| 1. |
Reassessment of existing businesses
(measures against impairment loss relating to the Nihongi Plant) |
| (1) |
Industrial chemicals:
Review of the production system of potash electrolysis products due to decreasing
demand, and determine the direction of the industrial chemicals business |
| (2) |
Feed additive Methionine:
Drastic overhaul of the production system |
| (3) |
Electric power, steam and other auxiliary sectors:
Utilization of excess electric power and steam resulting from decline in consumption
of these energy sources in-house |
| (4) |
Reassessment of plant operations and administration
as well as reduction in fixed costs |
|
|
| 2. |
Major steps for expanding businesses |
| (1) |
Agro chemicals:
Pursue to increase both sales and profits, as a mainstay of the Company, while
further advancement of in-house developed agents, expansion in sales of existing
agents, and enhancement of tie-ups with other companies |
| (2) |
Dye stuff chemicals:
Specializing in color developers, while reviewing the production, sales and development
systems |
| (3) |
Pharmaceuticals:
Commercialization of new disinfectant drugs and reassessment of existing drugs |
| (4) |
Treatment system by dechlorination for PCBs:
Completion of works for orders received and establish strategies for the medium-
to long-term expansion of business |
|
|
| 3. |
R&D and new business fields |
| |
Creation of businesses in the electronic materials
field:
Early commercialization of SAM (Self-Assembled Monolayer)-related themes |
|
|
| 4. |
Reduction in fixed costs, etc. |
| |
Reduction in fixed costs, including labor expenses,
by ¥2.0 billion compared with the present level |
| (1) |
Reassessment of the organization and personnel
structure
Establishment of an organization and personnel structure that is adapted to our
businesses and an earnings system after corporate structure
Reduction in number of personnel by about 200 from the present level to 1,350 |
| (2) |
Reduction in costs and capital investment |
|
|
| 5. |
Reduction in total assets |
| |
Establishment of a lean and efficient management
structure by reducing tangible and intangible fixed assets, and inventories
The total assets will be reduced to ¥135.0 billion, down ¥22.0 billion from ¥157.0
billion at the end of March 2005. |
|
|
| 6. |
Measures for improving group
companies |
| |
Deal with the effects of the group Companies caused
by changes in the Company´s business |
