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Medium-Term Management Plan

Our desired future

Global Power Solution Partner

Continuing to be a partner that listens to customers and meets their expectations in the provision of solutions.

We provide power semiconductor technologies and high-efficiency power conversion technologies aiming to establish a sustainable society. Next-generation power semiconductors from the Sansha Electric Manufacturing Group enable the efficient use of power from renewable energy sources while minimizing energy loss. Further, we adopt environmentally friendly designs for our power supplies with high conversion efficiency to reduce energy consumption. In addition to innovating technologies, we are proactively contributing to local communities and participating in environmental protection activities. In our efforts to improve people’s lives, we are creating a sustainable, prosperous future through these initiatives.

  • Technology

    We will have world-leading technologies related to power electronics, which have been our strength since our founding.
  • Global

    Taking a global perspective, we will operate our business on a wholly global scale.
  • Solution

    Capitalizing on power electronics technologies, we will thoroughly identify customers’ problems and resolve them.
  • Trust

    We will earn the unrivaled trust of society for our quality and sincerity.

Slogan

We announced CF26, our new medium-term management plan with the slogan: Create the Future. This slogan is derived from our purpose: Moving society forward with power electronics and creativity. The plan advances our intent to move society forward using our creativity and also includes our vision for the future. In this medium-term management plan, we focus on strategies and our vision for building a better future.

CF26:Create the Future 2026 CF26:Create the Future 2026

Basic policy

Basic Policy Chart

The period of the CF26 medium term management plan (2024 to 2026) is positioned as three years of managerial reforms to become the Global Power Solution Partner to achieve a return on equity (ROE) of 10% or higher. We aim to achieve the growth of our business and the improvement of profitability through strategic investments and investments in intangible assets. Specifically, we will provide solutions which will contribute to energy conservation and the stable supply of power and enhance customers’ added value through thedevelopment of products which will contribute to carbon neutrality and the development of highperformance devices. In addition, we will implement a sustainability strategy by reducing our environmental impact and enhancing our business continuity management and fully leverage our invested capital aiming to achieve a return on equity (ROE) that exceeds the cost of shareholders’ equity in our efforts to improve profitability and invested capital turnover. Further, we will also push forward with the enhancement of shareholder returns and the strengthening of corporate governance.

Numerical targets

In FY2024, net sales are expected to decrease from FY2023 to 28.8 billion yen. This will be a temporary decline. Major factors in this decrease are the absence of plans for a major project that was implemented to meet special demand which existed in FY2023 and upfront expenditures for strategic investments and investments in intangible assets. However, net sales are forecast to recover to 31.0 billion yen in FY2025 and grow to 33.0 billion yen in FY2026. Thus, we aim to return to a stable growth track.

Table of numerical targets

Management material issues

The Sansha Electric Manufacturing Group has been contributing to the establishment of a sustainable society through its businesses. In our CF26 medium-term management plan, we identified seven important elements by evaluating stakeholders’ interests and degree of impact. These elements have been integrated into our business strategy. We will formulate specific measures and address issues, enabling us to not only pursue growth and profit but also help achieve the SDGs. We use our technologies and innovations to address social issues and contribute to the establishment of a sustainable society.

Materiality and SDGs diagram

Key Priority Measures

Power supply business

Priority measures 01

Developing products in the new energy sector and increasing our share of the market for global power supplies for surface treatment

Storage Battery Power Conditioner

Developing power conditioners for storage batteries, we sustainably offer products that enable efficient energy management, thereby enhancing our market competitiveness.

Storage Battery Power Conditioner

MRT-C

  • Accelerated development of models for overseas markets
  • Demonstrate the technical skills we have developed in areas where precision surface treatment is required.

MRT-C

Priority measures 02

Standardization

Improve QCD and increase customer satisfaction by standardising the design, manufacturing and parts of custom products

Priority measures 03

Collaborating with capital and business alliance partners

  • We will promote joint development projects with capital and business alliance partners to support the shift to sustainable energy and smart social infrastructure.
  • We will provide one-stop energy management solutions, from system design to construction, to aid customers in their decarbonization efforts.

Priority measures 04

Developing new markets using small power supplies

New target markets New target markets

Power semiconductor business

Priority measures 01

Aim for a balanced industry strategy by focusing on new infrastructure markets in addition to traditional construction-related and industrial equipment.

Target Market Target Market

Priority measures 02

Enhancing SiC products and implementing regional strategies

semiconductor focus on specific policies semiconductor focus on specific policies

Aim for 10% of sales from SiC products:pie chart

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