Investor Relations
'Long-term Vision towards 2015' &
'Medium-Term Management Plan'
Outstanding performance and higher corporate value
Since the founding of Nippon Mining Holdings, Inc. (the "Company") in 2002, we have implemented several policies, primarily to bolster our financial position and to restructure and build the competitiveness of existing businesses. With the settlement of long-standing matters of concern, in the fiscal year ended March 31, 2006, the Group was able to shift its management focus to a strategy for growth based on expansion and long term business objectives, while continuing to strengthen its financial position.
Additionally in 2008, we finalized its Long-Term Vision towards Fiscal 2015, which details the Group's strategy for achieving stable and sustainable growth in volatile business environments.
Due to the conclusion of basic memorandum on management integration with Nippon Oil (announced on December 4, 2008), 'Medium-Term Management Plan for Fiscal 2008-2010' has not been revised. Earnings estimates in Fiscal 2009 are disclosed in the 'Latest earnings forecast & IR materials'
Long-Term Vision towards Fiscal 2015
PDF[460KB/37PAGES]
HTML[17PAGES]Overview of the Long-Term Vision towards Fiscal 2015
1. Vision
Create an optimal business portfolio covering the petroleum and metals businesses, and be an outstanding global company with sustainable growth capabilities, stable profitability, and a strong financial position.
2. Basic policy
-Optimal business portfolio
As a corporate Group engaged in various businesses covering upstream, midstream, and downstream activities in both the petroleum and metals businesses, build a business portfolio that balances risk and return, and bring about sustainable growth and stable profits.
-CSR and environment
Based on highly transparent corporate governance practices, stay absolutely committed to compliance, safety and accident prevention, and environmental preservation, further emphasize corporate social responsibility (CSR) and efforts to reduce environmental burden and greenhouse gas emissions, and institute CSR and environmentally focused management practices.
-Innovation
Strive for innovation in all areas of management and business, promote business development using technologies cultivated in the petroleum and metals businesses, and take initiatives to build an organization and develop personnel suitable for global business.
2.Targets (Fiscal 2015)
(1) Profitability
Income before special items: ¥250 billion or more
Net income: ¥130 billion or more
(2) Financial position
ROE: 12% or more
Shareholders' equity ratio: 40% or more
D / E ratio: 1.0 or less
(3) Capital expenditure
Trillion yen-scale capital
4. Basic Strategy for Achieving the Long-Term Vision
(1) Upstream (petroleum exploration and development, copper resource development): Aiming to realize a significant return on investment and stably procure resources, mainly in copper resource development
(2) Midstream (petroleum refining and marketing, copper smelting & refining): Maintaining a fixed level of profits by drastically enhancing cost competitiveness
(3) Downstream (petrochemicals, electronic materials, metals recycling and eco business): Harnessing our competitive superiority, expand aggressively into areas where market expansion and higher value-added are anticipated