ABOUT USPresident's Message

Contributing to Better Living and Cultural Progress


Promotion of sustainability management

In developing the new medium-term business plan starting in FY2021, we did not apply the previous method of setting a three-year plan. Instead, we first adopted the 2030 Vision, a long-term vision for the ten years until 2030. We have divided the period until 2030 into two phases. We have named the first five years the Medium-Term Business Plan 2025. In this period, we will work under a mission to "Accelerate the business transformation." After achieving this plan, we will work on the mission to "Expand the business domain through new and growing businesses" in the second five years (2026 to 2030).

We position the Group Mission as our permanent action guidelines. We have a 2030 target, that is, to be a comprehensive biomass company shaping the future with trees. It is defined as follows. A company group that consists of multiple businesses which generate stable profits and realize better living and cultural progress. It achieves this by using diverse technologies and know-how to maximize the use of renewable woody resources. This provides a wide range of products that help form a circulation-oriented society, supporting profit growth. A company group that consists of multiple businesses which generate stable profits and realize better living and cultural progress. It achieves this by using diverse technologies and know-how to maximize the use of renewable woody resources. This provides a wide range of products that help form a circulation-oriented society, supporting profit growth. Under this vision, we will promote sustainability management in pursuit of social and environmental sustainability in conjunction with corporate growth.

Achieving business development as a comprehensive biomass company

Our businesses are based on three circulations. Namely, they are circulation of sustainable forest resources, circulation of woody resources used for various purposes by using our technological abilities, and active product recycling. Enhancing each of the three circulations means contributing to building a recycling-oriented society and achieving business growth.Further, we established Biomass Material Business Division in June. With this new organization at the core, we will speed up the development of environment-related markets. We will also expand applications of our products through open innovation. The representative example is CELLENPIA®, a cellulose nanofiber made by defibrating wood-derived fiber to the nano level. Applications of this product are expanding in industrial fields. For example, in a world first, it was adopted for automotive (rubber) tires. Moreover, new possibilities are emerging for the product, exemplified by the application for power storage that is being studied jointly with Tohoku University. Moving forward, we will develop technologies, reduce costs, and pursue other initiatives, aiming to commercialize the product in 2025.

In addition, we are promoting paperising solutions to meet diverse demands related to paper, which is expected to contribute to achieving a circular economy, under the slogan of "Let paper do what it can do." We will continue to develop products with new functions, examples of which include paper packs for beverages such as NSATOM® and School POP®, as well as wrapping paper such as SHIELDPLUS® and LAMINA®, in pursuit of the possibilities of paper packages. Overseas, we have established Opal, the mainstay business of which is fiber packaging in Australia and New Zealand. We have thus established a comprehensive system covering the process from linerboard and corrugated medium to box making. We will work to expand the value chain with a view to supplying products in the global market. We will also strive to realize synergies in the Group as soon as possible.




Toru Nozawa,

President

Nippon Paper Industries, Co., Ltd.