Growth Strategy (2018-2021)

Overview


Mid-Term Business Plan Stage I (2012-2014) & Mid-Term Business Plan Stage II (2015-2017) Review

2


 Mid-Term Business Plan Stage III (2018-2021) Priorities

At the final stage of Master Plan, grow sales and operating income more and more. In addition, further expand our target market and products lineup, and reinforce business foundation.

 

  • Further increase Automotive and Industry business that has driven the growth in Stage I and II. Challenge to increase Consumer Electronics market related business again, so as to make them grow.
  • By expanding the lineup of non-coil business, speed up the growth.
  • Reshuffle and rejuvenate the members of top management team in Stage III, so as to further grow in the next Master Plan period.

Numerical Targets

3

  • Operating income generated by:  Existing business (85 oku yen) + M&A activities (15 oku yen)

 Strategies By Market

4


Strategies By Market - Automotive

Sales trend of 3 major products:

ABS
Slightly ↗
HID
KEYLESS ENTRY SYSTEMS

 Total sales of these 3 products in Stage III will slow down compared with the previous stages.

We will focus on the following 2 areas, so as to keep Automotive business growing more and more.

EV / HEV Actuators

EV/HEV Applications:

  • EV (car)
    • Motor, PCU, Battery (battery management system on-board charger)
  • Contactless Chargings
  • Plug-in Charging
  • Charger Stand

Strategies By Market - Industrial

Applications on which we have been focusing:

FA
RFID
MEDICAL / HEALTHCARE
ENERGY

Additional applications to focus on in this Mid-term Business Plan:  IoT

  • Industry 4.0 and Internet of Things (IoT) will expand networking of various machines and/or people.
  • Our technologies can be applied to various business areas including power supply module, noise control and communication.

Strategies By Market - Consumer Electronics

Applications on which we have been focusing:

INDUCTORS
TRANSFORMER FOR ADAPTOR
COILS FOR CONTACTLESS CHARGING

Additional applications to focus on in this Mid-term Business Plan: Review lineup of Metal Type Inductors, and expand their sales.

Metal Type Inductors 

 Consumer Electronics Applications

CE Applications

Strategies on Regions

Establish a new site, and add new functions to the existing site as follows. The following 2 are our priority locations.

Strategies on Regions


Strategies on Manufacturing

Strategies on Manufacturing


Strategies on M&A Activities

Strategies on M&A Activities


For Further Growth

For Further Growth


FINANCE STRATEGIES

FY2017 --- the Final Year of Mid-term Business Plan Stage Ⅱ

FY2017


Breakdown of Operating Income Change:  FY2014 - FY2017

Breakdown of Operating Income Change


Monitoring Targets/Components of ROE

Monitoring Targets/Components of ROE


Stage Ⅲ Targets vs. FY2017

Stage Ⅲ Targets vs. FY2017


Breakdown of Operating Income Change:  FY2017 - FY2021

Breakdown of Operating Income Change:  FY2017  →  FY2021


Monitoring Targets/Components of ROE

Monitoring Targets/Components of ROE


Total CAPEX in Stage Ⅲ (2018-2021)

Total CAPEX in Stage Ⅲ (2018-2021)


Construction of a mechanism for internal control completed to support Mid-term Plan Stage Ⅲ

Construction of a mechanism for internal control completed to support Mid-term Plan Stage Ⅲ


Dividend Policy

Dividend Policy


DISCLAIMER REGARDING FORWARD LOOKING STATEMENTS

Sumida Corporation (referred to as "Sumida") makes this document available for informational purposes only. This document contains certain “forward-looking statements” which reflect  management’s current views and the assumptions made with respect to specific future events and financial performance. Such statements are based on currently available information, and by their nature are subject to various risks and uncertainties that could cause actual results to differ materially from those projected or implied in “forward-looking statements” and from historical trends.
These risks include but are not limited to domestic and global economic business conditions, successful execution of our strategy and our ability to realise the resulting benefits, our ability to develop and market new products, changes in legislation, legal claims, changes in exchange and interest rates, changes in tax rates, actuarial assumptions, raw materials and employee costs, our ability to restructure our operations, the rate of technological changes, political, economic and other developments in countries where Sumida operates, industry consolidation and competition. As a result, Sumida’s actual future results may differ materially from the plans, goals and expectations set forth in such forward-looking statements. Sumida is under no obligation to, and expressly disclaims any obligations to, update or alter its forward-looking statements, whether as a result of new information, subsequent or otherwise. Sumida is under no liability of any person in respect of any loss and damage which may be suffered or incurred or which may arise directly or indirectly in respect of information contained. All rights, including, but not limited to the copyright, reserved. No part of this document may be reproduced in any means without the prior written permission of Sumida.