OSAKA SODA : REPORT 2023

Integrated Report OSAKA SODA REPORT 2023

Our History

The past 100 years and the next 100 years.

Something Better with Chemicals for Society and the Future

Table of Contents

● Our History	P01
● Message from the President	P03
STORY1 Value Creation

2018：

Commenced manufacture of non-phthalate allyl resin

2017：

Commenced manufacture of acrylic rubber Opened Research & Development Center

Expanded into manufacturing analytical equipment such as columns

Allyl Ethers	Functional Chemical
● Silane coupling agents	Products
● High-gloss metal
coatings, etc.

● Value Creation Process	P07
● Strengths and Distinguishing	P09
Aspects
STORY2 Growth Strategy
●New Medium-term Management	P13
Plan Summary
● Strategy by Business Segment	P15

2007：

Commenced manufacture of modified silica gel

2006：

Commenced manufacture of high-purity epoxy resin

2001：

Commenced manufacture of modifying agent for low fuel consumption tires Expanded into the resource recycling business

1994：

Foundation of our innovative

product development

Allyl Chloride（AC）

Epichlorohydrin（EP）

Synthetic Rubber

● Heat-resistant and oil-resistant hoses for automobiles

● Rubber rolls for OA, etc.

Synthetic Resin

● R&D	P17
● Feature: Expanding Healthcare	P19
Business
STORY3 System Supporting
Value Creation
● Sustainability Initiatives	P21
● Corporate Governance	P23
● Creating an Employee-friendly
Workplace/Developing Human	P29
Resources
● Process Safety & Disaster
Prevention/Occupational Safety	P31
& Health

Commenced manufacture of active pharmaceutical ingredients (APIs) and their intermediates

1992：

Started production of silica gel (purification materials for pharmaceuticals) for liquid chromatography

1990s -

Entered healthcare business

Modified silica gel production facilities

1980s:

Developed electrode business

1979：

Started production of epichlorohydrin rubber

1978：

Basic

Chemical

Products

• Semi-conductors
• Laminated boards
• Coatings for ships and automobiles, etc.
• Agricultural chemicals, etc.

Electrolysis

Chlor-AlkaliTechnology

• UV curable inks
• Electronic components, etc.

Modifying

Agent for

Low Fuel

Consumption

Tires

● Chemicals Management/Safety	P34
and Quality
● Climate Change	P36
● Environmental Preservation	P38
● Non-financial Highlights	P40
● Consolidated Financial	P41
Highlights

Commenced manufacture of allyl ethers

1971：

Built Mizushima Plant

Commenced integrated manufacture of Allyl Chloride (AC) and Epichlorohydrin (EP)

1962：

Started production of diallyl phthalate (DAP) resin

1961：

Opened Research Center

Commenced manufacture of allyl chloride (AC)

• Bleach for paper, pulp and fiber
• Sterilization of water supply
• Disinfectants and deodorants
• Neutralization and waste water treatment agents, etc.

Electrodes

• Steel plated sheets for consumer electronics, etc.

Editorial Policy:

This report is issued to explain the Group's corporate value creation initiatives to all stakeholders in easy-to-understand terms. The report includes detailed information on the status of activities and data in order to help deepen understanding of the Group's business activities and ESG-related initiatives.

Reporting Period:

Fiscal 2022 (April 1, 2022 - March 31, 2023) (some parts of this report include activities undertaken outside the reporting period)

Reporting Entities:

1960s -

Expanded into the organic chemicals field to create new value added through unique chemical technologies

1952：

Built Matsuyama Plant

1931：

Built Amagasaki Plant

1916：

Built Kokura Plant

1915：

Osaka Soda established

Epichlorohydrin (EP) production facilities

Functional

Food

Ingredients

APIs and their Intermediates

Pharmaceutical

Purification

Others

MaterialBuilding

Recycling Materials

OSAKA SODA Co., Ltd., and OSAKA SODA Group companies (however, for non-financial

1913：

Healthcare

Materials

data and some other parts, the scope of data is different.)

Note Regarding Outlook:

This report includes the outlook for such items as future plans and strategy. Actual results may differ from the outlook for various reasons.

Established Japan's first manufacturing method for caustic soda using electrolysis

1913 -
Contributing to industrial
Group Mission Statement	To contribute to the realization of a safe and affluent society
development as a pioneer of
	through our creative technologies and innovative products
electrolysis technology

01

02

Message from the President

Based on our mission statement of

"to contribute to the realization of a safe and affluent society through our creative technologies and innovative products," we aim to realize "our ideal image" when we celebrate the 120th anniversary of our founding.

November 2023

President and CEO

Kenshi Terada

Capturing the global niche top position through unique technology capabilities

With the founding of the Company as a pioneer in the electrolytic soda industry in 1915, we launched our chlor-alkali business. Osaka Soda has grown into a company that boasts multiple products with a global niche top (GNT) share both in Japan and overseas through the introduction of derivative products based on this start.

The history of the Company, which has produced competitive, unique products, reveals that our start was establishing Japan's first electrolytic method based on domestic production technology. Considering that when the Company was founded, the start of the soda industry, Japanese companies conducted business by introducing technology from overseas, I think that we possessed a venture spirit that embodies perseverance and the ability to achieve results. After that, we entered the organic chemical field and built an AC/EP chain that consists of synthetic resin, synthetic rubber, and allyl ethers, which are made from allyl chloride (AC) and epichlorohydrin (EP), and in the field of inorganic chemicals, we expanded business into silica gel used in the manufacturing of medical products as one part of our development of caustic soda derivative products.

We have been able to beat out the competition and capture the global top niche position with our products because of not only our technology capabilities that have made it possible to discover unique catalysts, develop new grades, and develop new uses but also our production technology capabilities, such as improvement in yields and processes.

These two technology capabilities are the core of our "innovative product development " and our strength. Furthermore, we have carried on the unyielding spirit fostered during this process.

Record profit and progress in establishing foundation for further growth

In fiscal 2022 (the fiscal year ended March 2023), the final year of the previous medium-term management plan EMPOWER THE NEXT - 22, we posted record profit at all levels for the second consecutive year, with net sales surpassing 100.0 billion yen for the first time after applying revenue recognition standards. This was primarily because the market for epichlorohydrin, our main basic chemical product, was firm, particularly in the first half. Furthermore, we expanded allyl ethers production capacity in fiscal 2021, and demand for this product for use in functional coatings and electronic materials rose. Dramatically growing the high value-added healthcare business into a core business was also a major factor behind the Group being able to increase earnings even during periods of uncertainty.

The previous medium-term management plan, which covered the two years from fiscal 2021, was positioned as a period to build up our strength following the COVID-19 pandemic with an eye toward the Group's "vision" for fiscal 2025. When formulating the plan, we deliberated on not only each business and product strategy but also the ideal form of each division, such as the corporate division; depicted "our ideal image" for fiscal 2035, the 120th anniversary of the Group's founding; and worked back from there to set various issues that should be addressed to "EMPOWER" the Company,

which we formulated into basic policies.

Of the four basic policies, the one that I am most focused on is "reforming corporate culture and organizational culture." During the many years I was assigned overseas, I came to think that the low productivity that plagues the Japanese manufacturing industry is because of slow decision making and the large number of wasteful operations. In order to free ourselves of this character and gain the speed to compete globally, it is important that all employees thoroughly work in a highly productive manner. We formulated a new system of principles in 2021 to align our efforts to implement reforms. Through the previous medium-term management plan, we reinforced our organization and human resource capabilities by promoting not only operational reform activities based on this but also human resources system reforms and greater operational efficiency.

As for "building a resilient business foundation," we introduced a division-based organizational structure, in which each of the divisions―chemicals, chemical specialties, and healthcare―conduct integrated manufacturing, sales, and development, and revised the structure into one that makes it possible to flexibly and quickly develop and implement strategies from a broad perspective, including

03

04

Message from the President

expert knowledge and related fields. Over the past two years, we were able to move the Kokura Plant to Kitakyushu and steadily make investments in growth fields, such as reinforcing facilities for our various products, including allyl ethers, pharmaceutical purification materials, and APIs and their intermediates.

Turning to "promotion of market-in-type development," we have succeeded in developing new materials that we have high expectations for in the future, such as silver nanoparticles for power semiconductors and materials for next-generation batteries, including semi-solid state batteries, by leveraging our unique technology acquired in global niches. On the other hand, one issue is the speed from development to product launch. There is still plenty of room to refine our efforts to create a system that directly ties customers' opinions to R&D, sets highly precise development topics driven by business divisions, and quickly launches products.

In regard to "efforts to achieve the SDGs," we have set a basic policy and materiality and established a Sustainability Committee as one part of the governance system in order to create a foundation to promote sustainability in the future. Of course, we will promote initiatives to achieve medium- and long- term goals, such as reducing greenhouse gas (GHG) emissions, but will also expand disclosure of non- financial targets by issuing an integrated report and other measures.

Aiming to achieve "our vision" with an eye on "our ideal image"

Through the new medium-term management plan "Shape the Future - 2025 (fiscal 2023 to 2025)," which was announced in November of 2023, we are working to realize "our vision" for 2025, which was formulated with an eye on "our ideal image" for fiscal 2035, the year we celebrate the 120th anniversary of the Group's founding.

Although the release or our new medium-term management plan was delayed half a year because of malfunctions with the main equipment at the AC production facilities of the Mizushima Plant in April 2023, we have steadily implemented various measures, even before releasing the plan, because no changes were made to "our vision" and strategies we should implement to achieve that vision.

In light of changes that the Group faces, such as adapting to changes in the business environment, maximizing business growth, creating new business opportunities, and meeting the demands of society,

we clearly indicated in the new medium-term management plan, the issues that the various divisions should unite to address in order to achieve sustainable growth. Touting "continuous strengthening of our base in existing businesses," "strengthening of new product creation capabilities," and "promotion of sustainability management" as our basic policies, we will implement concrete measures based on set KPI.

Earnings targets for fiscal 2025, the final year of the plan, are net sales of 123.0 billion yen, operating income of 18.0 billion yen, and ROE of 10% or more, and we will continue to reinforce our business foundation to achieve further grow in the future through aggressive strategic investments in R&D and growth fields such as healthcare.

Promoting sustainable management for sustainable growth

The Group has set a Basic Policy on Sustainability of "aiming to combine contributing to the realization of a sustainable society through our business activities with enhancing our corporate value." Having designated the four key issues of providing social value through business, strengthening business foundations, developing human resources, and strengthening CSR activities as materiality based on this policy, we ascertain the state of achieving KPI for each materiality and manage progress in achieving them, with the Sustainability Committee playing a central role.

Furthermore, the Group considers human resource development a pillar for medium- and long-term growth, set a human resource policy of "self-disciplined members of society" and "people who continuously achieve personal growth," and accelerated investment in human capital in order to transform into a "company where employees can fully demonstrate their abilities," which is "our ideal image" for 2035. Our goal is for all employees to make full use of their abilities and contribute to the growth of society and the Group by not only creating a work environment that incorporates the values of diverse human resources and provides employees a sense of work satisfaction but also revising our human resource and training systems.

Embodying "our ideal image" and meeting the needs of stakeholders

Based on the Group's mission statement of "to contribute to the realization of a safe and affluent society through our creative technologies and innovative products," we recognize that we have to implement the various measures in the new medium-term management plan and achieve "our ideal image" for 2035 to meet the needs of stakeholders.

EMPOWER THE NEXT - 22

(FY2021-FY2022)

Shape the Future - 2025

(FY2023-FY2025)

"Our vision" for 2025

・For the Basic chemicals business, strengthen resistance to changes in the business environment and generate stable profit by reinforcing existing businesses, creating new businesses, and expanding the scale of business

・For the Functional chemicals business, maintain and expand the market share of global niche- top products as Osaka Soda's growth engine by expanding existing businesses and developing new applications and materials

・For the Healthcare business, expand into growth fields such as biopharmaceuticals in response to changes in pharmaceutical modalities

・Establish a development system for the continuous launch of new products

"Our ideal image" for 2035,

the 120th anniversary of

our founding

To put the new philosophy system into practice and root it in the corporate culture

・Build a resilient and flexible business foundation supported by the Chemicals, Functional Chemicals, and Healthcare businesses

・Create next-generation pillars of earnings in the fields of Mobility, Information and communication, Environment and energy, and Health and healthcare

・Become a company where employees can fully demonstrate their abilities

In fiscal 2023 (the fiscal year ending March 2024), we caused substantial trouble and concern for stakeholders because of malfunctions in the main equipment used at AC production facilities that occurred at the beginning of the fiscal year. We will continue to do all that we can to fully repair the facilities by the end of the fiscal year as planned and return to stable and safe operation as quickly as possible. Although we expect profit for the full fiscal year to fall substantially, we will continue to pay a stable dividend. Over the three years

of the new medium-term management plan, we will conduct stock buybacks and aim to pay a total shareholder return ratio of 40% by maintaining the basic policy related to dividends.

Because we are working to actively provide information to shareholders and investors through such efforts as appropriate and timely disclosure and the release of this integrated report and to communicate with various stakeholders, we hope for your greater understanding and continued support.

05

06

Value Creation Process

STORY1 Value Creation

Group Mission Statement To contribute to the realization of a safe and affluent society through our creative technologies and innovative products

INPUT

Financial capital

• Net assets: ¥99.5 billion
• Equity ratio: 72.1%

Human capital

• Employees: 1,017
• Ratio of employees engaged in R&D: 17%
• Employees with national qualification: 1,716 (total)

Production capital

• Property, plant and equipment: ¥25.1 billion
• Main manufacturing sites: five sites in Japan
• Capital expenditure: ¥5.3 billion

Strengths

Established a global niche top (GNT) position,

a competitive advantage due to innovative product development

Captured GNT position

Established a competitive advantage

innovative product development

• Develop niche fields through unique technology

3	Efficient production	2	Maximize profit from the
methods and production	chain through integrated
	system		manufacturing

Interaction between strengths, foundation, and strategy

OUTPUT

FY2022 Consolidated Results

Net Sales: ￥104.2 billion

Operating Income: ￥15.5 billion

ROE: 11.5%

• By Segment

Basic Chemical Products

Net Sales: ￥42.3 billion

Operating Income: ￥4.8 billion

Functional Chemical Products

Net Sales: ￥31.8 billion

Operating Income: ￥6.3 billion

Healthcare

OUTCOME

Aiming to combine contributing to the realization of a sustainable society through our business activities with enhancing our corporate value

Basic Chemical Products

Value created: Contributions to the creation of a healthy living environment that provides peace of mind

• Chlor-alkaliproducts are used for water treatment chemicals, fertilizers, agricultural chemical raw materials, and disinfectants

Functional Chemical Products

Value created: Contributions to reduced environmental burden

● DAP resin is used for energy efficient UV ink that does not use

organic solvents

● Epichlorohydrin rubber contributes to reduction in transpiration

gases from cars

● Acrylic rubber is used around turbo engine for eco-friendly cars

Natural capital

• Energy consumption (crude oil equivalent): 225 thousand kL
• Water consumption:
  26,337 thousand t
• Raw materials: 565 thousand t

Intellectual capital

• Research & Development expenditures:
  ¥2.5 billion
• Research & Development Center
• Seven core technologies

Social/relationship capital

● Contributions to local community

● Industry-academia-government

Business continuity

foundation

• Sustainability initiatives
• Corporate Governance
• Human Resource Development
• Process safety & disaster prevention/Occupational safety & health
• Chemical properties, safety, and quality
• Addressing climate change issues
• Environmental Preservation

Business strategy

"Our vision" for 2025

• For the Basic chemicals business, strengthen resistance to changes in the business environment and generate stable profit by reinforcing existing businesses, creating new businesses, and expanding the scale of business
• For the Functional chemicals business, maintain and expand the market share of GNT products as Osaka Soda's growth engine by expanding existing businesses and developing new applications and materials
• For the Healthcare business, expand into growth fields such as biopharmaceuticals in response to changes in pharmaceutical modalities
• Establish a development system for the continuous launch of new products

Net Sales: ￥10.2 billion

Operating Income: ￥4.6 billion

Trading and others

Net Sales: ￥19.7 billion

Operating Income: ￥0.9 billion

● CABRUS™ is used in modifying agent for energy-efficient tires

Healthcare

Value created: Contributions to the pharmaceutical industry that is providing more diverse treatment methods

• Pharmaceutical purification materials are used in the production process for diabetes medications
• APIs and their intermediates contribute to the pharmaceutical industry through contract development and manufacturing business

"Our ideal image" for 2035

(the 120th anniversary of our founding)

● Build a resilient and flexible business foundation supported by the

Chemicals, Functional Chemicals, and Healthcare businesses

collaboration

New Medium-term Management Plan "Shape the Future - 2025"

1. Continuous strengthening of our base in existing businesses
2. Strengthening of new product creation capabilities
3. Promotion of sustainability management

● Create next-generation pillars of earnings in the fields of Mobility,

Information and communication, Environment and energy, and Health

and healthcare

● Become "a company where employees can fully demonstrate their

abilities"

07

08

Strengths and Distinguishing Aspects

STORY1 Value Creation

Osaka Soda has captured the global niche top share with many of its product lines.

History of developing strengths

• Succeeded in being first to domestically manufacture caustic soda in Japan using unique electrolysis technology and entered undeveloped, promising market ＞

drive market growth and leverage our advantages. We have been able to build a business environment partially shielded from price competition as a result of the potential of unique products made with our proprietary technologies and our presence in the market.

• Building a core business by expanding derivative products from electrolysis 】

Osaka Soda's current strength dates back to its success in being the first company in Japan to undertake industrial- scale production of caustic soda using a unique technology in 1913. Through the process of launching domestic production,

Competitive advantage of innovative

Basic Chemicals

Functional Chemicals

Healthcare

we were able to establish a manufacturing method using unique technology, which was more efficient than overseas technology.

The Group's opportunity for strong growth materialized when it started to undertake propylene chlorination while searching for an effective use for chlorine co-produced in the caustic soda manufacturing process. In 1961, Osaka Soda succeeded in manufacturing allyl chloride through propylene chlorination before other companies in the industry at that time could fully enter the market. While commercializing allyl chloride, we also succeeded in commercializing

1,3-Dichloropropene(D-D), whose use as an agrochemical raw material was being promoted at that time by the Ministry of Agriculture as a measure to advance farming.

product development

• Developing niche fields using unique technology ＞

Through the development of seven core technologies (organic synthesis, inorganic synthesis, polymer synthesis, electrochemical, electrodes, nanotechnology, and biotechnology) based on the technology used at the time of our founding and their fusion over more than a century, we have grown by developing various new fields.

• Seven core technologies developed over the more than a century 】

1910s: Succeeded in the first domestic production of caustic soda

Launched domestic production of caustic soda

1950s: Entered the petrochemistry business

Producing basic

chemical products

using unique

technology and

1960s: Established integrated

raw material

production system

・Produced allyl chloride through propylene chlorination

・Transitioned to unique technology and launched production after introducing new technology

・Expected to see strong demand

1960s‒1980s: Rapid growth in production

of functional chemical products

Manufacture of

DAP Resin

・Produced DAP resin from allyl chloride (1962, Matsuyama Plant)

・Succeeded in the first industrial-scale production in Japan although U.S.- based Shell was the first in the world

・Created polymers from monomers

1990s‒present: Entered healthcare field

Manufacture of

APIs and

Intermediates

After that, Osaka Soda developed allyl chloride derivatives. In 1962, we developed a unique manufacturing method by introducing technology from overseas and were the first company in Japan to successfully launch industrial-scale production of DAP resin at the Matsuyama Plant. Furthermore,

Organic Inorganic

synthesis synthesis

manufacturing

methods

	Developed high-
	functional products
	using proprietary
	technology and	Manufacture of
Manufacture of	manufacturing
Allyl Ethers
Allyl Chloride	methods based on basic
	chemical products

・Developed method to manufacture optically active substances using microbes and entered the market of APIs and their intermediates

having expanded into the production of epichlorohydrin, we launched integrated manufacturing of a range of products from allyl chloride to epichlorohydrin at the Mizushima Plant in 1971.

Osaka Soda succeeded in commercializing epichlorohydrin rubber as a derivative product from epichlorohydrin. After emission regulations grew stricter in 1978, its use as a car part increased on account of its outstanding heat resistance, oil resistance, and low-temperature properties.

From the second half of the 1970s through the 1980s, we developed allyl ethers as derivatives of allyl chloride and epichlorohydrin. Because of this, we were able to build an allyl chloride (AC)/epichlorohydrin (EP) chain.

Osaka Soda also expanded into the healthcare field through the development of derivatives from caustic soda through a different chain. After developing derivatives from the production of sodium silicate, we launched production of pharmaceutical purification materials (silica gel for liquid chromatography) in 1992. Furthermore, we entered the APIs and their intermediates business in 1994 when we developed a method to manufacture optically active substances by applying technology used for epichlorohydrin waste-water treatment.

• New target niche field: Capture first mover advantage ＞

Biotechnology		Polymer
Technology	synthesis
	fusion
Nanotechnology		Electrochemical
	Electrodes

Each time it entered a niche market, Osaka Soda has established an exceeding efficient manufacturing method based on unique technology and developed and manufactured products with special functions and high value added. Through these efforts, not only have we driven market growth and captured a commanding market share, but also our core products have become staples for our customers for many years. Our lineup of global niche top products are distinctive for several reasons. First, they are difficult for other companies to imitate since they are manufactured using unique technologies, and during the process of capturing the

Co-production

of chlorine

・Co-produce chlorine in the caustic soda production process

・Used for disinfecting tap water while looking for other uses

Propylene					・Have produced various types
chlorination
	Launched integrated			of allyl ethers from allyl
			chloride since the 1980s
	manufacturing of allyl		Discovered microbe that
	chloride and
・Examined entering	epichlorohydrin at				undertakes optical resolution during
Mizushima in 1971				the production of epichlorohydrin
the petrochemical
business					・Developed epichlorohydrin rubber
・Confident that					from epichlorohydrin
				・Launched basic research in 1964
ethylene and
propylene					and succeeded in establishing
				stable production
chlorination
				・Greater quality stability than those
would become
foundation of					of rivals who entered the field first
petrochemical					・Started to be widely used for car
business					parts because of its outstanding
・Other companies	Manufacture				heat resistance, oil resistance, and
			low-temperature properties as the
of
selected ethylene				issue of more powerful car engines
Epichlorohydrin
・Selected propylene,				arose due to emission regulations
				in 1978
which there is little					・Launched full production at
competition
・Produced epichlorohydrin	Mizushima Plant in 1979
(launched research
on propylene	from allyl chloride
chlorination around	・Launched basic research in
1955)
1960 with an eye
	toward	Developed high-functional	Manufacture of
	industrial-scale		products based on basic	Epichlorohydrin
	production of			chemical product with	rubber
	epichlorohydrin			unique technology and
			manufacturing methods

・Launched production at the Matsuyama Plant in 1994

Manufacture of

Pharmaceutical

Purification

Materials

・Manufactured silica gel for liquid chromatography from sodium silicate (Amagasaki Plant, 1992)

Through the application of technology that it possessed when it was founded and fusion of that with newly obtained technology, Osaka Soda has grown by quickly entering new fields and capturing the first mover advantage. When developing new fields, we selected fields in which we could

top share, we have met the diverse needs of customers using our seven core technologies, steadily developed new uses, and strengthened our brand.

This is further increasing our share. It is precisely because of our development capabilities acquired through our unique

Established an AC/EP chain Built a new growth pillar with healthcare

Production of

sodium silicateDeveloped derivative products and expanded into the field of fine chemicals

・Osaka Soda as currently terminated production

09

10

Strengths and Distinguishing Aspects

STORY1 Value Creation

technologies that we have been able not only to develop a broad range of grades of our products but also to continually expand business without succumbing to changes in the market.

• Maximizing profits from the AC/EP chain through integrated manufacturing of products from basic chemicals through functional chemicals ＞

The source of the Group's competitiveness is the AC/EP chain based on integrated manufacturing that extends from basic chemical products to functional chemical products. Because of our integrated manufacturing, we have succeeded in maximizing profits by not only selling basic chemical products we manufacture to customers but also using them as the materials for our functional chemical products, adding value as derivative products, and then selling those products.

The first benefit is that we use our own materials. Of course, this offers a more stable and inexpensive supply of materials than if we purchased materials from other companies, but this also makes it possible to improve the quality of our derivatives through material quality control. For example, we can easily control the physical properties of epichlorohydrin rubber because we control the quality of epichlorohydrin, the raw material, and optimize epichlorohydrin rubber production. This leads to stable

production of derivatives, which will give us competitiveness and advantages.

• Maximizing profit

through integrated manufacturing 】

Supplying our own materials provides competitiveness

Basic chemical				Functional
	AC / EP Chain		Chemical
products
			Products

Stable chlorine demand

Another merit is that this makes it possible to choose a sales strategy that matches the business environment. It is generally necessary to reduce manufacturing facility utilization when the business environment deteriorates.

For epichlorohydrin, because of in-house demand for the product, it is possible to choose either to sell the product to customers outside the company or use it as material for our

own product. Osaka Soda can maximize profits from the AC/ EP chain due to integrated manufacturing because we reap the benefits for both basic chemical products and functional chemical products. For basic chemicals, there is stable demand for chlorine, and for functional chemicals, there is stable quality and supply and cost competitiveness because raw materials are manufactured in house.

• Possesses efficient manufacturing methods and production system ＞

In addition to technology and manufacturing methods, an efficient manufacturing system is an element of our strength. With five main manufacturing sites (Kitakyushu, Amagasaki, Matsuyama, Mizushima, and Okayama) in west Japan, particularly along the Inland Sea coast, we have a sales network directly linked to local customers, and each site is near an area with strong demand. Furthermore, all sites are compact plants, which makes it possible to effectively operate the business through the optimal use of personnel.

As for production technology, we are working not only to improve processes in order to increase intensity and yields but also develop manufacturing technologies that lessen the environmental burden.

• Leveraging our unique strengths in the healthcare field, too ＞

In the healthcare field, Osaka Soda's strengths are its development and manufacturing of pharmaceutical purification materials and APIs and their intermediates making use

of three unique technologies - that is, organic synthesis, biotechnology, and chromatography. A distinguishing aspect of Osaka Soda is that it is difficult for other companies to imitate our products because both of these products are technically difficult to manufacture. For pharmaceutical purification materials, we offer a broad range of grades, more than 300, and an extensive lineup of peripheral products, including columns and analytical equipment, and provide meticulous technology and service. Having established good relations with pharmaceutical manufacturers throughout the world, we are able to aggressively expand the business even more on account of highly accurate forecasts. For APIs and their intermediates, too, we undertake production that leverages the special technologies we have acquired over the years producing low molecular weight pharmaceuticals and that is based on our experience with undertaking contract development and manufacturing of various types of these products. Growth of our business is supported by the high praise for our technology capabilities that we have won from those pharmaceutical companies.

Diallyl Phthalate (DAP)

Resin

Main uses

UV curable inks/

Electronic and electric

devices

Market share

Osaka Soda

100％

Osaka Soda is the only industrial manufacturer Included in Global Niche Top Companies Selection 100 List by the Ministry of Economy, Trade and Industry

• Global niche top products 】

Epichlorohydrin rubber		Allyl ethers

Main usesMain uses

Automotive fuel hoses/ Intake		Reinforcing carbon fibers/
and exhaust hoses/ Electric,		Semiconductor sealants/
transcription, and development		Printed circuit boards/
rolls for OA		High-gloss wood coatings
Market share	Market share
			Multiple
Other	Osaka		other
companies		companies
	Soda		Osaka Soda
	60％
		75％
Undertaking integrated		Greatest sales in the world on
manufacturing of products		account of diverse use, such
from monomers to polymers		as the raw material for silane
using proprietary process and		coupling agent
expanding into compound
business

(share, based on Osaka Soda research)

Pharmaceutical

purification material

(silica gel for liquid chromatography)

Main uses

Precision analytical equipment/

Purification of

pharmaceuticals

Market share

Multiple

other Osaka companies Soda

60％

In addition to a wide range of grades (more than 300) produced under GMP* management, lineup of column and analytical equipment

• Abbreviation of good manufacturing practices, standards related to pharmaceutical manufacturing and quality controls

Epichlorohydrin (EP)

No. 1

in Japan

Main uses

Semi-conductors/ Laminated sheets/ Anticorrosion paint/ Carbon fiber binder

Sodium chlorite

No. 1

in Japan

Main uses

Bleaching agent for fibers/

Sterile detergents/

Softener

• Top share products in Japan 】

		(share, based on Osaka Soda research)
Modifying Agent for Low Fuel		Production of pharmaceuticals
Consumption Tires "CABRUS™"		from extracted animal enzymes
No. 1		No. 1
in Japan		in Japan

Main uses		Main uses
Low fuel consumption tires		Various APIs and their intermediates

Electrodes for planting steel		Sialic acid
sheets
No. 1		No. 1
in Japan		in Japan
No. 2 in
the world
Main uses
	Main uses
Industrial equipment as steal manufacturing		Various types of pharmaceutical
plants, power plants,
common salt electrolysis plants,		ingredients
circuit board plants, etc.

11

12

New Medium-term Management Plan Summary

Fruits of the Previous Medium-term Management Plan "EMPOWER THE NEXT - 22" (FY2021-FY2022)

The previous medium-term management plan "EMPOWER THE NEXT- 22" (FY2021-FY2022) was a two-year plan to build up our strengths with an eye toward fiscal 2025, and we positioned those two years as a period to build a foundation for future businesses, and under four basic policies, we focused on constructing a foundation, which involved strengthening production capacity for main products and promoting business reforms. Fiscal 2022 performance was dramatically greater than initial forecasts, making it possible to achieve fiscal 2025 targets earlier than expected.

EMPOWER THE NEXT - 22 Review					(billions of yen)
		Fiscal 2021 Actual		Fiscal 2022 Forecast		Fiscal 2022 Actual		Fiscal 2025 Target
Net Sales		88.0		80.0		104.2		100.0
Operating Income	12.4		10.0	15.5		12.5
ROE		11.7％	8.5% or more	11.5%		8.5% or more

In terms of "building a resilient business foundation," we introduced a division-based organizational structure and promoted a resilience strategy.

For the basic chemicals business, in addition to investing in facility replacements to improve production efficiency and cutting costs, we built a stable supply system for electrolysis-derived products by launching operation at our new Kitakyushu Plant.

For the functional chemicals business, we increased production capacity about 20% to meet greater global demand for allyl ethers and promoted sales expansion.

For the healthcare business, we expanded production capacity for both pharmaceutical purification materials and APIs and their intermediates by making capital expenditures to meet strong demand.

Basic Chemicals		Functional Chemicals		Healthcare
Launched operation at the Kitakyushu		Doubled allyl ethers production capacity		Completed construction of third APIs and
Plant				their intermediates production facility (PI-3)

In terms of "promotion of market-in-type development," we worked to accelerate progress with development themes and related changes and discontinuation by building a system to manage progress with development themes.

As a result, we succeeded in developing a semi-solid state battery using one of our unique polyether through joint research with Yamagata University. Furthermore, our development of ultra-high ionic conductive polymers for all solid batteries was selected as a New Energy and Industrial Technology Development Organization (NEDO) Green Innovation Fund Project for achieving a carbon neutral society.

Information and Communication

Environment and Energy

Health and Healthcare

Silver nanoparticles,

Unique polyethers

Compass Kit that

which are expected to

for semi-solid state

provides optimal

be a next-generation

batteries, which will

purification solution

material

contribute to high

for medium-molecule

performance lithium-

pharmaceuticals

ion batteries

In terms of "efforts to achieve the SDGs," we formulated our Basic Policy on Sustainability, selected materiality, and set KPI. Having established the Sustainability Committee in October 2022, we are moving forward with initiatives to achieve various

goals, including implementing policies, particularly in the field of environment, human resources, and governance.

In terms of "reforming corporate culture and organizational culture," we worked to restructure the personnel system through business reform activities and further increase productivity, which involved redesigning core systems and other activities in order to increase business efficiency.

STORY2 Growth Strategy

New Medium-term Management Plan "Shape the Future - 2025" (FY2023-FY2025)

• Approach embodied in the new medium-term management plan ＞

Through the new medium-term management plan "Shape the Future -2025"(FY2023-FY2025), we will work to enhance corporate value by clarifying issues and further increasing the resiliency of our business foundation as we work to realize "our vision" for 2025, a milestone, with an eye toward "our ideal image" for 2035, the 120th anniversary of our founding. We will also reinforce sustainability management in order to meet the demands of society and the market. Our goal is to post record performance in the final year of the plan by moving forward with key measures to achieve sustainable growth based on a business foundation strengthened through the previous medium-term business plan.

• New medium-term management plan basic policies ＞

1) Continuous strengthening of our base in existing businesses

We will expand our business base by generating stable cash from existing businesses and actively investing in growth areas. For basic chemicals, we will actively strengthen facility management, invest in maintenance and renewal, and maintain and expand our sales share. For functional chemicals, in addition to cultivating the market for global niche-top products, such as synthetic resin and synthetic rubber, and developing new applications, we will work to expand our business scale by growing sales of acrylic rubber and non-phthalate allyl resin. For healthcare, we will expand production capacity for pharmaceutical purification materials in order to capture greater future demand for diabetes and obesity medications. As for APIs and their intermediates, we will move forward with initiatives to quickly launch full operation at new facilities completed in March 2023, carefully examine capital expenditures to fully enter the market for high potency pharmaceuticals, and thus establish a third highly-profitable business.

2) Strengthening of new product creation capabilities

We will strengthen company-wide efforts to further promote market-in-type development and nurture the products that will become the pillars of the next generation. Furthermore, to speed up development, we will strengthen progress management of development themes, develop and flexibly allocate human resources, maintain development infrastructure, and promote external resource utilization such as alliances and investments. Priority fields of development are "environment and energy," "mobility," "information and communication," and "health and healthcare," and in these fields, we will quickly launch sales of the next global niche top products.

3) Promotion of sustainability management

Based on the basic policy of "aiming to combine contributing to the realization of a sustainable society through our business activities with enhancing our corporate value," the Sustainability Committee takes the lead in promoting various measures, including reducing and expanding disclosure of greenhouse gas emissions, promoting measures to reduce our environmental impact, promoting women's active engagement, investing in human capital (human resource education, etc.) , and responding to the revised Corporate Governance Code. Furthermore, we will work to further enhance corporate value by deepening dialogue with all stakeholders, including investors, by expanding disclosure through such material as the integrated report.

＜ Performance targets ＞		(billions of yen)
		Fiscal 2022 Actual		Fiscal 2025 Target
Net Sales		104.2		123.0
Operating Income	15.5		18.0
ROE	11.5%		10.0％ or more

＜ Investment plans ＞			(billions of yen)
Investment field			Fiscal 2021- Fiscal 2022		Fiscal 2023- Fiscal 2025
		(cumulative results)		(cumulative forecast)
Strategic investments＊1			8.1		15.5
Investments for maintenance and production efficiency ＊2	4.0		9.5
Total	12.1		25.0

＊1. Investments to increase capacity, undertake large-scale replacements, conduct R&D, reinforce information infrastructure, etc. ＊2. Renewal of aging facilities, investments in preventive maintenance, and strengthening facility management

(In addition to the above, we will allocate up to 20.0 billion yen for investments and financing for such activities as M&As and alliances, etc.)

• Shareholder return policy ＞

Our Group considers the distribution of profits to shareholders to be an important responsibility. Dividends are determined by comprehensively taking into account factors such as the results of each fiscal year, the continuity of stable dividends, and internal reserves for future business development. In the new medium term management plan "Shape the Future - 2025," we aim to achieve a total shareholder return ratio of 40% by continuing stable dividends and utilizing stock buybacks.

13

14

Strategy by Business Segment

Basic Chemicals

Business description

Consists of the soda electrolysis business (since the founding of the Group) and epichlorohydrin business

Distinguishing characteristics

• The chlor-alkali business specializes in providing a supply closely tied to local customers by leveraging our strong logistics system and four electrolysis plants in West Japan
• The epichlorohydrin business boasts the top production capacity in Japan and has a strong presence for epoxy resin raw materials, mainly in Japan and Asia

Core products

• Chlor-alkaliproducts (caustic soda, chlorine gas, sodium hypochlorite, hydrochloric acid, etc.), allyl chloride, and epichlorohydrin

Functional Chemicals

Business description

Centered on the derivatives business, which uses allyl chloride and epichlorohydrin produced by the basic chemicals business as raw materials, and includes the three core businesses of synthetic rubber, synthetic resin, and allyl ethers

Distinguishing characteristics

The business leverages the distinguishing characteristics of products differentiated by their physical properties to capture the top market share both in Japan and overseas for numerous products used in various fields, including car parts, electronic parts, ink, and coatings

Core products

Epichlorohydrin rubber, DAP resin, allyl ethers, modifying agent for low fuel consumption tires, electrodes, etc.

Healthcare

Business description

Consists of the pharmaceutical purification material business, which includes pharmaceutical purification materials (silica gel) and analytical equipment (packed columns, etc.), and the APIs and their intermediates business, which is operated by SANYO FINE CO., LTD., a Group company

Distinguishing characteristics

●The pharmaceutical purification materials business boasts the global top share of pharmaceutical purification materials that use silica gel, which are primarily used for purification of diabetes and obesity medications.

The business employs an integrated manufacturing system for various products, including those used in peripheral fields, such as columns and equipment used for analysis and purification

● The APIs and their intermediates business entails the contract development and manufacturing of distinctive APIs and their intermediates made using both organic synthesis technology and biotechnology

STORY2 Growth Strategy

Trading and others

Business description

Consists primarily of material recycling and products handled by DAISO CHEMICAL CO., LTD., a chemical trading company

Distinguishing characteristics

●The business handles not only such products as basic chemicals (inorganic chemicals, solvents, etc.), and functional chemicals (paint materials, photosensitive resins, etc.), but also a broad range of cutting-edge chemical materials, including fine filtration membranes and glass fibers

●The business contributes to a healthy long-life society by providing the Group's outstanding technologies to consumers through health food products and cosmetics

●The business also contributes to a recycling-oriented society through the material recycling business that applies metal absorption technology

Core products

Inorganic chemicals, solvents, painting materials, coatings,

Fiscal 2022 summary: Increase in sales and income

• For chlor-alkali products, price revisions were accepted in response to the increase in fuel and raw material prices
• For epichlorohydrin, there was strong demand related to electronic materials in the first half, and price revisions also made contributions

New medium-term management plan basic policy

Maintain full production with current capacity and work to maintain and expand sales share

・Promote sales closely tied to local customers

• Implement sales strategy appropriate for changes in fuel and raw materials prices and continue to cut costs

・Continue to raise productivity and renew aging facilities in order to build a robust business foundation

• Key measures ＞

・Improve ability to coordinate and balance production between four electrolysis plants

• Increase production efficiency and renew aging facilities
• Increase efficiency of logistics operations and reinforce related systems
• Improve core technologies and develop new businesses

Performance and Targets

（millions of yen）	（millions of yen）
60,000		Net Sales	Operating Income		12,000

50,000			49,500	10,000
	42,322
40,000			8,000
34,939
30,000				6,000
20,000	4,688	4,848	5,300	4,000
10,000				2,000
0	Fiscal 2021	Fiscal 2022	Fiscal 2025 0
			(target)

Note: Figures for fiscal 2021 and fiscal 2022 are calculated using new segments.

Fiscal 2022 summary: Increase in sales and income

• For epichlorohydrin rubber, there was an increase in demand for use in cars due to environmental regulations
• For acrylic rubber, it was adopted for various new purposes both in Japan and overseas, and sales grew in Asia
• For synthetic resins, sales for use in insulating varnish rose in China, particularly in the first half
• For allyl ethers, sales of silane coupling agents for functional paints and electronic material applications were firm in Europe, the U.S., and China

New medium-term management plan basic policy

Expand scale of business for existing GNT products, acrylic rubber, and non-phthalate allyl resin

• Key measures ＞

・Increase capacity of allyl ethers manufacturing facilities

• Expand sales of acrylic rubber and non-phthalate allyl resin
• Improve profitability of compound business in the North America
• Strengthen development and sales capabilities

Performance and Targets

（millions of yen）	（millions of yen）
60,000		Net Sales	Operating Income		12,000

50,000				10,000
40,000			39,700	8,000
	31,860
30,000	25,735	6,398	6,800	6,000
20,000	4,714			4,000
10,000				2,000
0	Fiscal 2021	Fiscal 2022	Fiscal 2025	0
			(target)

Note: Figures for fiscal 2021 and fiscal 2022 are calculated using new segments.

Fiscal 2022 summary: Increase in sales and income

• For pharmaceutical purification materials, demand for diabetes medications in Europe, the Americas, and Asia rose
• For APIs and their intermediates, there was an increase in contract manufacturing of medications for complications from diabetes, insomnia medications, and dementia medications

New medium-term management plan basic policy

Expand through synergies between both businesses based on total solution provider strategy

Pharmaceutical purification materials

・Steadily capture growing demand for silica gel

• Expand production capacity to meet greater future demand
• Develop and commercialize polymer gel

APIs and their intermediates

・Quickly launch full operation of the new PI-3 facilities

• Key measures ＞

Pharmaceutical purification materials

・Undertake first phase expansion of silica gel facilities and launch full production (Amagasaki Plant)

• Construct new silica gel production building (Matsuyama Plant)
• Undertake second phase expansion of silica gel facilities (Amagasaki Plant)
• Develop and introduce polymer gel

APIs and their intermediates

・Launch full operation of PI-3 facilities (SANYO FINE Matsuyama Plant)

• Further expand facility capabilities (SANYO FINE)
• Reinforce high potency pharmaceutical field
• Enter the biopharmaceutical field

Performance and Targets

（millions of yen）	（millions of yen）
20,000		Net Sales	Operating Income		12,000

15,000			16,500	10,000
			8,000
		10,275
10,000	8,224		6,000	6,000
5,000		4,615		4,000
3,375			2,000
0	Fiscal 2021	Fiscal 2022	Fiscal 2025	0
			(target)

Note: Figures for fiscal 2021 and fiscal 2022 are calculated using new segments.

photosensitive resins, glass fibers, health food products, cosmetics, consumer products, building materials, etc.

Fiscal 2022 summary: Increase in sales and income

• For basic chemical products, price revisions were accepted due to higher raw material and resource prices
• For consumer products, there was increase in orders for summer goods and large consumer products

New medium-term management plan basic policy

Work to strengthen information gathering capabilities to fully demonstrate that function of the Osaka Soda Group and to expand the business in both Japan and overseas

• Key measures ＞

・Launch commissioned production of semi-solid state battery

• Expand consumer products business
• Conduct sales of newly developed photosensitive materials
• Improve earnings from solvent business
• Reinforce profitability and information gathering capabilities of overseas subsidies

Performance and Targets

（millions of yen）	（millions of yen）
25,000		Net Sales	Operating Income		2,500

20,000	19,186	19,750	17,300	2,000
15,000				1,500
10,000		988	1,200	1,000
	812
5,000			500
0	Fiscal 2021	Fiscal 2022	Fiscal 2025	0
			(target)

Note: Figures for fiscal 2021 and fiscal 2022 are calculated using new segments.

15

16

R&D

R&D Policy

The Group has created numerous global niche top products through innovative product development.

In the new medium-term management plan "Shape the Future - 2025", we aim to establish, in the final year of the plan,

a "development system for continuous launch of new products" in order to achieve "our ideal image" for 2035 under the basic policy of "strengthening of new product creation capabilities." To quickly develop products that will become the pillars of the next- generation, we are implementing concrete measures.

STORY2 Growth Strategy

Development Field

We are moving forward with the development of one-of-a-kind new technologies and products in order to create new value desired by customers by melding our seven core technologies.

We have designated the four fields of environment and energy, mobility, information and communication, and health and healthcare as development fields, and aim to create new global niche top products.

• Organization structure and human resource management
  ・Strategically reallocate resources making use of skill map
  ・Implement development plans appropriate for each job grade ・Invigorate the R&D system through disclosure to outside parties
  and exchanges

• Progress with managing themes
  ・Increase the productivity of development operations through theme management based on design reviews (DR)
  ・Accelerate new product development by spreading the use of knowledge management

• Theme search methods
  ・Actively promote the uncovering of themes by leveraging our strength
  ・Invigorate young researchers by introducing a "challenge system"

• Creation of development infrastructure to increase productivity
  ・Improve the productivity of development operations by making use of R&D support tools
  ・Utilize materials informatics (MI)

• Approach to development themes 】

Market-in-type themes based on seven core technologies

Themes that leverage

Osaka Soda's strengths

Themes that generate
synergies with existing	Uncover themes using
products through
independent resources
collaboration among
business divisions

• Seven Core Technologies and Priority Development Fields 】

Seven Core Technologies		Development field
Organic synthesis		Environment and energy
		Ultra-high ionic conductive materials for all solid-state batteries
Inorganic synthesis		Polymer electrolytes for LIB, Water-based binders for LIB
Polymer synthesis		Mobility
	New acrylic rubber, sensor and actuator materials
	Technology	Polymer alloy
Electrochemical
fusion
	Information and communication
Electrodes		Silver nanoparticles for die-bonding materials
		High performance carbon nanotubes
Nanotechnology		Health and healthcare

New purification materials for biopharmaceuticals

BiotechnologyNew anti-aging materials

APIs and their intermediates (high potency active

pharmaceuticals and biopharmaceuticals)

• Intellectual property strategy
  ・Communicate information on intellectual property that contributes to business (Utilize IP landscape, etc.)
  ・Construct a competitive patent portfolio

R&D System

The Development and Commercialization Division possesses an entrepreneur mindset and aims to further improve fundamental technologies at the core of Osaka Soda. The Development Planning Group, which uses our Company's proprietary technologies to explore and plan development themes, and Development Sales Group, which collaborates with each business division to acquire new customers and verify business models, work together to unitarily promote

the development and commercialization of new products that meet market needs. Under the control of the command center, the Development Planning Group, each development group is engaged in the development of new materials, new grades around existing businesses, and new applications.

Osaka Soda accelerates commercialization through close collaboration with organizations with different roles, and also creates unique value that will enrich society in the future.

Development and Commercialization Division

Innovation Center

Development Planning Group

Development Sales Group

Various Development Groups

Idea Discovery

Technology	Development	Business
development	Commercialization	expansion
	Product launch

Intellectual Property Department

Various business divisions (Chemicals,

Chemical Specialties, Healthcare)

Engineering and Technology Division

• Environment and We are developing materials that contribute to a lighter environmental burden and greater energy

energy	efficiency, including ultra-high ionic conductive polymers for all solid batteries, which was selected
	as a NEDO Green Innovation Fund Project for achieving a carbon neutral society.
2 Mobility	Using the knowledge acquired through development to meet the needs of customers, such as new
	grades of acrylic rubber, we are moving forward with the development of functional materials that
	support the spread of electric mobility in response to the new normal for cars brought about by
	CASE, MaaS, and Society 5.0.

• Information and We are working to develop the products necessary for advanced communication networks that

communication will form the foundation of a smart society, which includes developing silver nanoparticles for die- bonding materials as a highly reliable bonding material that also possesses high thermal resistance and dissipation properties, which is required for next-generation power semiconductors.

4 Health and	In addition to working to develop biopharmaceutical purification materials in response to
healthcare	diversification of treatment methods in the medical device field, we are promoting the development
	of products useful for extending lives and improving QOL, such as anti-aging materials.

TOPIC	Construction of Battery Research
	Building
	We launched construction of new battery research
	building on the grounds of the Research Center
	(expected to complete construction in February 2024).
	We will promote rapid development that meets the
	needs of the times through facilities that can handle
	all processes from research and development of ultra-
	high ionic conductive polymers to battery evaluations.

Envisioned Battery Research Building when completed

17

TOPIC	Silver nanoparticles for die-bonding materials wins
	Award in Environmental Technology
	Our silver nanoparticles for die-bonding materials won the 75th KCS
	Award in Chemical and Environmental Technology presented by the
	Kinka Chemical Society, Japan in May 2023. Our proprietary particle
	control technology makes it possible to separately create particles from
	the nano to sub-micron size while maintaining high sintering properties,
	which makes it possible to create a binding agent with more than three
	times the thermal conductivity of solder by adding the particles to a
	sintered silver bonding agent. The uniqueness of our technologies and	18
	environment-friendly products have won high praise.