Corporate Strategy

The Company has formulated the new Mid-term Management Plan 2028 “Achieving Evolution” (hereinafter the “Plan”) covering the five-year period from the fiscal year ending March 31, 2025 to the fiscal year ending March 31, 2029, which is positioned as a stage to achieve the evolution of the Company. We will further pursue the expansion of our business portfolio and establishment of management, and work on various initiatives in line with the three basic policies to build a management base resistant to changes.

(May 13, 2024)

Based on the following three basic policies, we will engage in initiatives toward expanding our business portfolio and developing a management base resistant to environmental changes.

Leveraging our technologies and business models cultivated through our business for consumer IT products, we will support the evolution of digital technologies to promote value generation in the automotive and photonics domains where growth is expected. In the automotive domain, the number of displays mounted per vehicle is increasing and so is the size of in-vehicle displays in line with the evolution of advanced driver assistance systems (ADAS). Given this situation, the Company has launched a new production line to ramp up our production capacity to ensure to capture the demand expected to grow further going forward. In the photonics domain, an increase in data centers triggered by the spread of generative AI has resulted in a boost in demand for related devices. In response to this, the Company established Dexerials Photonics Solutions Corporation in April 2024 as a company that drives business development in the photonics domain. Through this subsidiary, the Company will accelerate the development of high-speed photodiodes (PD) for optical transceivers with the eyes focused on next-generation high-speed communication, while making investments to expand production to cater the current increasing demand.

We aim to maximize earnings from existing businesses by expanding high value-added products created with the development that anticipates technological trends, which is one of our strengths. We expect demand to increase further for particle-arrayed anisotropic conductive films (ACF), which has already become the de facto standard for flexible OLED displays of smartphones. In response to this, we aim to grow our business over medium to long term by making investments in production rump-up starting from the fiscal year ending March 31, 2025.
Meanwhile, we see a rise in the trend worldwide of mounting a secondary protection circuit on applications with lithium-ion battery cells. In light of such a situation, for high value-added surface mounted type fuses (SCPs) for high-current products, the Company will strive to grow the business by expanding our global customer base of products for power tools and electric motorcycles.

Based on the assumption that we will continue to face a rapidly changing business environment, we will work to build an organization base that enables sustainable growth.

• a．
  As part of measures to strengthen our sales function, we will work to reinforce “Design-in” and “Spec-in” in overseas regions so as to further strengthen our business models. In addition, we will address strengthening our distribution function through strategic partnerships, while working on improving our responsiveness to foreign exchange fluctuations and reducing our working capital.
• b．
  Through the strengthening of human capital and technologies, which are our most important management issues (materiality), we will make ongoing efforts to evolve into a company capable of differentiating itself from others with its technologies. We will strive to improve our abilities to acquire and retain technical and global human resources through the group-wide rollout of the job-type personnel system, while accelerating our research and development activities mainly in the photonics domain.
• c．
  As part of measures to strengthen our production function, we will promote our strategy to maximize the value of our human capital by proceeding with the construction of a smart factory through DX (Digital Transformation) at Kanuma Plant No. 2, in which we decided to make an additional investment, based on the assumption that the population of working age will decrease in Japan in years to come. We will also seek to enhance a business continuity function at each business site.

• FY2024 to FY2028 Mid-Term Management Plan (758KB)

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