Innovation

Strategy
(Stance and Approach)

Basic Concept

SEKISUI CHEMICAL Group has adopted Innovation for the Earth as a vision statement for its Long-term Vision. We also emphasize innovation as an important driver for realizing our vision. With climate change and other extremely difficult and urgent social issues piling up, the importance of innovation to create new solutions to these issues is increasing.
Under the current Medium-term Management Plan, based on our Long-term Vision, "Vision 2030," we have identified enhancement areas in which we aim to further grow existing businesses in each business domain, and innovation areas in which we create a new business foundation, and are working to strengthen innovation in each of these domains.
In addition, we launched a Group-wide innovation roundtable initiative to identify business opportunities across business domains and to regularly examine the combination of technologies. Through these efforts, we are working to strengthen our ability to innovate as a comprehensive Group-wide strength.
With regard to strengthening core technologies, which are the source of innovation, we define technology platforms throughout the Group and are proceeding with technology enhancements over the medium to long term. At the same time, we will focus on collaboration and open innovation with outside parties to enhance our ability to resolve social issues by quickly creating new value.

Governance

System for Promoting Innovation

SEKISUI CHEMICAL Group believes that the source of innovation lies in the core technologies that it possesses. Among these, we define technologies that are particularly competitive and technologies that need to be strengthened as technology platforms (TPFs), and we continue to strengthen our technologies. TPFs are reviewed for each medium-term management plan, and the current Medium-term Management Plan stipulates 26 TPFs. In addition, we have established a system for appointing leaders who will lead the technological enhancement of individual TPFs as Specialty (S) positions. The "S" position is made up of four grades, from S1 to S4. In fiscal 2023, 39 engineers were appointed as "S" positions throughout the Group. S-positions are responsible for driving the continuous technological enhancement of individual TPFs and also for developing the next technical leaders.

  • 05-45

The R&D structure for creating and promoting innovation is divided into two categories according to the time axis of the project. Research and development projects originating from the acquisition of customer needs will be undertaken at the laboratories of each segment to enable swift activities in accordance with the respective business environment. Meanwhile, the Corporate Headquarters is in charge of medium-to long-term projects. The R&D Center is responsible for the initial exploration and planning of R&D projects and the establishment of basic technologies. The New Business Development Department is responsible for the promotion of commercialization, and the system is designed to enable the rapid transfer of R&D to divisional companies once the business is launched. Each segment and Corporate Headquarters has an independent intellectual property department. The intellectual property divisions, business divisions, and R & D divisions of each segment work together at all times, and based on the characteristics of their respective business domains, we strive to gain a competitive advantage over our competitors, which in turn leads to the expansion and growth of our Group's business.

The status of innovation initiatives is monitored regularly by the R&D Committee. Discussions are underway with top management to further strengthen innovation.

  • 10-18

Roles of the R&D Committee

  • Determine Group-wide R&D basic policies regarding next-generation business creation
  • Determine Group-wide R&D themes and action plans regarding next-generation business creation

R&D and intellectual property management system

Risk Management

Collection and Analysis of Information to Respond Appropriately to Uncertainties

As fusion (innovation) activities are based on medium-to long-term projections, it is important to proceed while appropriately responding to uncertainties that will increase further in the future. It is necessary to actively obtain information from outside the Company, such as social and technological trends in Japan and overseas, and to envision possible future scenarios.
SEKISUI CHEMICAL Group’s internal think tank organization, SEKISUI Integrated Research, is conducting surveys on changes in the Group's business environment and business continuity risks by collecting and analyzing a wide range of domestic and overseas information. The knowledge obtained is shared with relevant departments in the Company, and contributes to the study of specific measures.

Indicators and Targets

Targets

In the previous Medium-term Management Plan, SEKISUI CHEMICAL Group set the number of new products and projects as a KPI and indicator of innovation in the areas of enhancement.
Under the current Medium-term Management Plan, we have established the numbers of external collaborations through open innovation as a KPI for innovation in innovation areas. Thanks to proactive external collaboration activities, the number of collaborations exceeded the target in fiscal 2023. To realize our Long-term Vision we will continue to strengthen innovation in both enhancement and innovation areas.

Major Initiatives

Internal and External Technology Fusion

SEKISUI CHEMICAL Group believes that collaboration with internal departments and external parties is important for realizing innovation. Based on this concept, we are actively working on technology collaboration inside and outside the Company, which we refer to as "fusion.”
Regarding in-house fusion, the Group's R&D Center works with related departments within the Company to promote fusion with each divisional company from the three perspectives of "fusion of core technology," "fusion of planning," and "fusion of development."
As far as fusion of core technology is concerned, we are promoting support for divisional company development themes using materials informatics in information science, one of the basic technologies integrated into the R&D Center, and are steadily building up a track record.
From a perspective on fusion of planning, we were able to create new development themes through collaboration between planning personnel from the planning departments of divisional companies and the R&D Center. As we work toward further fusion of planning, we are endeavoring to revitalize the Company through internal technology exchange events.
Turning to fusion of development, we are promoting integration through a mechanism in which Corporate Headquarters support development themes that cross divisional company boundaries.
We are also actively promoting the fusion of key development themes with external parties. The Group’s perovskite solar cell currently under development was selected as a national development project in collaboration with the University of Tokyo and Ritsumeikan University. We are also promoting a joint demonstration with the Tokyo Metropolitan Government, and plan to accelerate development toward practical application.
Moreover, we have entered into a partnership with ArcelorMittal, S.A., one of the world's largest steel companies, to pursue a carbon recycling technology project. In addition to promoting initiatives aimed at reducing CO2 emissions during steelmaking, we are also engaged in a joint study with COSMO ENERGY HOLDINGS Co., Ltd. to convert CO2 into valuable materials.

Mechanisms for Creating New Businesses

In 2021, SEKISUI CHEMICAL Group established the Innovation Promotion Group in the New Business Development Department with the aim of continuing to bring about innovation that helps resolve social issues as stipulated in the Group’s Vision 2030.
The Innovation Promotion Group is engaged in planning and creating new businesses, designing and operating an in-house entrepreneurial system, and fostering a culture of innovation. In fiscal 2023, we launched an in-house entrepreneurial system as a measure to strengthen human resources who can run projects by accompanying experts in planning themes to hone entrepreneurial skills. We received 206 applications from the Group as a whole, exceeding the target of 100 applications. We are pleased to see that there are many employees who want to take on the challenge of taking new businesses through to commercialization.
Furthermore, in cooperation with the MINASE INNOVATION CENTER, we are providing a place where human resources from inside and outside the Group can gain access to a wide range of information and knowledge and interact with each other as an opportunity for innovation.

Performance Data
  • 09-01

R&D Expenditures / R&D Expenditures to Revenues