JGC Holdings Corporation

This is Sun Taguchi, Group Finance and Accounting Department. Thank you for this opportunity. I will explain the outline of financial results they use in agenda on slide two. Please look at slide three. This shows the highlights of FY20 results. In FY20, we received an order for a large refinery modernization project in Iraq. We also received orders in Japan in chemical and biomass power generation. We secured the orders of 680 billion yen more than the initial forecast. The impact of COVID-19 is still going on. Its impact is rather severe than we had first expected, though we do not have a rapid recovery in net sales in the second half of the year, but ongoing projects are making good progress. We achieved improved profitability in some projects, both at home and abroad, thanks to the strong project execution. We also reduced SCNA. All in all, operating income and ordinary income in FY20 exceeded our initial forecasts. This slide shows income and comprehensive income. Today, we separately disclosed notice of disparity between earnings forecast and actual results. Year-on-year basis, actual income decline and profit increased. Net sales was 433.9 billion yen down 46.8 billion yen year-on-year. It was lower than the initial forecast. In the initial forecast, we had assumed business environments affected by COVID-19 would be back to normal during the year. Unfortunately, we did not see a big improvement in our business environment, thus we could not see our expected rapid recovery moving toward the end of the fiscal year. Gross profit was 43.7 billion yen, up 400 million year-on-year. This was better than the initial forecast. Profit ratio was 10.1%, up 1.1 point year-on-year. We had an increased profit thanks to the smooth execution in projects, both at home and abroad, up until the third quarter. Though we had an expense from the lost quotation in the fourth quarter, but the project profit turned out to be rather firm. Operating income was 22.8 billion yen, up 2.6 billion yen year-on-year. Thanks to the reduction of S&A, operating income shows a growth compared with the initial forecast. Ordinary income was 25.5 billion yen, up 3.1 billion yen year-on-year. Profit attributable to owners of the parent was 5.1 billion yen, up 1 billion yen year-on-year. It was 35% lower than the initial forecast. This was caused by the impairment of 2.9 billion yen in the fourth quarter as well as 1.3 billion yen for the valuation loss of investment securities. They were caused by the impairment we had in the U.S. crude oil and gas production and sales assets due to the sluggish price of crude oil as well as by the valuation loss due to the substantial price reduction in the power generation and water business in the UAE. There are special laws of 4.9 billion yen. This is just one-time loss without cash out. As for the annual dividend per share, it is 12 yen per share, no change from the initial forecast.

Next is segment information. In the total engineering segment, sales decreased due to the continued impact of COVID-19, but profits increased owing to the steady execution of projects in Japan and overseas. Net sales were 388.5 billion yen, and segment profit was 16.8 billion yen. In the functional materials manufacturing segment, both sales and profits were down due to the continued decline in overall product demand caused by COVID-19. Net sales were 40.7 billion yen and segment profit was 5.8 billion yen. In other businesses, sales and profits were down. Next, moving on to the consolidated balance sheet. Current assets increased by ¥10.4 billion year-on-year to ¥548.3 billion due to an increase in accounts receivables among other factors, and fixed assets increased by ¥20.8 billion to ¥154.1 billion due to factors including the consolidation of new subsidiaries. Total assets grew by 31.2 bn yen to 702.5 bn yen. Current liabilities were down by 31.3 bn yen to 197 bn yen year-on-year due to redemption of bonds and decrease in accounts payables for construction. Non-current liabilities increased by 35.9 billion yen to 87.8 billion due to the issuance of bonds and the effect of newly consolidated subsidiaries. JGC's share of cash held by the joint venture, which is not recorded on the bond sheet, was 197 billion yen. The shareholder security ratio was 59.4%. Let's move on to the consolidated cash flow statement. Operating cash flow was positive 12.4 billion yen. Investing cash flow was negative 13.5 bn due to the purchase of tangible fixed assets and the purchase of investment securities, among other factors. The balance of cash and cash equivalents at the end of the fiscal year was 268.2 bn, almost some change from the end of the previous fiscal year. Next is the outline of contracts. Overall, orders received were 683 billion yen, exceeding the initial forecast. Overseas, there was a marked tendency for large projects to be pushed back the following fiscal year or later due to customers' revised investment plans. As there were no large-scale projects following the oil refinery modernization project in Iraq, the total project amount was muted at 509 billion yen. In Japan, we received 182.1 billion yen in orders, far exceeding our initial expectation, mainly for biomass power generation projects. Next slide is a status without signing contracts. The order backlog at the end of March 2021 was 1 trillion and 241.2 billion yen, and we have secured a volume of work that will serve as a base load for the next several years. By sector, LNG accounted for 41%, petroleum refining 36%, and power generation grew to 13%. By region, North America and the Middle East accounted for 36% each. Major projects include the LNG project in Canada, the oil refinery project in Iraq, and the biomass power generation project in Japan. Lastly, I would like to explain our business forecast for fiscal 2021. The EBC market, especially in the oil and gas sector, continues to be challenged by uncertainties, and hence we are targeting 500 billion yen in order. Net sales are expected to increase year-on-year to 470 billion yen thanks to the progress on ongoing LNG Canada project and the oil refinery modernization project in Iraq. Gross profit is expected to go down year-on-year to 38 billion yen, and the gross margin is expected to fall to 8.1%. We have factored in the risk of a decline in capacity utilization rate due to a decrease in the number of large projects underway and limited orders for new large projects. As a result, operating income and ordinary income are expected to decrease to 16 billion yen and 19 billion yen respectively. Net income attributable to owners of the parent is expected to increase to 13 billion yen due to a decrease in foreign taxes. We forecast a dividend of 15 yen per share, aiming for a consolidated payout ratio of 30%. This forecast is based on an exchange rate of 170 yen to the U.S. dollar. And this concludes my explanation on the financial summary. Thank you very much for your attention.

Hello, this is Shizuka, present COO. If I may, I would like to be brief in my explanation on business report since afternoon long-term management vision and medium-term business plan will be explained. Please turn to page 3. As Taguchi explained, consolidated orders received in FY 2020 was ¥683 billion, almost par to the target. In overseas oil and gas business, we received a large oil and gas processing project in Saudi Arabia. We achieved about 500 billion yen. In the overseas infrastructure business, in the middle column, non-ferrous refinery project was postponed due to COVID-19. Thus, we could not achieve the target. Here in Japan, We have been backed up by strong life science and renewable energy sectors. We achieved 182 billion yen, more than the target. So putting them together, it became 683 billion yen. Please turn to page four. Total engineering aims at 500 billion yen in the consolidated orders for FY 2021. We are still faced with market uncertainties, so we are going to focus more on those projects whose probability is rather high. This has been the policy in making our plan. Here I need to remind you that we had changes in our organizations. Former overseas oil and gas became energy solutions, and former overseas infrastructure became facility infrastructure solutions. So what you see here are those new names. First, energy and solutions. As I have already mentioned this, we have projects like non-ferrous metals in Indonesia, gas chemical projects in the United States, and oil refinery in Russia. We will focus on those projects because they are quite plausible. This has been already mentioned earlier. Here we will aim at 260 billion yen. Facility infrastructure solutions aims at 80 billion yen in orders. Major expectations include LNG-fired power in Indonesia, and storage tank business in Taiwan, water treatment in the Middle East, and railways related in the Philippines and others. Our expectations in domestic EPC, life science continues to be rather strong. We also have opportunities in nuclear power and maintenance. we would like to aim at a total of 160 billion yen. Now please turn to page five. Functional Materials Manufacturing. Here we have three areas, catalysts and fine chemicals, and fine ceramics. In a nutshell, catalysts with the COVID-19 surge, energy demand has been declining so Refinery utilization has come down, so we believe the demand here is going to be flat or decline a little. Fine chemicals in the middle. This area has also been affected by the COVID-19, but there has been a gradual recovery recently in automotive exhaust gas cleaning catalyst supporting materials. functional coating materials for eyeglasses. So we can have some expectation for profit recovery. Yes sir, we keep our fingers crossed here. Lastly, fine ceramics. Demand in semiconductor is now expanding. Silicon nitride substrates for power semiconductor for electric vehicles and hybrid vehicles are promising. This is another area we can have expectations like fine chemicals. With this, I would like to conclude my brief explanations on business overview. Thank you for your kind attention. Hello, everyone. This is Masayuki Sato, Chairman, JGC. As you know, the business environment surrounding JGC Group are changing so dramatically. Believing that in order for us to grow continuously, we must transform ourselves by having long-term perspectives. With this in mind, we produced our long-term management vision called 2040 Vision. This time, we announced a 2040 vision and a medium-term business plan, BSP 2025, at the same time. Why? Mid-term business plan or BSP 2025 is the very first five-year plan looking into long-term business structure transformation. This is a plan to enable us to achieve our financial goals. At the same time, the five-year plan, though its contributions to business performance is somewhat limited, is here to secure a large amount of strategic investment for us to develop a future growth engine. I hope you understand this point. Time is limited today, so without further ado, I will now explain some of the highlights of 24 Division for the JGC Group. Please turn to page 5. In developing 24 division, we redefined our purpose. So first allow me to explain this purpose itself. As you see here, the JGC group was established in 1928. Since then, we have been engaged in supporting the foundations of industry and society at large at the crossroads of challenges in balancing energy and environmental needs. The business environment surrounding the JGC Group is changing so dramatically. In order to grow continuously, we must respond to immediate changes quickly and flexibly. We need to raise our perspectives. We have a long-term and global vision that we are here to contribute to the healthy future of people and the globe. Every one of the employees must share this purpose, and we need to change ourselves, so we believe. Please turn to page 6. And now, we, JGCN group, redefined its purpose, that is enhancing planetary health. It contains our aspiration that we want to enhance both human culture and human lives, and in global environment or the nature systems people depend on. Now, please turn to page 11. Here, I would like to explain the background of 2040 vision. What are the social issues we judges in group aspires to solve? The social issues in our group would aspire to solve are three, pursuing both stable energy supply and decarbonization, reducing environmental impact of resource consumption, and building and maintaining vital infrastructure and services. Moving toward the year 2014, we have our purpose of making contributions to making a healthy future for humans and the planet, and we aim at solving those three social issues. Now please turn to page 13. Here I would like to explain our to-be in the year 2040. In order for the JGCN group to solve these three social issues, as we move into 2040, we will transform the JGCN group itself in five business areas where we can leverage our technology, track records, and core competence. They are energy transition, healthcare life sciences, high performance and functional materials, circular economy, and industrial and urban infrastructure. Now please turn to page 14. Here I would like to give you specific numbers we aim at in 2040. Currently, oil and gas is most dominant in our business areas. We aim at 60% with energy transition and 40% with other areas. In terms of business models, currently EPCN is dominant. We aim at 60% with EPC, and non-EPCN accounted for 40%. By expanding non-EPC business, we would like to diversify our earnings structure. Please turn to page 16. Here, I would like to explain three aspects of transformation to realize our 2B. First is a transformation in business areas. This is a shift from oil and gas centric business to energy transition as well as expansion of business areas. Second is business models transformation. Its focus is placed on EPC and manufacturing models. Here now we are talking about deepening our EPC business model as well as diversifying into non-EPC business models. Third is transformation of organization. Here now we are talking about how we can transform and reinforce our organizations. In addition to the traditional Japan-centric management and mega-sized projects, we need to establish a region-based management and we need to enforce our culture of innovation. Next, please look at page 17.

We will focus on five business areas to transform the business portfolio with a long-term perspective. We will position the first five years from fiscal 2021 to fiscal 2025 as five years of challenge, in which we will integrate the current oil and gas and renewable energy businesses and establish the energy transition domain as our core business. In other words, the existing infrastructure business, such as mega solar and biomass power generation, which are the track records that we have built up in the previous midterm business plan, will be a source of earnings as our core business stepped energy transition under the 2040 vision. The subsequent five years, from fiscal 2026 to fiscal 2030, will be positioned as the five years of harvest, and we will establish healthcare, life sciences, and high-performance functional materials as growing businesses, following years of strategic investments in the preceding five years. In the latter part of the 2040 vision, slated as 10 years of rapid growth from fiscal 2031 to fiscal 2040, circular economy and industrial and urban infrastructure will be added to the business portfolio as pillars of earnings, and their initiative in developing the five business domains will be completed. We will pave our ways into the urban infrastructure field as a new opportunity going forward. Please proceed to page 18. This is the level of operating income we are aiming for in fiscal 2040. We will target an operating income level of 150 to 200 billion yen in 2040 by actively making strategic investments. I would now like to explain how we plan to approach the different aspects of transformation. Please turn to page 20. First, I would like to touch upon the business area transformation, starting with the domain of energy transition. The group's mission is to concurrently respond to the world's demand for more energy and less carbon in the context of the global consensus to achieve net zero CO2 emissions by 2050. In energy transition, which is positioned as our core business, we will focus on two areas, the low carbon oil and gas business that will be reshaped to be even more green than the current format, and clean energy, the shift we have been accelerating from the decade starting in 2010. Please turn to page 21. This slide illustrates our initiatives to shift to low carbon and decarbonized oil and gas business. Here, we will focus on the following four areas, CCS, energy-saving technologies, carbon credits, and blue hydrogen and fuel ammonia. As a direction for developing the business, in addition to the existing oil and gas projects, we will contribute to low carbonization by combining CCS and energy-saving technologies with the oil and gas projects. Furthermore, we will go beyond our EPC capability and provide solutions from the business planning stage and participate in business operations for carbon credits. In addition, we will contribute to the penetration of blue hydrogen infu ammonia, CO2-free energy sources derived from the fossil fuel. To that end, in order to scale up the blue hydrogen and blue ammonia production facilities, we plan to invest in technology development and strategic partnership, capitalizing on our expertise in large-scale plant expansion and risk management capabilities cultivated in the LNG business. Please turn to page 22. Next, I would like to cover the clean energy in the energy transition business. We will focus on three areas in clean energy, offshore wind power generation, green hydrogen and fuel ammonia, and SMRs, or small modular reactors. As for our business development policy, we will enter the offshore wind power generation market first through alliances in the domestic market, which is expected to grow over the next few years. In addition to EPC, we will also participate in the business through offshore wind power SPCs. For green hydrogen and fuel ammonia, we will participate in the new energy value chain by promoting social implementation while utilizing the knowledge gained from the demonstration plant in Fukushima Prefecture. As for SMRs, we will build up track records in the U.S. and other countries and aim to implement SMRs to practical use. Page 23, please. In the healthcare and life sciences segment, which is another growth business area, we will focus on the three fields of pharmaceutical plants, traditional and smart hospitals, and digital healthcare. In developing the pharmaceutical domain, we will expand our business, including striking strategic partnerships in Japan and overseas in order to meet the growing needs of pharmaceuticals on a global scale. In the hospital-related domain, we will make upfront investments in digital technology for hospitals and clinics to develop the smart hospital business. And by collecting health and medical data, we will strive to expand the opportunity into digital healthcare in order to improve the quality of medical care. Please proceed to page 24. Next, in high-performance functional materials, which is another growth business, we will focus on the following four fields, high thermal conductivity silicon nitride substrates and polishing nanoparticles for semiconductors, catalysts for carbon and chemical recycling, materials for energy storage and new energy applications, and life science materials. Our business development plan is to strengthen and speed up the current system for new product development. We will further expand our current functional materials manufacturing business, including our presence overseas, by improving our manufacturing technology and production capacity for high thermal productivity silicon nitride substrates and polishing nanoparticles for semiconductors. Please turn to page 25. Next, in the future business area of circular economy, we will focus on chemical recycling. In developing the business, we will acquire chemical recycling technologies in areas where we have already commenced the work, such as plastic waste, and utilize the operational know-how we have gained through demonstrations to provide licenses and operational consultation in addition to EPC. Last but not least, in the area of industrial and urban infrastructure, we will focus on four areas, railroads, water treatment, industrial facilities, and complex urban infrastructure. Our business development strategy is to become a major player in urban infrastructure, such as waterways and water treatment, primarily based on EPC. and to enter the integrated infrastructure systems market by combining solutions from other business areas, such as energy transition and circular economy. Next, I would like to explain the business model transformation. In order for the group to grow in a sustainable manner, it is necessary to have a structure that can generate higher profits with more stability. To this end, we will work to deepen our EPC business model and diversify our profit structure by expanding into non-EPC business models. Please turn to page 28. In order to deepen the EPC business model, we will utilize digital technology to increase price competitiveness and improve the certainty of receiving orders, as well as to reduce risks in project execution. With regard to the use of digital technology, we established a dedicated DX organization last year to accelerate the activities for the early realization of our long-term IT strategy, IT Grand Plan 2030. We will continue to invest in the development of digital technologies and introduce them into project execution in order to demonstrate our superiority in EPC execution. In addition, we are envisioning future EPC business scenarios for 2040 based on advances in digital technology, and we will continue to transform our EPC business by anticipating what's to come in the future and spearhead active investment. Please turn to page 29. With respect to business model diversification, we will work to expand into non-EPC models originating from EPC and diversify into new business models. In the area of EPC-led expansion into non-EPC models, we will use the technologies we have cultivated in EPC as a starting point to expand into upstream and downstream in the value chain, including licensing, PMC, and digital O&M. Moreover, in order to diversify into new business models, we will work on platform businesses that utilize digital technologies and business participation in focused businesses. In order to implement measures for business model diversification, we will actively pursue related strategic investments. In addition, the high-performance functional materials field is an existing business, and although it is not mentioned on this page, we will continue to work on expanding the functional materials manufacturing business model and the business itself. Page 31, please. Next, I would like to walk you through the organizational transformation. In addition to the conventional approach to each country and region from the head office in Japan, we will work to strengthen a regional management system with enhanced customer service capabilities and propose and implement solutions to local issues in a timely manner. Please proceed to page 32. In order to move forward the 2040 vision, we will reshape our organization and human resources systems to establish a corporate culture to innovate by repeating the cycle of creating new businesses while leveraging the execution capabilities cultivated in growing the existing businesses. We will also aim to acquire organizational capabilities that enables ambidextrous management by deepening and exploring opportunities. Page 33, please. As part of our corporate contribution to the creation of a healthy future for people and the planet, we will declare our commitment to becoming carbon neutral by 2050. Page 34, please. Last but not least, I would like to conclude my presentation on the 2040 vision by introducing the three promises made here as a message to our employees and all other stakeholders for the group. Thank you very much for your attention.

I will explain the first phase of 2040 vision. I will cover this vision starting from FY 2021 ending in FY 2025. Since the time is limited, I will just go through the highlights. Allow me to move to page two. Our vision up until 2040 consists of three phases. The first five years is positioned as the five years of challenge. Here now I would like to expand on the strategy as well as the financial targets for this five-year period. Please turn to page three. Here now I'd like to expand on the purpose and the strategy in the five business domains Mr. Sato explained. The first five years are years of challenge. Please pay attention to those four elements. And for this matter, now please refer to the information in the bottom half of this slide. First, three key strategies. transformation of EPC operations, expansion of manufacturing business for high-performance functional materials. This is number two. And the third point is establishment of future engines of growth. And for us to execute these strategies, we are planning to make strategic investment as much as 200 billion yen for five years. And in FY25, targets are net sales of 800 billion yen, operating income of 60 billion yen, net profit of 45 billion yen, ROE being 10%. In terms of shareholders' return, dividend payout ratio of 30% or more, minimum dividend of 15 yen per share. Here, if I may, I would like to put net sales numbers into perspective since those numbers are scattered around on several pages. Net sales of 80 billion yen consists of large EPC, 350 billion yen, EPC growth and expansion, 300 billion yen, high functional materials, 60 billion yen new business areas 50 billion yen and this is not on the slide but we have maintenance 40 billion yen putting them together we have a total of 800 billion yen i hope you understand these numbers next allow me to move on to page four i will follow this agenda please pay six Before I explain the new medium-term business plan, allow me first to review the previous medium-term business plan. The bottom line is we missed the financial targets. The markets turned out to be quite different from the ones we had assumed, which then triggered a point of an oil price erosion so rapidly we were faced with tough market situations. Yes, we had the final loss in the first year, FY16, but our reinforced efforts of risk management benefited us. Operating income improved from 3% in FY17 to 5.3% in FY20. With the transition to the holding company structure, getting away from our heavy dependency on oil and gas, we strengthened our efforts toward the social trend of low-carbon and decarbonization. We expanded our efforts toward functional materials manufacturing, infrastructure and environment-related business, and others. We succeeded firmly in moving towards sustainable growth. Next, I would like to move on to page 9. Here, I will explain our new mid-term business plan. First, I will expand on the five business segments that we aim at. First is the energy transition segment. With the tight supply and demand expected in the latter half of 2020s, we assume new projects on the scale of tens of millions of tons are expected to start within the mid-term business plan horizon. As for non-LNG areas, we believe the existing oil and gas area will make further energy-saving efforts, utilizing CCS and CCUS. We believe new initiatives for low-carbon emission generating many projects in many different sizes, both at home and abroad. We are focusing that... The renewable energy demand will expand, such as solar power, energy storage, and biomass power generation. We also assume that with the mid-term business plan period, new opportunities such as offshore wind power now will develop fully here in Japan. We also want to keep an eye on the hydrogen fuel ammonia. Those markets are believed to grow firmly. Please look at page 10. This explains a high-performance functional materials area. Since Mr. Sato already explained this matter in his vision section, I will be brief. In a nutshell, the catalyst appears to be flat, but existing areas such as fine chemicals and fine ceramics seem to be promising. As for new areas, silicon nitride substrates, and nanoparticles for CMP are expected to grow in demand. Next, the remaining areas in the five areas, healthcare and life sciences, circular economy, industrial and urban infrastructure. The market here is expected to expand in light of higher standards of living and aging population. Healthcare and life sciences are expected to grow both at home and abroad. The market for the circular economy is expected to grow, including waste plastic recycling. Market expansion is also expected in Asia, driven by economic growth. Here, we keep an eye on water treatment and railways in the industrial and urban infrastructure area. Next, page 13. In this section, I will explain three key strategies to be pursued during the mid-term business plan in order to realize our 2040 vision. The first key strategy is that we will transform EPC operations, which is still accounting for 80% of revenue in 2025. Here, besides our efforts for the mega-sized EPC projects, we will further expand into growth markets and segments such as pharmaceuticals, healthcare, and industrial and urban infrastructure. We will also expand our efforts to expand non-EPC business opportunities. Its core is going to be in high-performance functional materials. We will also try to establish future engine of growth. Next, page 15. Here I will explain the first key strategy, transformation of EPC operations. Two points here. Point 1 is our further efforts to improve our competitiveness and profitability in our mega-sized projects will also expand our efforts in growth markets and areas in EPC business. Here, we intend to further advance our ongoing measures for risk management and winning project schemes. By doing so, we aim to ensure a steady gross profit ratio of 10%. We aim at net sales of 350 billion yen in mega-sized overseas EPC projects in FY25. We have already achieved about 400 billion yen plus with LNG, refinery, and chemical business mainly. But this time, we came up with a somewhat conservative target based upon the scenario we have made in light of the market conditions for the next five years, as well as the trends of opportunities. Next page, 17, please. The second point here is taking on EPC growth markets and segments. Net sales target here is going to be 300 billion yen. Asian as a region is growing remarkably, so we will establish Asian offices and reinforce human resources. In Japan, we will increase our manpower in pharmaceuticals, EPC, and chemical fields. We had 130 billion yen in net sales in FY20, mainly from Japan operations. So now we would like to further grow this business in Asia through business expansion efforts. We keep an eye on possible M&A and strategic partnership for Asian business expansion. Next, page 19, please. The second key strategy is expansion of manufacturing business for high-performance functional materials. This business is generating profit firmly even now. With this business backing up the future group business management, we plan to offer more product lineups in the existing core business. We intend to sell more strategic products. We aim at 60 billion yen in 2025 in terms of net sales. We will also explore and develop next-generation business opportunities. I will not go into details because you have already heard about our business plans and vision. Here now we aim at net sales of 50 billion yen. Next page, 21.

In the high-performance functional materials manufacturing business, we will focus on strategic products for top-line growth. Specifically, the areas of focus to achieve our goal will be methanation, chemical catalysts such as synthesis gas, CMP nanoparticles, and production and capex for high thermal conductivity silicon nitride substrates used for power semiconductors. Please turn to page 26. These are the new businesses that we aim to establish as primary source of future revenue. The five areas of focus as future growth engines are illustrated on slide 26. Our goal is to achieve net sales of 50 billion yen in fiscal 2025. The market is expected to expand rapidly in each of these fields in 10 years, and we plan to develop the businesses to generate sales in the magnitude of 500 billion yen. Since the opportunities will primarily be in the markets that are projected to be newly developed, revenue today is almost nil. However, we will achieve growth by accurately grasping the needs of society and making strategic investments including M&As. Of the 50 billion sales target for fiscal 2025, 30 billion is expected from the offshore wind power generation business. Out of the projected sales of 500 billion yen in fiscal 2030, we plan to generate 100 billion yen from offshore wind power business, 100 billion from ammonia and chemical recycling combined, and 200 billion yen from SMR and urban infrastructure. Please proceed to page 27. Regarding the offshore wind power generation opportunity that I mentioned earlier, we expect further penetration of offshore wind in energy market. Therefore, we will build up our track record in APC and aim to achieve sales of 30 billion yen in 2025 and 100 billion yen in 2030. In order to establish a position as a major player in this field, we will not only engage in EPC, but also actively participate in business formation for projects and make capital investments for EPC business. In the medium to long term, we intend to enter the floating offshore wind power market, which is technically more challenging, but is an area where we can utilize our experience in offshore LNG plants. Please turn to page 28. In the field of blue hydrogen-infused ammonia, which are expected to become the next-generation energy sources, we will target sales of 50 billion yen by 2030, despite the fact that sales contribution will be small as of 2025. Ammonia is an alternative fuel that we are focusing on because it has the lowest life cycle emissions in terms of CO2 and lowest adoption cost for the society. In addition to EPC, we will explore various business models for building a value chain, including acquisition of licensed technologies, business participation, and M&A. For the hydrogen business, we are participating in a feasibility study for green hydrogen production as well as blue hydrogen, and we will continue to actively work on this project. Please go to page 29. In chemical recycling, we have already obtained a license for the EUP process for waste plastic treatment, and we are working to obtain feasibility study orders to win the EPC business. We have also started a business for recycling waste fiber through an alliance with Teijin and Itochu. We aim to achieve widespread adoption and commercialization in this field and will shoot for a sales target of 50 billion yen by 2030. Please proceed to page 31. This is our policy on strategic investment. Aiming to improve profitability in the three key strategies I have explained so far, we will proceed with a total of 200 billion yen in strategic investments under the current mid-term business plan. We plan to invest 70 billion yen in transformation of EPC operations, 50 billion yen in growth of the high-performance functional materials manufacturing business, and 80 billion yen in establishment of future growth engines in the areas of digital, M&A, production facilities, business development, commercial demonstration, and R&D. Out of the ¥70 billion investment for transformation of EPC operations, following are the main components. For EPC-DX, roughly ¥20 billion over five years, on top of the group's general IT budget of ¥50 billion including digital transformation. We also have M&A planned to gain the business capability to cover the Asia market. For high-performance functional materials manufacturing business, CAPEX budget will be 30 billion yen, and we also have appetite for M&A reflected in the plan. The investment plan for the future growth engines will be roughly 20 billion yen in offshore wind, 5 billion in SMR, or small module reactors, which we have already made some investment, 15 billion yen in hydrogen and fuel ammonia, including license acquisition, and 20 billion yen in POC study for chemical recycling. Please proceed to page 33. In order to implement our key strategies, we will expand and realign our human resources and build a system to continuously create innovation. We have 10,800 employees for the whole group, out of which 9,000 people are in the EPC business, and 1,800 people are in high-performance functional materials manufacturing business. Within EPC, we have 4,600 employees in Japan and 4,400 overseas. With a total headcount of 12,000 people, we will execute the key strategies. Please turn to page 34. Without going into details, this is how we plan to review our organization, process, and systems in place to create an environment for continuous innovation and to transform the group toward our 2040 vision. Now let's move on to page 36. Here, I would like to go over our financial targets. As our financial targets, we are aiming to achieve net sales of 800 billion yen, operating income of 60 billion yen, and net profit of 45 billion yen, an ROE of 10% in fiscal 2025 by steadily implementing the three transformations and achieving the targeted results in the three key strategies. In addition to the energy transition field, we will also expand our business areas in accordance with the policies we have discussed so far. As for non-APC sales, we will focus on expanding our domestic maintenance and service business and high-performance functional materials manufacturing business. Please turn to page 38. This is our capital policy and shareholder return policy. Our basic policy is to maintain a strong financial base to support the execution of mega-sized EPC projects and specifically keep a shareholder's equity ratio of 50% while at the same time promote nimble strategic investments for future profit growth. Through disciplined investment and capital allocation, we aim to improve profitability and achieve 10% ROE. Please proceed to page 39. The slide illustrates your financial strategy for implementing the capital policy described on the previous page. Please turn to page 40. With regard to the shareholder return policy, we will continue to aim for a dividend payout ratio of 30%, but in order to provide stable returns to our shareholders, we have set a minimum dividend of 15 yen per share. The lower limit of 15 yen per share is set based on the net profit target of 13 billion yen for fiscal 2021. we will consider share buybacks as appropriate, taking into account the business situation. Please turn to page 44. Last but not least, I would like to explain the specific initiatives to achieve carbon neutrality by 2050, as explained by Mr. Sato. In order to achieve net zero CO2 emissions from our corporate activities in 2050, we will reduce our CO2 emissions per unit of production by 30% in 2030. In addition, we will work with stakeholders to reduce scope three emissions, which are emissions from the value chain. To help the stakeholders reduce their emissions, the JGC group will provide solutions for energy transition by making full use of our technological capabilities we have accumulated to date. Please turn to page 45. This will be the last slide. The JGC group aims to become a corporate group that contributes to the improvement of planetary health in five areas, including energy transition, and will steadily implement the measures set forth in this medium-term business plan to achieve the numerical targets. This will conclude my presentation. Thank you for your attention.