use this DX strategy to emerge victorious in the face of global competition.

In fiscal 2021, we defined 21 implementation themes and formulated a concrete six-year roadmap for the period from fiscal 2021 to fiscal 2026 with the aims of enhancement of customer touch points, process coordination, and increasing management decision making speed through the use of digital technologies and data. In fiscal 2022, we will finally enter the implementation phase.

Business

DX

Data	Human resources
and corporate
Infrastructure
culture

Transformation Management Office with the aim of achieving real-time management that is responsive to social changes, environmental changes, and our own transformation. We will accomplish this through the selection and speedy implementation of 21 priority themes selected based on the critical DX perspectives of enhancement of customer touch points, process coordination, and increasing management

and defined implementation measures, and over this period we will carry out our investment plans and implementation resource plans. Our investment scale, following the latest revisions, will surpass 40 billion yen over the six-year period. In our master schedule, the first three years have been positioned as the initial implementation stage, after which we will enter the full-scale operation phase in fiscal 2024.

Related Materials:

"Digital Transformation (DX) Strategy" Integrated Report

P58

Realization of our "Mission"

Master Schedule of the Entire MMDX

Digital transformation strategies

Use Digital Transformation to strengthen three key pillars of business, which are "Business added-value," "Business operations competitiveness" and "Management speed," and thereby realize our goal of being a "leading company."

Transformation	Product-based
Solutions and
	business
	(Metalworking
Digital	Advanced Products)
Business	Recycling-Based
Business

Manufacturing Digital

transformation

Stage 1

FY2021	FY2022	FY2023
First half	Second half	First half	Second half	First half	Second half

Initial stage of MMDX implementation

First, create a strategy to catch-up and a foundation to surpass competitors Solidify the management base, including security and safety, data infrastructure,

and business administration

•Implementation of measures to realize the medium-term management strategy of each business

•Strengthening customer touch points, process coordination and enhancing global cooperation

•Building a foundation for the recycling business

•Implement digital transformation to achieve the goals of safety and security, maintenance, procurement, and R&D

•Promote data utilization in the fields and smart factory plans

Stage 2

FY2024 FY2025 FY2026

Full-scale operation phase of MMDX

Acceleration of MMDX in the Group

Promotion of utilization of data infrastructure

•Enforce measures to catch up and surpass the competitors Metalworking Solutions: Global Top 3 Advanced Products : "Global First Supplier"

•Promote utilization of recycling data

•Accelerate digital transformation to enhance safety and security, maintenance, and procurement

•Accelerate manufacturing excellence and new business development by utilizing data and digital technologies

MMDX Implementation Plan

Review the entire business processes

with a focus on

"getting closer to customers."

Create a foundation for catching

up with competitors

and winning on a global scale.

Strengthen the management foundation

through safety and security, enhanced business management, and increased efficiency.

Theme and Key Perspectives for MMDX

	Direction the Company aims at through digital transformation
points	and customer touch points to		A leading company
touch	Strengthen market observation		that offers value-added
provide products and services
that enhance value for the customer.		products and services
Customer	Enhancementof customertouch points
		Manufacturing and sales coordination of IT
			and OT digital transformation.
			Corporate/in-house and affiliates coordination, etc..
	Increasing management		decision
	making speed
	Current		Prompt decision making and implementation using
			real-time client and internal/external data.
			Management decision making speed

ERP

Data infrastructure/

Business

Administration

Operational Efficiency

DX talent development

•Formulation of ERP	•Preparation of ERP foundation
introduction plan

•Build infrastructure for data analysis

•Training for data scientists and promote data utilization

•Improving business administration

•Standardization of operation, and thorough automation

•Design digital transformation training system and MMDX activity across the entire Group

•Practice free and frank communication

•Preparation for group-wide introduction and advance introduction

•Build and utilize data infrastructure in the Group

•Visualization of management information, automation and sophistication of analysis

•Realize speedy management based on data

•Standardize and improve efficiency of operations across the Group and shift human resources to high value-added operations

•Digital transformation talent development and strengthening of digital transformation literacy

•All Group members autonomously accelerate digital transformation

Data Infrastructure		Human Resources and Organizational Culture

		Strengthening today	Creating tomorrow	Cultivating talent
Mission of Digital Transformation		The reinforcement of	The co-creation of	The creation of a framework
Management Ofce	existing businesses with	new businesses	for continuously promoting DX,
digital technologies,	and services	and the reinforcement of
		and work reforms		human resources

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[About the Mitsubishi Materials Group]

Strategy

The Digital Transformation Management Office carries out activities primarily focused on the following three key points, led by its three missions of "Using digital technology to reinforce existing business," "Co-creation of new business and services," and

Value Creation and	Top Message	About the Mitsubishi	Business Strategies	Corporate Strategies	Strengthening the	Governance	Financial Data/
Performance	Materials Group	Foundation	Corporate Data

Business

[Business DX]

Case 1 Digitization of customer touch points by the Metalworking Solutions Company

"Cultivating talent that can implement DX and systems for conducting activities over the next five to ten years."

The first point is "Clarifying goals and ideals." In carrying out our activities, we need to have a deep understanding of our current condition, the challenges we face, how our environment is changing, our competitors, and more.

The second key point is "Leader enthusiasm, ownership, and commitment." It is essential that not only management personnel but also operation leaders have a deep understanding of DX and a sense of ownership with regard

to management reforms. Last is "Improving personnel and work site capabilities." We will work to develop personnel and a corporate culture that further enhances the expertise and diligence of our human resources and the strengths of our work sites, so that they can always carry through whatever they set their mind to.

Under the Metalworking Solutions Company's DX strategy (Metalworking Solutions DX), the company is digitizing its customer touch points. There is a wide variety of digital customer touch points: websites, social networks, online chat, and more. Within these, Metalworking Solutions DX is being used to create a new website that more clearly conveys information about products and services that help solve customer problems. It is also being used to engage in business negotiations using

DX is currently transitioning from the conceptualization phase to the implementation phase. We will maintain our same stance towards providing value that we defined when formulating the Metalworking Solutions DX approach as we efficiently use limited resources to implement work, mentality, and work style transformation.

Markets/customers	Digitization of customer touch points	Digitization of internal functions

Three key points of successfully implementing management reforms through DX

1 Clarifying goals and ideals

2 Leader enthusiasm, ownership, and commitment

3 Improving personnel and work site capabilities

Business

DX

AI chat bots. Furthermore, centrally managing customer information is enabling the sharing of information such as website search histories and consultation histories with sales personnel, managers, engineers, and others within the company. Information which was previously handled piecemeal through the organization is now being linked and organized. This organized information is helping improve customer satisfaction by making it possible to determine customer product preference trends, sales timing, and the like. The company is also creating a system for accumulating technical knowledge and experimental data and providing technical proposals that are not reliant on the skill levels of individual personnel. These Metalworking Solutions DX measures do not consist merely of creating customer touch points through digitization, but also

Metalworking Solutions DX
Strategic Markets	Target industries		Target customers
The vision of

	Customer information
Sales
	Operation systems that support internal functions
Website AI chat		Transformed operation process
	Optimize various internal decisions by
Online shop		understanding market and customer needs
		(including providing suitable products and services)
Digital services		Mitsubishi Materials

Products and services

Mitsuru Kameyama	Data	Human resources
Chief Digital Officer (CDO)
and corporate
Infrastructure
	culture

of embedding their usage processes in day-to-day operations to drive the transformation of business operations. Metalworking Solutions

Online meetings between customers and sales personnel

Data Infrastructure

[Improving DX promotion infrastructure]

Human resources and corporate culture

[Developing the personnel and culture that drive DX]

Case 1 Improving system infrastructure

Case 2 Improving data infrastructure

Case 1 Human resource development

Case 2 Culture development

In additional to conventional efficiency improvement efforts, it is also important to quickly prepare system environments that reflect recent changes. This is accomplished by leveraging cloud resources for expandability and flexibility, providing what is needed when it is needed, by developing systems that are not dependent on programming, and by improving productivity by enhancing data integration between the rising number of diverse systems. We strive to make full use of the technical capabilities and expertise accrued by our system divisions and to build shared global system infrastructure that contributes to speedier business execution.

We aim to collect and share data from inside and outside the company and engage in data-driven management that uses data in operations and decision-making. Our goals are to create business intelligence (BI) tools that are company-wide standards for use in building data infrastructure in the cloud and leveraging data, ' recruit and develop personnel such as data scientists and data engineers, and ƒ achieve data-driven management by firmly establishing our fundamental philosophy of using data to achieve success, creating additional business value, and advancing and accelerating our management decision-making.

Coordination between business and IT are essential for DX. We must develop human resources with advanced IT expertise, such as data scientists, but in addition to that everyone in the company must become DX literate -- they must become human resources capable of utilizing digital technologies. Through our DX College, available for use by anyone on the intranet, we are providing a rich range of high-level, elective educational material such as workshops on tool usage. Our goals in this are to develop the DX personnel that will lead MMDX, improve employee DX literacy, and form a DX community.

DX does not consist solely of concrete digital technology promotion measures aligned with business and management infrastructure enhancement themes. It also includes the promotion and improvement of the DX mindset and literacy of Group employees. The Digital Transformation Management Office has created a climate of free discussion by diverse personnel, unconstrained by organizational hierarchy. It is continuously working to transform the organization, not only by directing digitization but also by having an overall positive influence on work approaches, through the unprecedented opportunities for communication it is creating.

The past

Plants, offices,laboratories,	Business partners
	and other sites	(customers, etc.)
	Advanced	Order reception, sales,
	Products	and other systems
	Metalworking	Sales, production,
	Solutions	and other systems

Metals	Sales support and
other systems
Corporate	MG accounting and
other systems

Mature technologies (DB2+Java)

Integrated servers

IT platform monitoring and operation

The future

Plants, offices, laboratories,	Global subsidiaries	Home/non-office locations
	and subsidiaries
	Individual					Business partners
	local					(customers, etc.)
	systems
						External
						data

Mature technologies

Integrated servers

Integrated monitoring and operation, including existing environments (ensuring safety)

Data literacy improvement measures

Advanced data analysis personnel

Develop and train 100 or more data scientists

Advanced data scientists

Data scientists

Data engineers

Personnel that utilize data

Promote the improvement of operations by all employees by utilizing data

BI personnel (developers)

All employees (personnel that use BI tools)

Advancement of management decision-making

Gather data from inside and

outside the company

Centrally managed data visualization and analysis

Data-baseddecision-making

Group-wide	DX Talent training course
education
system	DX leaders	DX leaders (IT)		Data scientists
		(business)
		Personnel that can provide	Personnel that can serve		Experts that improve and
Manager		new value to customers	as a bridge between		enhance business and
training		and create new businesses	business and IT and lead		operations through
			system implementation		data analysis
Backbone	DX leader basic training		Data scientist training
employee
training

		DX introductory course
2nd year	A "library" filled with
Open training that anyone can
training	DX-related information
apply to participate in

Current work content/career views

Latest digital/IT knowledge

Promote opinion-sharing, inquiries, and flat (non-hierarchical) discussions

Mentee (management)	Mentor
	(Junior employee)

Measure example: Reverse mentoring system

Normally, in mentoring systems, senior employees (mentors) provide advice and support to junior employees (mentees). However, with reverse mentoring, junior employees are the mentors, providing advice to employees in upper level positions (management positions). The aim is to invigorate communication throughout the organization, regardless of hierarchical position.

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P59-60

[About the Mitsubishi Materials Group]

Corporate Philosophy System

Overview of Corporate Activities under the Corporate Philosophy System

Value Creation and	Top Message	About the Mitsubishi	Business Strategies	Corporate Strategies	Strengthening the	Governance	Financial Data/
Performance	Materials Group	Foundation	Corporate Data

[About the Mitsubishi Materials Group]

Establishment of Sustainable Management Office

We have established a Sustainable Management Office for the purpose of promoting the centralized handling of company-wide management issues regarding sustainability.

The Mitsubishi Materials Group Philosophy is "For People, Society and the Earth." We pursue business operations by applying our corporate resources and contributing to the sustainable development of society to realize our Corporate Philosophy.

Purpose

Since tackling management issues regarding sustainability is essential for the Group to improve its corporate value in the medium- to long-term, we established the Sustainable Management Office on April

will enable the Group to actively solve issues regarding sustainability and appropriately handle issues from a risk management perspective, which will contribute to both building a sustainable society and improving corporate

Mitsubishi Materials Group Philosophy System

Our corporate philosophy system places the

Corporate Philosophy

For People, Society and the Earth

1, 2020 to promote centralized handling of such issues. The activities led by the Sustainable Management Office

value in the medium- to long-term.

philosophy at the top, and underpins it with our vision, values, and code of conduct. SCQDE determines the order of priority applied when making decisions about our work processes, and compliance is at the very foundation of all our activities.

Each of us conscientiously performs our daily work in each of our roles with this content as our keystone. Through these efforts, we are firmly committed to building

Vision

The image of what we want to be

Our Values

The values we should cherish

Code of Conduct

The rules we abide by

Mission and Overview of the Organization

The mission of the Sustainable Management Office is to promote centralized handling of various management issues in order to contribute to developing a sustainable society and enhance corporate value in the medium- to long-term via business activities that follow the corporate philosophy of the Group.

The organization is led by the Chief Executive Officer as Chairperson and composed of members across the entire company. It contains panels specialized by theme, where issues are identified, then countermeasures

are formulated, measures implemented and follow-up carried out. As the issues we should address shift with social or other factors, the composition of the Panels and the issues to be dealt with will be flexibly rearranged.

Centralized management will also enable us to gather together the opinions of stakeholders and reflect those opinions in our management issues, and we will aim to build a system that enables us to appropriately disclose and explain our activities and promote dialog.

a better tomorrow for Mitsubishi Materials Group, and making a difference for People, Society and the Earth.

Safety & Health

SCQDE

The order of priority for decision making

Compliance

The foundation of all of our activities

The "SCQDE" was established in fiscal 2019 as a measure towards enhancing Group governance. SCQDE stands for "Safety & Health (S),

Sustainable management system (as of July 1, 2021)

Board of Directors

Executive Officers' Meeting

Sustainable Management Ofce:

General Manager: Chief Executive Officer Deputy General Manager: Corporate directors

Members: All special panel heads, all General Managers related to the Head Office Secretariat: Corporate Strategy Dept./CSR & Compliance Dept.

(special panel)

Compliance & Environment

Quality

Thorough implementation of SCQ is given priority over earnings by reecting the quality issues

Delivery

Fullling all of SCQD brings us customers' trust

Earnings (Reasonable prot)

(Obtained based on "customer" trust after satisfying SCQD)

Compliance & Environment (C), Quality (Q), Delivery (D) and Earnings (E)." Although each element is important in its own right, SCQDE outlines an order of priority for making decisions when executing business tasks, and is positioned as a supplemental policy to the Code of Conduct.

In providing customers with our products & services, we should thoroughly fulfill SCQ at first and satisfy D.

We believe that we will be able to obtain trust from customers and society by continuously executing SCQD in good faith, and this will produce a reasonable profit.

• "Customers" in this context refers to both customers outside our group and to the businesses (including products and services) of each employee.
  Business includes transactions between group companies and support from the corporate department to business departments, etc.
• "SCQDE" is pronounced "S. C. Q. D. E."

Communications Panel
Information exchange and response policy
discussion related to communication with
stakeholders	P73

Governance Panel

Promotion of strengthening measures for cross-organizational governance

P61

Climate Change and Energy Panel

Clarification and discussion of measures
for issues related to global warming and
climate change	P68
Information Security Panel
Protection of information assets from
information security risks and normal
maintenance of corporate activities	P72

Human Rights Panel

Promotion of efforts to prevent and mitigate adverse effects on human rights

P73

Compliance Panel

Policy discussion and sharing of information related to compliance measures, etc.

P61

Environmental Management Panel

Aiming for zero environmental violations and accidents

P70

Zero Disaster Promotion Panel

Promotion of construction of safety & health, disaster prevention and safety systems; establishment of safety awareness and fostering of a safety culture P60

Corporate Functions Optimization Panel

Pursuit of efficient and highly productive work styles based on digitization

P67

Risk and Crisis Management Panel

Discussions related to measures to
respond to serious risk and crises, and	P64
monitoring of issues and effectiveness
Quality Management Panel
Sharing of information related to quality
control and recurrence prevention, and
discussion and promotion of measures	P56

Health and Productivity Management Panel

Promotion of strategic practices upon consideration of employee health management from a management perspective

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Value Creation and	Top Message	About the Mitsubishi	Business Strategies	Corporate Strategies	Strengthening the	Governance	Financial Data/
Performance	Materials Group	Foundation	Corporate Data

[About the Mitsubishi Materials Group]

Global Atlas

Sales by Areas / Numbers of Affiliates / Numbers of Employees (Consolidated)

As of March 2021

( Main Mitsubishi Materials premises Main Group companies)

Europe

North America

Number of affiliates: 24

Number of affiliates: 18

Advanced Products

Advanced Products

Number of employees: 3,784

Mitsubishi Polycrystalline Silicon America

Luvata Oy (Finland)

Number of employees: 1,175

Corporation (USA)

Luvata Pori Oy (Finland)

Luvata Waterbury, Inc. (USA)

Luvata Wolverhampton Ltd. (United Kingdom)

Luvata Appleton LLC (USA)

Luvata Welwyn Garden Ltd. (United Kingdom)

Japan

Luvata Ohio, Inc. (USA)

Accurate Wire, Inc. (USA)

Metalworking Solutions

MMC HARTMETALL GmbH (Germany)

Metalworking Solutions

MITSUBISHI MATERIALS ESPAÑA, S.A. (Spain)

Number of affiliates: 62

Head Office (Tokyo)

Mitsubishi Materials U.S.A. Corporation (USA)

Metals

MMC HARDMETAL OOO Ltd. (Russia)

Number of employees: 16,414

Sapporo Branch (Hokkaido)

Akita

Refinery (Akita Prefecture)

Cement

Mitsubishi Cement Corporation (USA)

MMC HARDMETAL POLAND Sp.z o.o. (Poland)

Tohoku Branch (Miyagi Prefecture)

Ikuno Plant (Hyogo Prefecture)

Metals

Nagoya Branch (Aichi Prefecture)

Naoshima Smelter & Refinery (Kagawa Prefecture)

MCC Development Corporation (USA)

MM Metal Recycling B.V. (The Netherlands)

Osaka Regional Head Office (Osaka Prefecture)

Hosokura Metal Mining Co., Ltd. (Miyagi Prefecture)

Robertson's Ready Mix, Ltd. (USA)

East Asia

Kyushu Branch (Fukuoka Prefecture)

Onahama Smelting and Refining Co., Ltd. (Tokyo)

Aluminum

Thermalex, Inc. (USA)

Saitama Property Management Office (Saitama Prefecture) Materials Eco-Refining Co., Ltd. (Tokyo)

Smart Factory Promotion Center (Saitama Prefecture)

Cement

Number of affiliates: 14

Mitsubishi Materials (Shanghai) Corporation (China)

Production Engineering Center (Saitama Prefecture)

Aomori Plant (Aomori Prefecture)

Number of employees: 771

Advanced Products

Central Research Institute (Ibaraki Prefecture)

Iwate Plant (Iwate Prefecture)

QINGDAO ECOBRASS CO., LTD. (China)

Materials' Finance Co., Ltd. (Tokyo)

Yokoze Plant (Saitama Prefecture)

Luvata Superconductors (Zhongshan) Limited (China)

Material Business Support Corporation (Saitama Prefecture) Higashitani Mine (Fukuoka Prefecture)

MM Metal Products (Suzhou) Co., Ltd. (China)

Kyushu Plant (Fukuoka Prefecture)

Advanced Products

MMC SHANGHAI CO., LTD. (China)

Wakamatsu Plant (Fukushima Prefecture)

Ryoko Lime Industry Co., Ltd. (Tokyo)

MMC ELECTRONICS KOREA INC. (KOREA)

Ceramics Plant (Saitama Prefecture)

Environment & Energy Business

Metalworking Solutions

Yokkaichi Plant (Mie Prefecture)

Energy Project & Technology Center (Saitama Prefecture)

TIANJIN TIANLING CARBIDE TOOLS Co., Ltd. (China)

Sakai Plant (Osaka Prefecture)

AKITA HATSUDEN Co.,Ltd. (Akita Prefecture)

Southeast Asia

Sambo Plant (Osaka Prefecture)

Hachimantai Geothermal Co., Ltd (Akita Prefecture)

Sanda Plant (Hyogo Prefecture)

2021 and became Hachimantai Green Energy Corporation)

(Merged with AKITA HATSUDEN Co.,Ltd. in April

Mitsubishi Materials Electronic Chemicals Co., Ltd. (Akita Prefecture)

East Japan Recycling Systems Corporation (Miyagi Prefecture)

Number of affiliates: 20

Mitsubishi Materials Southeast Asia Co., Ltd. (Thailand)

Mitsubishi Cable Industries, Ltd. (Tokyo)

Metalworking Solutions

New Energy Fujimino Co., Ltd. (Saitama Prefecture)

MMC TOOLS (THAILAND) Co., Ltd. (Thailand)

Metalworking Solutions

Number of employees: 4,972

Advanced Products

Kitakyushu Ash Recycle Systems Co., Ltd. (Fukuoka Prefecture)

Tsukuba Plant (Ibaraki Prefecture)

MMC ELECTRONICS (THAILAND) Ltd. (Thailand)

MMC HARDMETAL INDIA PVT. LTD. (India)

Aluminum

Ryoshindoh Manufacturing Sdn. Bhd. (Malaysia)

Metals

Gifu Plant (Gifu Prefecture)

Universal Can Corporation (Tokyo)

Luvata Malaysia Sdn. Bhd. (Malaysia)

PT. Smelting (Indonesia)

Akashi Plant (Hyogo Prefecture)

Mitsubishi Aluminum Co., Ltd. (Shizuoka Prefecture)

South America

GOTOH PHILIPPINES CORPORATION (Philippines)

MOLDINO Tool Engineering, Ltd. (Tokyo)

Aluminum

Affiliated

MMC ELECTRONICS (M) Sdn. Bhd. (Malaysia)

Japan New Metals Co., Ltd. (Osaka Prefecture)

MA EXTRUSION INDIA PVT. LTD. (India)

Mitsubishi Materials Trading Corporation (Tokyo)

Number of affiliates: 2

Advanced Products

MMC ELECTRONICS Lao Co., Ltd. (Lao)

Mitsubishi Materials Techno Corporation (Tokyo)

Number of employees: 35

Luvata São Paulo

(Brazil)

Metals

Mitsubishi Materials Chile SpA (Chile)

Oceania

30

Other areas 1.13%

Number of affiliates: 1

Cement

16,832 (millions of yen)

Number of employees: 11

MITSUBISHI MATERIALS

Asia 25.89%

Regional

Countries of overseas advance

(AUSTRALIA) Pty., Ltd. (Australia)

384,548 (millions of yen)

breakdown of sales

/number of region

Total amount:

Japan 54.56%

1,485,121

810,298 (millions of yen)

Europe 9.18%

(millions of yen)

136,305 (millions of yen)

Number of Employees

137,136 (millions of yen)

(consolidated) : 27,162

United States 9.23%

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[About the Mitsubishi Materials Group]

Mitsubishi Materials DNA of Transformation

Value Creation and	Top Message	About the Mitsubishi	Business Strategies	Corporate Strategies	Strengthening the	Governance	Financial Data/
Performance	Materials Group	Foundation	Corporate Data

From the past & into the future.

Mitsubishi Materials will achieve "Transformation for Growth" by meeting social needs that change with the times.

The Mitsubishi Group was born when Tsukumo Shokai, the forerunner of Mitsubishi Materials Corporation, entered the coal and metal mining business.

For 150 years, the Company has supported Japan's rapid development as it has grown by diversifying its operations and reforming its business structures to meet social needs that changed with the times.

We will continue our tradition of creating new raw materials, products and solutions, and contribute to the sustainable development of society.

In Step with Modern Japan		Coals and metals businesses advance		Business diversied with postwar rebuilding

Birth and Growth of Mitsubishi Materials		Further Globalization
Merger of Mitsubishi

The four strengths of

Mitsubishi Materials Corporation cultivated of 150 years of history

1

Advanced recycling

technology and

business platform

1871	In the possession of
Mitsubishi Archives
Tsukumo	1893
Mitsubishi
Shokai
Goshi Kaisha
Tsukumo Shokai	Mitsubishi Goshi Kaisha
established	established.

Coal mine leased from the Shingu clan in Kishu.

Breakup of coal and metal divisions with dissolution of business conglomerates.

1950

Mitsubishi Mining

Company Ltd.

		Taihei Mining Co., Ltd.
1918		name changed to
	Mitsubishi
Mitsubishi Mining
	Metal Mining
Company Ltd.
Mitsubishi Mining		Company Ltd.
Company Ltd.,	1950	1952
established.	Mitsubishi Metal
Taihei Mining
	Mining Company
	Co., Ltd.
	Ltd.

Mitsubishi Mining Company Ltd.,

Mitsubishi Cement Corp.

and Hokoku Cement Corp. merge into Mitsubishi Mining & Cement Co., Ltd.

1973

Mitsubishi Mining

• Cement Co., Ltd.

Mitsubishi Metal Mining Company Ltd. name changed to Mitsubishi Metal Corporation

1973

Mitsubishi Metal

Corporation

Metal Corporation and Mitsubishi Mining & Cement Co., Ltd.
Birth of Mitsubishi Materials Corporation
Mitsubishi Materials
founded.
1990	2021
Mitsubishi Materials
Corporation

2

Value chain from raw materials to products with a stable supply

1873

Name changed to Mitsubishi Shokai; Yoshioka Mine acquired.

1896

Metal refining business initiated.

1917

Mining Research Institute (current Central Research Institute) and Naoshima Smelter & Refinery established.

1920

Kanda Plant (current Kyushu Plant) established.

Cement production initiated.

1942

Tokyo Metals Plant established; cutting tools business initiated.

1954

Mitsubishi Cement Corp. established.

1959

Production of high-purity silicon for semiconductors initiated.

1962

Mitsubishi Reynolds Aluminum Co., Ltd. (current Mitsubishi Aluminum Co., Ltd.) established.

1972

Fujioyama Plant (aluminum beverage can business) established.

1974

Onuma Geothermal Plant begins operation.

1976

Production and sales of ceramic electronic components begun.

1988

Mitsubishi Cement Corp. established in the United States.

1989

Sanda Plant established.

1990

Sakai Plant established.

1991

Tsukuba Plant established.

1995

MMMC Tools (Thailand) Co., Ltd. established.

1996

PT. Smelting (Indonesia) Gresik Smelter and Refinery established, marking the Company's entry into the copper smelting business.

1998

Ube-Mitsubishi Cement Corp. established.

1999

Business of home appliance recycling commenced.

2012

Robertson's Ready Mix, Ltd. (USA) made a wholly-owned subsidiary.

2014

MMC Electronics Lao Co., Ltd. established.

2015

Hitachi Tool Engineering, Ltd. made a consolidated subsidiary and name changed to Mitsubishi Hitachi Tool Engineering, Ltd.

2016

Second E-Scrap Center completed at Naoshima Smelter & Refinery.

E-Scrap receiving and processing expanded to achieve the leading share of the world market.

2016

1. Metal Recycling B.V. established in the Netherlands; collection of E-Scrap from the European region expanded.

2017

Luvata Special Products Division acquired, expanding the copper & copper alloy products business.

2017

TianJin LingYun Tool Design Co., LTD. renovated, strengthening the technical support provided for cutting work.

2017

Kitakyushu Ash Recycle Systems Co., Ltd. established.

2018

New Energy Fujimino Co., Ltd. established.

2019

Yuzawa Geothermal Power Generation Corporation's Wasabizawa Geothermal Power Station commenced commercial operation.

2019

Became a Company with a Nomination Committee.

2020

Merged with Mitsubishi Shindoh Co., Ltd., and established Wakamatsu Plant and Sambo Plant.

2020

Made Mitsubishi Hitachi Tool Engineering, Ltd. a wholly owned subsidiary and changed name to MOLDINO Tool Engineering, Ltd.

3

Unique material development and manufacturing technology

				Manufacture of wirerod at the Osaka Smelter &		Burning ceremony for new reverberatory furnaces
		Kanda Plant (currently Kyushu Plant)		Refinery (around 1952)		at Naoshima Smelter & Refinery (1969)
Yoshioka Mine (1900)		No. 1 Kiln burning ceremony (1920)

Mining Research Institute just after		Hi-Silicon Co., Ltd.				QC circle (small group improvement		Cushenbury Plant, Mitsubishi Cement Corp.
relocating from Shinagawa to Omiya (1939)		(currently Yokkaichi Plant) (1967)		Onuma Geothermal Power Station (around 1968)		activities) at the Ceramics plant (1980s)		(around 1990)

Cemented carbide products manufacturing process (1960s)		The renovated and reopened TianJin
		LingYun Tool Design Co., LTD. (2017)

Fuji Plant of Mitsubishi Reynolds Aluminum
Co., Ltd. under construction (currently
Mitsubishi Aluminum Co., Ltd.) (1963)	MM Metal Recycling B.V.	Luvata Pori Oy

4

A team that can unite to resolve issues

26 MITSUBISHI MATERIALS CORPORATION INTEGRATED REPORT 2021

MITSUBISHI MATERIALS CORPORATION INTEGRATED REPORT 2021 27