■Fuji Dice ＜6167＞'s Medium- to Long-Term Growth Strategy

(2) Resource-saving related

What is attracting attention for saving resources and reducing environmental impact is the development of tungsten-cobalt alloys (SASTELLOY ST60), which drastically reduces the amount of tungsten and cobalt used, which are rare metals listed in the catalog in 2022/11, and is lighter than steel and achieves hardness and toughness close to superhard alloys. Specifically, since cemented carbide has a large specific gravity, it is expected that it will expand into the rotary tool field (grinding rotary blades, hammers) where application is difficult. Since power reduction by reducing the load on the motor and productivity improvement due to an increase in rotation speed can be expected, the fact that screws for mixers are required for high hardness, durability, and are lightweight was evaluated, and tests by customers progressed, and sales began in the 2024 fiscal year. Furthermore, the same alloy received the “Encouragement Award” at the “2023 Super Monozukuri Parts Awards” sponsored by the Japan Monozukuri Conference/Nikkan Kogyo Shimbun. As for future developments, we are considering capturing market needs and increasing the lineup. Also, as the risk of supplying rare metals such as tungsten and cobalt increases due to US-China friction, Russian issues, etc., the same alloy has the potential to be a means to ensure the company's business continuity.

(3) Next-generation energy-related

We are developing catalysts for water electrolysis in relation to next-generation energy. This catalyst uses inexpensive and highly procureable metals compared to conventional precious metal catalysts, and is expected to be deployed to hydrogen generators. In addition, development of catalysts for CO2 reduction and catalysts for rechargeable batteries is also proceeding in parallel. Various companies and research institutes are also developing in this field, and the company's powder metallurgy technology and high-pressure synthesis technology will be key.

3. Establishing a new business

Aiming to become a 100-year enterprise, the company established a specialized organization for new businesses in 2024/7 to promote commercialization of new business seeds. Until now, the company has been proceeding with the study of new businesses by project teams as the creation of medium- to long-term growth platforms, but it will take over those activities and build a system where it is possible to constantly search for new business seeds and examine commercialization. In addition to working to realize new businesses and shorten business creation cycles, which are the pillars of new businesses, the organization is also actively examining M&A and business alliances for the early realization of new businesses.

4. Strengthening overseas business

Although the company listed strengthening overseas business as a priority measure in its previous medium-term management plan, the trend did not necessarily go as planned, and the overseas sales ratio for the fiscal year ending 2024/3 stopped at 18.7% compared to the target of 20% or more. When formulating a new medium-term management plan this time, we positioned overseas business as driving growth, and we set a target sales ratio of 25% or more for the 2027/3 fiscal year. Regarding the expansion of overseas sales, mainly in Asia, we aim to expand sales through both subsidiaries and exports. An overseas business headquarters was established in 2023/7, an executive in charge was established to strengthen overseas business, and a sales office was established in Dongguan, China in 2024/2. In the future, the reopening of the Indian base and the establishment of a base in anticipation of US expansion for battery/motor core molds are also in view.

(Written by FISCO Guest Analyst Hiroshi Okamoto)