new mid-term management plan “asahi road to...
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New Mid-Term Management Plan “ASAHI Road to 1000”
Aiming to be a Strong Global Niche No. 1 Company with Unique Technology
(Security code: 7747 Second Section of the Tokyo Stock Exchange. Second Section of the Nagoya Stock Exchange)
Asahi Intecc Co., Ltd.
August 10, 2018
All Rights Reserved.Copyright © 2018 ASAHI INTECC CO.,LTD. 1
Long-Term Management Vision
Aggressively market products for minimally invasive
treatment from Japan to the world, to improve QOL
(Quality of Life) for all patients worldwide while
establishing the “ASAHI brand”
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD.
Review of the Previous Mid-Term Management Plan -1 (FYE June 2015 ~ FYE June 2018)
Achievement of sales strategy Japan: Main PTCA GW retains overwhelming market share by capitalizing on the spread of Sion series
US: Started direct sales of peripheral vascular products (July 2015~)
Decision to start direct sales of PTCA GW (July 2018~)
EU: Expanded market share by switching from Abbott to local distributers (June 2011~)
China: Changed sales channel for cardiovascular products to multiple agent system (June 2016~)
Achievement of product strategy Launched Penetrating Catheter “Caravel” which applied technology of “Corsair” to general lesions
(September 2014 ~ )
Launched Multifunction Catheter “SASUKE” (January 2016 ~)
Launched PTCA GW “Gaia Next” adopting new technology “XTRAND structure” (June 2017~)
Launched Guide Wires for Examination “Silverway” pursuing safety and usability (February 2018~)
Launched Non-con type PTCA Balloon Catheter “NC Kamui” (January 2017~)
2
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Review of the Previous Mid-Term Management Plan -2 (FYE June 2015 ~ FYE June 2018)
Achievement of R&D / production system Decision to construct a new building to expand R&D base and strengthen business cooperation
(Scheduled to be completed in December 2018)
Decision to establish “Tohoku R&D” as the center of development for high-precision processing techniques (Started operations in July 2018)
Promoting decentralization to improve production efficiency and BCP compliance
— Construction of a new medical factory to enable production of medical devices at Cebu factory (Started operation in October 2017)
Achievement of partnership / M & A strategy Business partnership with Boston Scientific Corporation (August 2014~)
—Started selling pressure guide wires, a jointly developed product for FFR (fractional flow reserve) (July 2016)
Stock acquisition and absorption merger with limited company Meisen (May 2015)
— Further strengthened wire forming technology by incorporating a company that manufactures high-performance stranding machines
Conversion of Nihon Chemical Coat Co., Ltd. to a subsidiary (August 2017)
— Pursue synergy between our "stainless steel processing technology" and the company's "Fluororesin Coating Technology“
Capital business partnership with Fuji Co., Ltd. (November 2017)
— Joint research and development for creating next-generation medical devices in the catheter intervention field with the company (Industrial Robot Manufacturer)
3
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Aiming to be a Strong Global Niche No. 1 Company with Unique Technology
Always pursue performance and quality sought by the top 20% of the world Realize product fields that competitors cannot develop or imitate, create a global niche
market and establish No. 1 domain
[What we have] Our own materials Difficult for other companies to replicate Our own elemental technology Able to meet various needs Corporate culture
Accommodate any request Keep thinking until a solution is found Always striving for the top (Pursuit of performance and quality ) Endless quest
Not just possessing "proprietary technology / original products / top-share products," but continuing to be a company with characteristics that can be boasted of to the world from the
viewpoints of temperament and corporate culture which underlie the company
Realization of demand
Technology inquiring mind
Taking in technology
Accumulation of technology
Keep doing Keep fussing
over
New needs New requirement
levels
Expansion of new business regions
New product development
Realization of new functions
Our engine for growth
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Positioning of New Mid-Term Management Plan - 1 (FYE June 2019 ~ FYE June 2023)
Strengthen profitability of existing business
Culmination of existing basic
strategies
1
Sowing for the future Investment for growth
Create new business 2
Develop R&D and Production System
Optimized for Global Expansion
3 Establish management
structure for sustainable growth
4
Business base supporting growth strategy
Establish business portfolio to achieve sales revenue of 100 billion yen
“ASAHI Road to 1000”
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Positioning of New Mid-Term Management Plan - 2 (FYE June 2019 ~ FYE June 2023)
Maintain and improve No. 1 position in PTCA guide wire Increase share of catheter field (Penetrating Catheter, Balloon,
Guiding) Further increase market share in the US, where we shifted to a
direct sales structure Strengthen sales structure in rapidly expanding Chinese market Shift to direct sales in some parts of Europe and Asia Strengthen sales structure in areas of Peripheral and Neuro
Develop Global Market Strategically and Expand Affected /Treatment Area
Exploration of advanced technology and integration with in-house technology
Advance into the gastrointestinal field Advance into robotics field Advance into other global niche fields
Create new business in global niche market
Strengthen profitability of existing business
Culmination of existing basic
strategies
1
Sowing for the future Investment for growth
Create new businesses 2
Establish business portfolio to achieve sales revenue of 100 billion yen
Priority measures of growth strategy
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R&D
Industrial Products
Industrial Component Manufacturer
R&D
Industrial Products
Medical Products
Medical Device Manufacturer
R&D
Industrial Products
Medical Products
Medical Device Sales (Direct Sales in Japan)
Medical Device Manufacturer and Sales
R&D
Industrial Products
Medical Products
Medical Device Sales (Direct Sales in Japan)
Medical Device Sales (Promote domestic and overseas)
Global Medical Device Company
Consolidated Sales 80 billion yen
Consolidated Sales 40 billion yen
Consolidated Sales 30 billion yen
Global Niche NO.1 company
Consolidated Sales 100 billion yen
R&D
Industrial Products
Medical Products
Medical Device Sales (Direct Sales in Japan)
Medical Device Sales (Promote domestic and overseas
Create new business
Aiming to become a Global Medical Device Company providing total support from development
to production & sales with less invasive therapeutic devices as an axis
Aiming to be a Global Niche No. 1 company
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD.
5,176 5,498 6,271 7,888 9,883 11,643 11,700 12,718
15,339 16,007 14,852
19,968
28,145
35,323
39,511
42,709
50,124
54,493
FYE June2002
FYE June2003
FYE June2004
FYE June2005
FYE June2006
FYE June2007
FYE June2008
FYE June2009
FYE June2010
FYE June2011
FYE June2012
FYE June2013
FYE June2014
FYE June2015
FYE June2016
FYE June2017
FYE June2018
FYE June2019
FYE June2020
FYE June2021
FYE June2022
FYE June2023
8
Mid-Term Management Plan “ASAHI Road to 1000”
Public Listing
(※)
ASAHI Road to 1000
From FY ending
June 2019 to FY ending June 2023
Five-Year Plan
(*)
Develop Global Market Strategically and Expand Affected /Treatment Area
Create New Business in Global Niche Market
Develop R&D and Production System Optimized for Global Expansion
Establish Management Foundation for Sustainable Growth
1
2
3
4
(Plan)
Consolidated Sales
80 billion yen
Operating margin
25%
Aiming to be a Strong Global Niche No. 1 Company with Unique Technology
Net Sales (Mil. Yen)
(*) In FYE June 2012, a temporary decrease in sales and profit occurred due to reduced production. The reason for such was that our main factory of our consolidated subsidiary company, Asahi Intecc Thailand was forced to suspend operations temporarily when flooding hit Thailand at that time.
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15,339 16,007
14,852
19,968
28,145
35,323
39,511 42,709
50,124 54,493
80,000
2,929 3,247 2,038
4,351 5,995
7,976
10,002 10,795
13,773 14,565
20,000
1,000
3,000
5,000
7,000
9,000
11,000
13,000
15,000
17,000
19,000
21,000
23,000
25,000
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
FYE June2010
FYE June2011
FYE June2012
FYE June2013
FYE June2014
FYE June2015
FYE June 2016
FYE June 2017
FYE June 2018
FYE June 2019
FYE June 2023
Net sales Operating income
(*) (Plan)
Operating margin
25%
Net Sales: 80 billion Yen Operating Income: 20 billion yen
(Plan)
Mid-Term Management Plan: Profit Goals to FYE June 2023 Net sales (Mil. Yen)
Operating income (Mil. Yen)
(*) In FYE June 2012, a temporary decrease in sales and profit occurred due to reduced production. The reason for such was that our main factory of our consolidated subsidiary company, Asahi Intecc Thailand was forced to suspend operations temporarily when flooding hit Thailand at that time.
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD. 10
Develop Global Market Strategically and Expand Affected / Treatment Area
1
Create New Business in Global Niche Market 2
Develop R&D and Production System Optimized for Global Expansion
3
Establish Management Foundation for Sustainable Growth 4
Mid-Term Management Plan “Asahi Road to 1000”
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Mid-Term Management Plan “Asahi Road to 1000”
Develop R&D and Production System Optimized for Global Expansion
3
Establish Management Foundation for Sustainable Growth 4
Create New Business in Global Niche Market 2
Develop Global Market Strategically and Expand Affected / Treatment Area
1
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Cardiovascular Peripheral Abdominal
Overseas
Dom
estic
Neuro
12
< Culmination of existing basic strategies>
Expanding Markets
Expanding Affected / Treatment Areas
Develop Global Market Strategically and Expand Affected / Treatment Area
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Priority Measures Maintain the No. 1 position of PTCA Guide Wire Further increase market share in the US, where we shifted to a direct sales structure
Increase market share by strengthening the sales structure in the rapidly expanding Chinese market
Launch new product: Ni-Ti (Nickel Titanium) stainless hybrid guide wire
Launch new products closely tied to regional needs
Shift to direct sales in some parts of Europe and Asia
Increase market share by improving performance of products other than PTCA Guide Wires
Increase market share of Penetration Catheters, PTCA Guiding Catheters, and PTCA Balloon Catheters
Expand sales of non-cardiovascular products (peripheral vascular, abdominal vascular, neurovascular)
Expand product lineup
Increase market share by strengthening overseas markets mainly for peripheral vascular and neurovascular products
13
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Product Strategy Matrix per Affected Area (Cardiovascular/ Peripheral/ Abdominal / Neuro)
Sales Area
Japan US EU/Middle East China Others
Cardiovascular
Main Products
PTCA Guide Wires
Penetration Catheters
PTCA Guiding Catheters
PTCA Balloon Catheters
Guide Wires for Examination
Peripheral
Main Products
Peripheral Guide Wires
Peripheral Penetration Catheters
Neuro
Main Products
Neuro Guide Wires
Neuro Guiding Catheters
Abdom
inal
Main Products
IVR Guide Wires
IVR Micro Catheters
1st Phase (Priority area) 2nd Phase
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Medical Treatment Areas
Cardiovascular Peripheral Abdominal Neurovascular
PTCA-GW Non-PTCA-GW
Sales Area
Japan
Entire product line-ups were switched to direct sales from June 30, 2014. Aim at further share expansion through direct sales permeation.
Dist. Direct Sales (from Jan. 2012) Direct Sales (from June 30, 2014) Direct Sales (from July 2013)
US
PTCA-GW under long-term contract with Abbott Vascular (~June, 2018). Plan to strengthen products other than cardiovascular products.
Dist. ABBOTT→Direct Sales (from July 2018) Direct Sales Direct Sales
(from July 2015 ) Direct Sales Direct Sales
EU/ Middle
East
Distribution agent changed from Abbott to local distributors in July 2011. Seeking market share in PTCA-GW market.
Dist. Local Dist. → Direct sales planned for some areas
Asia (inc.
China)
Increase share in cardiovascular products and promote other treatment areas. Along with market expansion, distributor business to be further emphasized, taking into consideration decentralized distribution.
Dist. Local Dist.
Sales Strategy Matrix by Area
15
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Japan: Priority Measures
Expand sales of cardiovascular and non-cardiovascular products Maintaining No. 1 position in the cardiovascular area
Expand target products in the Neuro and Peripheral area
Pursue efficient marketing to respond to reimbursement price reduction Promote further multi-sales
Review and reform distribution system
Absorb know-how through sales of other companies' products (J-Sales) Utilize nationwide sales network as a trading company function
Expand sales through synergy between other companies' products (domestic and overseas) and our own products
16
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China Europe
Asia South America
North America
Expand sales by switching to direct sales in the US Each area (EU, Asia, China, South America): Re-establish sales network to correspond to local market features
Direct sales by area Establishment of a Russian base
Multiple-agent system Correspondence to Two Invoices System
Direct sales by area Strengthen sales in India / South Korea / Taiwan / Indonesia
Pursue opening effect of Brazilian subsidiary
Start of direct sales Penetration of CTO Market
17
Overseas: Expand Market Share across the World
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Peripheral Guide Wires (Jul. 2015~)
Penetration Catheters (Jan. 2012~)
PTCA Guide Wires (Jul. 2018~)
Direct Sales in the U.S.
18
US: Start of Direct Sales of PTCA Guide Wires
Hospitals, etc.
To date, Asahi Intecc Group’s flagship product line of PTCA guide wires has been sold by Abbott Laboratories (Abbott) in the U.S. ASHAI INTECC USA, INC., a wholly owned subsidiary of the Asahi Intecc Group, began direct sales of PTCA guide wires for hospitals as of July 1, 2018.
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD.
Time axis Sales by
the distributor Jul.
2018~ Jan.
2019~ FYE June
2019 FYE June
2020 FYE June
2021 FYE June
2022
Direct sales by our group Overlapping period
(Six months)
Sales will increase from the second half in the FYE June 2019, aiming to expand market share
FYE June 2023
Image of Market Share Expansion
19
US: Image of Market Share Expansion by Direct Sales
Market share
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Develop R&D and Production System Optimized for Global Expansion 3
Establish Management Foundation for Sustainable Growth 4
Develop Global Market Strategically and Expand Affected / Treatment Area 1
Create New Business in Global Niche Market 2
Mid-Term Management Plan “Asahi Road to 1000”
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD.
Expanding Affected / Treatment Areas
Strengthen Profitability of Existing Business and Create New Business
Abdominal Peripheral Cardiovascular Neuro Gastrointestinal
Overseas
Dom
estic
Fields integrating advanced technology Vascular Products Non-vascular
Products
Create New Business
Robotics field
Gastrointestinal related
products
Strengthen Profitability of Existing Business
Future Frontier
21
New field: Plasma wire system
New field: Treatment products
for cerebral aneurysm and stroke
Expanding Markets
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Target Area of New Business
Value that (1) customers want, (2) competitors cannot offer, and (3) we can offer
Value that competitors can
offer
Value that we can offer
(Including use of technology of
other companies)
Value customers want
Value that we can offer and customers want, but
which cannot be differentiated from
competitors
Value Proposition
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Exploration of Advanced Technology and Integration with In-house Technology
Accumulation of various material processing technologies
Expertise and experience of highly functional medical devices / medical components
~Four Core Technologies~ ・ Torque Technology ・ Polymer Coating Technology ・ Wire Drawing Technology ・ Wire Forming Technology + Laser processing technology Molds and injection molding technique
Plasma energy
AI, IOT
Sensing technology
Coating (Biocompatibility / Hydrophilicity)
Regenerative medicine, etc.
Integration with New Technology Advanced Technology
of Other Companies
Create new business through technological innovation
Asahi Intecc
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Execution of Strategic Investment
Invest mainly in companies in the early stage By adding delivery performance, which is our core competence, to the
breakthrough technology of venture companies, we will manufacture
from an early stage products that function effectively in actual clinics
Curbing investment expenses
Utilize technology of invested companies Retro Vascular, Inc. (Utilization of plasma energy for other fields), etc.
Invest at an early stage in several companies possessing technology
24
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD.
Expanding Affected / Treatment Areas
Strengthen Profitability of Existing Business and Create New Business
Abdominal Peripheral Cardiovascular Neuro Gastrointestinal
Overseas
Dom
estic
Vascular Products Non-vascular Products
Create New Business
Robotics field
Gastrointestinal related
products
Strengthen Profitability of Existing Business
Future Frontier
25
New field: Plasma wire system
New field: Treatment products
for cerebral aneurysm and stroke
Expanding Markets
Fields integrating advanced technology
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Overview of Retro Vascular,Inc. Location 5976 W. Las Positas Blvd. Suite 120, Pleasanton, California 94588, U.S.A.
Title and name of representative President & CEO Wayne Ogata
Description of business Life science development
Capital (Including additional paid in
capital)
Common stock: 127 thousand US dollars (14 million yen) Series A preferred stock: 499 thousand US dollars (54 million yen) Series B preferred stock: 2,050 thousand US dollars (225 million yen) Total: 2,677 thousand US dollars (294 million yen)
Date of establishment March 27, 2006
Acquisition price Common stock: 22,154 thousand US dollars (2,436 million yen) Preferred stock: 3,725 thousand US dollars (409 million yen) Total (estimated amount): 25,879 thousand US dollars (2,846 million yen)
Date of Resolution Resolution at Board of Directors’ meeting: July 6, 2018 Execution of share transfer: July 6, 2018
Amount of goodwill 2,841 Mil. Yen(Approximate amount)(Scheduled to be amortized for 20 years)
26
The Acquisition of Shares of Retro Vascular(Conversion to Sub-subsidiary ) Disclosed in July 6, 2018
ASAHI INTECC USA, INC., a 100% subsidiary of Asahi Intecc, acquired shares of Retro Vascular,
Inc. that was a R&D-type company in the United States and made Retro Vascular its subsidiary (sub-subsidiary of Asahi Intecc)
In recent years, Retro has been also working on the development of plasma energy technology using electrical energy aiming at further improvement of treatment results in the PTCA treatment and is in the process of establishing the basic technology
It is possible to use Retro as the base for gathering and surveying most-advanced information because the company is based on the Silicon Valley which is the center of cutting-edge and advanced medical device innovation in the world
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Exploration of Advanced Technology and Integration with In-house Technology (Retro Vascular)
Accumulation of various material processing technologies
Expertise and experience of highly functional medical devices / medical components
Plasma energy technology
Integration with New Technology
Retro Vascular
Potential for realizing innovative medical devices leading to improvement in the CTO area
Expected to accelerate transition from surgical operation to PTCA treatment in the
CTO area
Expected to be used in various fields such as obstruction not only in cardiovascular area
but also in peripheral vasculature area
Asahi Intecc
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Expanding Affected / Treatment Areas
Strengthen Profitability of Existing Business and Create New Business
Abdominal Peripheral Cardiovascular Neuro Gastrointestinal
Overseas
Dom
estic
Fields integrating advanced
technology Vascular Products Non-vascular Products
Create New Business
Robotics field
Gastrointestinal related
products
Strengthen Profitability of Existing Business
Future Frontier
28
New field: Plasma wire system
New field: Treatment products
for cerebral aneurysm and stroke
Expanding Markets
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Establish Management Foundation for Sustainable Growth 4
Develop Global Market Strategically and Expand Affected / Treatment Area 1
Develop R&D and Production System Optimized for Global Expansion 3
Create New Business in Global Niche Market 2
Mid-Term Management Plan “Asahi Road to 1000”
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD. 30
Development of R&D System Optimized for Global Expansion
Product Development and Prototype manufacturing
New Building (including head office functions) Global Headquarters and R&D Center
R&D of high-precision processing techniques
and production
Tohoku R&D Center
Material Development
Osaka R&D Center
Resin Development
GMA R&D Center
Production Technology
Development
Thailand Factory
State-of-the-art R&D
R&D for the US
R&D-type company in the US Retro Vascular, Inc.
Sub-subsidiary in July, 2018
ASAHI INTECC USA, INC.
Completion in December 2018 (Planned)
Started operations on July 2, 2018
Product Improvement Development
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Establishment of Tohoku R&D Center Started operations on July 2, 2018
By pursuing high-precision processing techniques, we will further improve the development capabilities of next-generation medical devices and expect to contribute to the development of medical devices as No. 1 and unique products
Medical device development utilizing injection molding and high-precision processing techniques
Newly opened as a central base for development of high-precision processing techniques such as casting and injection molding
Toyoflex Towada Factory Relocation of
techniques High-precision processing
techniques (casting and injection molding techniques)
Relocation of existing techniques and new
reinforcement
Tohoku R&D Center
Tohoku R&D Center 【appearance】
31
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Construction of Global Headquarters and R&D Center Scheduled to be Completed in December 2018
New building to be
constructed
To be used as is
New warehouse to be demolished
Backyard/loading dock
Build a soundproof wall
Access way
Access way for employees (planned)
Front gate
Demolish the office building and
construct a new parking lot
Catheter surgery simulation room Prevent X-ray radiation from from leaking to
the surrounding rooms by embedding lead boards into the walls and ceiling
<Layout Plan of R&D Base> R&D Environment Similar to Clinical Practices
Construction of new building within the premises of the Seto factory and R&D base
Enhancement of R&D functions Promote strengthening and efficiency of business by transferring and
consolidating the head office functions The new building was completed in July 2018
We will demolish the existing administrative building and construct an access way ahead of relocating our headquarters and starting full-scale operation in December 2018
▲Global Headquarters and R & D Center
32
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R&D System Encompassing the Entire Process of Product Development
Enhance “Practical Competence” through Globalization of R&D Structure, including prototype manufacturing
Osaka R&D Center GMA R&D Center Tohoku R&D Center
Global Headquarters and R&D Center
Thailand Factory
US Development
Base
US Medical Device Market
Material Development
Resin Development
Product Development and Prototype Manufacturing
Production Technology
Development Large Distributor
Large Medical Manufacturer
KOL Doctor (KOL: Key Opinion Leader)
Needs from Medical Front
R & D for the US
High-precision Processing Techniques
Product Improvement Development
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Implemented restructuring of production bases to improve production efficiency and realize decentralization for BCP
In areas requiring local production, consider establishing new production bases closely tied to the areas and in line with local regulations
Mass production / Increase production efficiency Development / Prototyping / Production transfer
Cebu Factory (Philippines)
Pursue production efficiency as “Mass production factory”
Establish system that can produce medical devices by constructing a new medical factory
<Medical factory>
Thailand Factory Shifted to new development base with roles of
“Rolling-up development system” and “Smooth production transfer of development project,” from conventional “Mass production / Trial production factory"
Hanoi Factory (Vietnam) Pursue production efficiency as “Mass
production factory” Plan to utilize the remaining capacity of the
new factory for further mass production
Japan Expand prototype line for passing on
technology Maintain production back-up system in
case of emergency although R&D is the main body
< Global Headquarters and R&D Center> <Tohoku R&D Center>
Development of Production System Optimized for Global Expansion
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2,714 3,230 3,886
4,496
5,052 5,739
12,000
9.6% 9.1% 9.8%
10.5%
10.1%
10.5%
5%
10%
15%
20%
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
FYE June2014
FYE June2015
FYE June2016
FYE June2017
FYE June2018
FYE June2019
FYE June2023
R&D Expenses
Ratio of Revenue toR&D Expenses
35
(Plan) (Plan)
Maximum 15.0%
R&D expenses are expected to increase towards entry into new fields
R&D Expenses
R&D Expenses (Mil. Yen)
Ratio of sales to R&D expenses (%)
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Mid-Term Management Plan “Asahi Road to 1000”
Develop R&D and Production System Optimized for Global Expansion 3
Develop Global Market Strategically and Expand Affected / Treatment Area 1
Establish Management Foundation for Sustainable Growth 4
Create New Business in Global Niche Market 2
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD. 37
Approach to ESG (Environment, Society, Governance)
Optimization of production bases
assuming risk management (BCP)
Strengthening corporate governance
Reduce the physical, mental and economic
burden of patients Solve social issues through business
Approach to Environment, Health and Safety
Strengthen management foundation
Contribute to curbing medical expenses
Environmental policy
Responding to legal regulations
Quality Assurance System
Strengthening global human resource base
Request for reduction of environmental burden
Policies for curbing medical expenses in each country
Legal regulation
Need for safe and secure products
Risks in disasters and emergencies
Social significance of business based on long-term
management vision
G E S
Promoting diversity
Penetration of human resources vision
Reform of personnel system
In addition to consideration for the environment and society, we will strengthen our human resource management and governance to bolster the management foundation and technology base and establish a system that can secure profitability at a global scale
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD. 38
Acquisition of Shares of Ficas Co., Ltd. (Conversion to Subsidiary) Disclosed in July 12, 2018
Overview of Ficas Co., Ltd. Location 2-210 Kamisuge, Meitou-ku, Nagoya-shi, Aichi
Title and name of representative Representative Director: Nobutoshi Hirota
Description of business Welfare service business for people with disabilities
Capital 40 Mil. Yen
Date of establishment December 7, 2011
Acquisition price Common stock: 40 Mil. Yen Advisory expenses etc. (estimated amount): 0 Mil. Yen Total (estimated amount): 40 Mil. Yen
Date of Resolution Resolution at Board of Directors’ meeting: July 12, 2018 Execution of share transfer: July 12, 2018
Promote the activities of people with disabilities Ficas Co., Ltd. is a company that has been certified as providing “Continuous Support for
Employment (type A)" in providing people with disabilities opportunities for work as well as in conducting training, etc. necessary for improving knowledge and ability through production activities
We made the company a wholly-owned subsidiary to tackle social contribution in terms of welfare for people with disabilities by promoting stable employment of people with disabilities in our group companies.
In the future, in addition to existing business, the company will be part of our group's business From the viewpoint of importance to business results, we have made the company an
unconsolidated subsidiary
S
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD.
Long-Term Management Vision
Aggressively market products for minimally invasive
treatment from Japan to the world, to improve QOL
(Quality of Life) for all patients worldwide while
establishing the “ASAHI brand”
39
All Rights Reserved. Copyright ©2018 ASAHI INTECC CO., LTD.
Caution Regarding Information Presented
40
【 IR contact 】
Asahi Intecc Co., Ltd. corporate strategic office TEL 052-768-1211
URL http://www.asahi-intecc.co.jp/en/
All forward looking statements contained herein, including sales forecasts, outlooks, and strategic plans, are based on the best currently available data; however, risk and
uncertainty are involved in these statements. Please note that actual results may differ greatly from plans presented here.