Presentation Materials

Business Strategy Meeting for Analysts and Investors (December 10, 2020)

• Presentation MaterialPDFをダウンロード(2.25MB)
• 　　Webcast (from Dec. 11, 2020)
• 　　Q&A SummaryPDFをダウンロード(95KB)

 

The TOP 2021 (2019-2021)

• Medium-term Business Plan "The TOP 2021" (December 11, 2018)PDFをダウンロード(1.39MB)
• 　　Webcast
• 　　Q&A SummaryPDFをダウンロード(164KB)

Project2020+ (2016-2018)

• Medium-term Business Plan "Project2020+" Progress in 2017; Tasks and Strategies for 2018 (December 12, 2017)PDFをダウンロード(3.6MB)
• Medium-term Business Plan "Project2020+" Progress in 2016; Tasks and Strategies for 2017 (December 13, 2016)PDFをダウンロード(1.8MB)
• Medium-term Business Plan "Project2020+" (December 11, 2015)PDFをダウンロード(2.4MB)

PEGASUS (2011-2015)

• Progress in the Medium-Term Business Plan PEGASUS PhaseⅡ(2014～2015)(December 12, 2014)PDFをダウンロード(3.8MB)
• Medium-Term Business Plan PEGASUS PhaseⅡ(2014～2015)(December 13, 2013)PDFをダウンロード(2.33MB)
• Results Achieved in 2012 and Our Strategy for 2013 (December 5, 2012) PDFをダウンロード(1.8MB)
• Business Plan PEGASUS Results in 2011 and Strategy for 2012(December 7, 2011)PDFをダウンロード(920KB)
• Medium-term Business Plan "PEGASUS" (December 1, 2010) PDFをダウンロード(906KB)

Passion Extension (2009-2010)

• Passion Extension Showa Denko's strategy in drastically changed environmentPDFをダウンロード(914KB)

Passion Project (2006-2008)

• Passion Project Laying groundwork for long-term sustainable growthPDFをダウンロード(1.66MB)
• Passion Project "First Year Achievements"PDFをダウンロード(1.46MB)
• Medium-term Consolidated Business Plan "Passion Project"(November 29, 2005)PDFをダウンロード(2.13MB)

SPROUT Project (2003-2005)

• Progress Made in the 2nd Year of "SPROUT Project", SHOWA DENKO K.K.'s Medium-Term Business Plan(December 14, 2004)PDFをダウンロード(1.55MB)
• Progress Made in the First Year of "SPROUT Project" Presentation Material (December 10, 2003)PDFをダウンロード(1.31MB)

The above-mentioned documents contain statements relating to projections of future business results. We make such projections based on our business policy and market conditions at the time of planning. However, please take note that actual results may differ materially from the targeted results due to a variety of factors, including changes in market conditions.

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