Management Policy & Strategy

Our Thoughts Behind the SWCC Purpose

Social Background

• SWCC is asked to change values and contribute to the realization of a sustainable society. In addition to maximizing economic value, we will continue to pursue solutions to societal issues and sustainable growth.

Change/Transformation

• SWCC will move into and out of the growth phase through structural reforms. We aim to change into a new version of SWCC by maintaining spirit of challenge without fear of change, raising the level of earning power through ROIC management, and aggressive investment beyond existing frameworks such as M&A and in-house ventures.

Social Contribution

• For 87 years since its establishment, SWCC has been involved in infrastructure through its products and has continued to serve society, which is a source of great pride for SWCC. In order to contribute to society in the future as well, we will continue to address social issues (renewable energy, the labor shortage issue, etc.) and improve reliability in quality.

Human Capital

• The source of SWCC's growth is our human resources. By promoting the utilization of diverse human resources, development of human resources who are not afraid to change, and creation of rewarding jobs and workplaces, we aim to become a corporate group in which employees are highly engaged.

Value Creation

• SWCC will apply the technologies and the know-how we have cultivated over many years to new markets and new _elds to create new value and common sense for the future. While maintaining the spirit of challenge since our founding, we will promote reforms such as making a shift from selling goods to selling services and changing to become solution-oriented manufacturer.

Strategy

Medium-term Management Plan "Change & Growth SWCC 2026"

～Rolling Plan 2024～

Review of the numerical targets for the fiscal year 2026

SWCC group has developed a rolling plan for the medium-term management plan, which marks its third year since the announcement, in May 2024. Based on changes in the business environment and the progress made over the past two years of the medium-term management plan, we have revised the overall plan upwards. At the same time, we are introducing new key initiatives aimed at enhancing corporate value to move closer to our desired vision for 2030.

However, the circumstances surrounding the Company's business environment are changing. For example, the electric power infrastructure market in Japan is seeing greater demand than initially expected. Meanwhile, the spread of xEVs is delayed and Japanese manufacturers of home appliances now have a weaker presence and the environment surrounding our wire harness business has changed. In view of these factors, in the current third quarter, the Company decided to again revise the numerical targets for the fiscal year ending March 31, 2027 as the final fiscal year of the Medium-term Management Plan. While continuing to respond flexibly to changes in the business environment, the Company will promote business portfolio management with ROIC as an indicator and strengthen our businesses' capacity to generate cash flows.This will enable the reliable execution of growth investments and enhance shareholder returns.

2025/02/07 released
Medium-term Management Plan "Change & Growth SWCC 2026"～ Rolling Plan 2024～　
Review of the numerical targets for the fiscal year 2026

2024/05/13 released
Medium-term Management Plan "Change & Growth SWCC 2026"～ Rolling Plan 2024～