JCU VISION 2035 New Corporate Philosophy System

JCU VISION 2035

In May 2024, we announced JCU VISION 2035, our long-term vision focused on the next 10 years. By establishing a long-term direction, we ensure management and employees are on the same page, and we even formulated our medium-term management plan by back casting based on this long-term vision. In determining our direction, we defined our vision for 2035 as “a global organization that continuously grows with society by fully utilizing distinctive strengths and making contributions to society and protecting the environment,” and identified the following elements as essential to realize this vision: Technologies no other company can match, services that earn the trust of customers, and a highly transparent corporate culture.

Under Medium-term Management Plan JCU VISION 2035 —1^st stage—, we are implementing measures to establish a foundation and lay the groundwork necessary for achieving our vision over the next 10 years.

Our vision for 2035

A global organization that continuously grows
with society by fully utilizing distinctive strengths
and making contributions to society and
protecting the environment.

Requirements for accomplishing our vision

Financial Growth Targets

JCU VISION 2035－1^st stage— Progress

In the first year of the medium-term management plan, net sales amounted to 28.3 billion yen (+14.1% YoY), operating profit was 10.5 billion yen (+30.8% YoY), ordinary profit was 10.9 billion yen (+32.9% YoY), and profit attributable to owners of parent was 7.4 billion yen (+35.6% YoY; figures below 100 million yen rounded down), all of which substantially exceeded plan targets to reach record highs. With regard to shareholder returns, we increased the year-end dividend by 4 yen per share, and the full-year dividend by 6 yen per share to 76 yen per share, marking the 15th consecutive year of dividend growth. In light of our stronger-than-expected performance in the first year of the medium-term management plan compared to assumptions made when the plan was initially formulated, we made upward revisions to targets for FY2026, the final year of the plan. The revised targets call for net sales of 31.0 billion yen, operating profit and ordinary profit of 11.0 billion yen each, and profit attributable to owners of parent of 7.5 billion yen.

Furthermore, regarding capital expenditures, although we had planned cumulative investments of 10.0–12.5 billion yen over three years, in addition to the Kumamoto Facility currently preparing to commence operations, we also decided to construct a new factory at our Thai subsidiary. In recent years, there has been an increase in large-scale investments in semiconductor-related and other electronic components in the Southeast Asian region, and demand for printed circuit boards (PCBs), which the Group positions as a core area, is expected to expand. Accordingly, our policy is to promote growth investments with the aim of achieving further business growth.

In addition to growth investments, we are also promoting investments related to sustainability management. As part of these efforts, in November 2024 we introduced carbon-offset city gas in the Production Headquarters. As a result, we have achieved a 42.7% reduction in CO₂ emissions from domestic offices compared to FY2013. The new Kumamoto Facility will also operate as a clean facility aimed at reducing environmental impact and preserving the global environment, including partially covering electricity usage through solar powergenerated electricity and minimizing wastewater discharge.

Going forward, we will continue to proactively invest in our own growth as well as in initiatives that contribute to the environment and society.

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