Creating for the Future

SWCC Group Q2 FY2022
Initiatives for the Second Half and Future Growth Strategies
Nov 4,2022
SWCC SHOWA HOLDINGS CO., LTD.(TSE Prime: 5805)

Contents
1.Initiatives for the Second Half of FY2022
2.Growth Strategies by Segment to Achieve the Medium-termManagement Plan
3.Sustainability Strategy
4.Shareholder Return Policy
5.Appendix
2

1. Initiatives for the Second Half of FY2022

First Section of theTokyo Stock
Exchange (5805)

FY2022: Full-year Forecasts
Net sales

Operating income
Ordinary income(Unit: 100 million yen)
2300

8.9%
Increase(Unit: 100 million yen)

10.3 billion yen

110

2,170

105

2100
100

1,992

(YoY : 4.2% increase)

2.6%
Increase

103
100

Net income attributableto owners of parent

95

1900

9.0 billion yen(YoY : 3.8% decrease)

90
1700

Dividend/
Payout ratio

85

1500

FY2021 Actual

FY2022 Plan80

FY2021 Actual

FY2022 Plan

60 yen / 20%(YoY : 10 yen increase)

Despite the impact of further price hikes in raw materials and disruptions in the supply chain, we plan to increase profit due to the effects of various
measures and structural reforms.

13

FY2022 Factors of Changes in Full-year Plan
Factors of changes in net sales
2,200億円+ ¥15.7 Billion

2,150億円

Energy andInfrastructure
Business

2,100億円

2,050億円

2,000億円

1,950億円- ¥0.5 billion

End of
FY2021¥199.2 billion

Impact of higher
copper prices+ ¥3.4 billion+ ¥4.5 billion

End of
FY2022+ ¥1.5 billion
Other businessElectronic equipment Communication andAnd components
Industrial devices
Business
Business¥217.0 billion

Energy and Infrastructure business 6.0 billion yen
Electronic equipment and components business 9.0 billion yen
Communication and Industrial devices business 0.7 billion yen

Factors of changes in operating income
End of
FY2021¥10.0 billion- ¥1.0 billion+ ¥2.6 billion + ¥0.4 billion- ¥2.8 billion

Slower profit
growth due tocopper priceimpactPrice hikes in raw
materials, etc.

+ ¥0.4 billion +¥0.7 billion
Profitincrease due
to salesincrease

Structural reforms

Pass-on sales
price and cost
reduction

End of
FY2022Eliminationof temporary
losses[Initiatives for the current fiscal
year]
We plan to recover from theslower profit growth due to theimpact of copper price hikes andthe downward pressure on profit
due to soaring raw material prices
by implementing structural reforms,
passing on selling prices, and cost
reductions.
In particular, we expect to see
benefits from the integration of
SFCC production and sales andthe reorganization of
telecommunication cableproduction bases as part ofstructural reforms during theperiod under review.

¥10.3 billion

14

Energy and Infrastructure BusinessInitiatives for the Second Half to Achieve the Full-year Targets
Seismic
isolation/Others
5%Electric power
infrastructure26%

FY2022 Target
Net sales¥112.5 billion
Operating income¥7.2 billion

Construction
69%

Market・Promotion of renewable energy
・Demand for semiconductor factory
construction

Risks

・Further rise in raw material prices, etc.
・Postponement of construction
projects

Response to higher raw
material prices(Transportation, fuel, othersecondary materials)

Net sales Growth Plan *◆SICONEX® production increase project

FY2026

Increase production capacity by 2 billion in
FY2023: 1.5 times
Increase production in stages from H2,
contributing to sales expansion

FY2022FY2017

220

140

100

*Net sales results for FY2017 are set at 100.

◆Coated Wire Business: Launch of "IV (Vinyl Insulated Wire) production at the Ibaraki Plant
In IV production, we consolidated production at the
Ibaraki Plant and began full-scale production in October.
Aim to reduce fixed costs and improve production
efficiency (15% increase in copper production).

Ibaraki Plant

IV◆Coated Wire Business: Secure strategic inventories in anticipation of construction
demand (large-scale projects) for semiconductor factories, etc.
Construction-related Business: Further pass on price increases from OctoberElectric Power Infrastructure Business: Steadily pass on price increases to electric power companies and private-sector
equipment manufacturers
Seismic/Anti-seismic Business: Establish a scheme for supplying materials from clients and negotiated prices with majorclients.

15

Electronic Equipment and Components BusinessInitiatives for the Second Half to Achieve the Full-year Targets◆Introduce a highly transparent system for passing on price increases, including afuel surcharge system and market-linked pricing for varnish.
FY2022 Target
Net sales¥64.3 billion
Operating income

Oxygen freecopper38%¥1.8 billion

General-purpose
products
54%

Other
High-performance
Products
9%Market・xEV shifting stagnated until Q4・Increase in domestic procurement
demand in the heavy electric field

Risks

・Further price increases in raw
materials
・Prolonged automobile production
cuts

Response to higher raw
material prices(Fuel and varnish)<Structure of marketlinked varnish pricing>

VarnishManufacturer

Clients

Marketlinked

Marketlinked◆Transfer part of production of general-purpose magnet wires to partner companies
to concentrate resources on automotive products◆Prepare for recovering xEVMarket demand byreviewing the manufacturing system andintroducing new facilities
Drastic cutsof energy
consumption

Reduction ofCO２emissionsIntroduction of energy-saving facilities at

Mie Officemagnet wires manufacturing lines

All products: As a countermeasure against soaring energy costs for production, introduced an industry-leading
surcharge system to pass on selling prices. Established a transparent pricing system for customers.
Enameled wire: Introduction of market-linked pricing for varnish.

16Electronic Equipment and Components Business
Automotive Production Reduction Expected
Trends in sales volume of high-performance wire rods
for automobiles (our forecast)

Our response

Initial forecasts are fordemand to recover after Q3

Initial forecast

Focus on increasing production ofhigh-performance wire rods to prepare
for demand recovery in next fiscal year
and beyond.

Current forecast

Investment to strengthen MiDIP®
Production: Increase by 50% compared to FY2020

Sluggish demand due to shortage ofsemiconductors is expected to continue atleast through the end of this fiscal year

1Q

2Q

3Q
FY2021

4Q

1Q

2Q

3Q

Investment to strengthen heater wire line
Production capacity: Increase by 35% from FY2020

4Q

FY20228

Communication and Industrial Devices BusinessInitiatives for the Second Half to Achieve the Full-year Targets

Precision
devices23%

Communication cable44%
FY2022 Target
Net sales¥34.5 billion

Operating income¥1.9 billion

Wire harness34%

Market・Recovering demand in the Chinese
consumer electronics market
・Increased investment intelecommunication infrastructure

Risks

・Soaring material costs
・Resumption of lockdown

Response to higher raw material
prices(Copper, production costs, othersecondary materials)◆Reorganization of domestic bases in communication
cables business・Clarify concepts at 3 bases and improve productivity by
reducing materials and product transportation costs

AomoriConsolidationof 3 sites

Clarify the function of each of the following bases to improve productivity by
reducing material and product transportation costs, etc.
Isehara Plant: Production and shipping of fire-fighting cables
Sendai Plant: Mother plant for optical cables and metal communication cables
Kofu Plant: LAN cable business with a view to increasing production of new
product Cat.6A◆Out of supply chain disruption in wire harnesses business・Proposal of alternative terminals and securing domestic
terminals
・Reduction of expenses due to out of the disruption(reduction of outsourced processing costs)

closure4 sites

MotherSendai
Kofu

Firefighting& Logistics

Isehara◆Expand sales by capturing recovering demand in precision devices business・Build a production system for vertical start-up
Communication Cables Business: Price revisions due to soaring sub-material prices by expanding the rangeof products covered
Wire Harnesses Business: Price slides for both copper and foreign exchange
Precision Device Business: Price slides for both material and production costs

9

2.Growth Strategies by Segment to Achieve
the Medium-term Management PlanFirst Section of theTokyo Stock
Exchange (5805)

Energy and Infrastructure Business: Growth Strategies①
Outline of SICOPLUS® Strategy
SICOPLUS®: Cable/construction/maintenance solutions centered on strategic product SICONEX ® (components)

Products

De facto standardization strategy for
SICONEX®

PeopleLocal production for local consumption type
Cloud-based human resources strategy[Size comparison]

Net Sales Growth Plan*

・Shortening of construction time

FY2026・Aim to expand market share byleveraging product advantages suchas simplified joint design.

FY2022FY2017=

Construction
companies
nationwide

白テ ープ・Lightweigh/compact

Our
construction
personnel

Cooperatingcompanies

1150

1297

1600

1725

1892

Number ofordersavailable

SICOPLUS🄬🄬
human resources banks

Construction
personnel
Development center

220

140

100

*Net sales results for FY2017 are set at 100.

Production capacity to increase by 2 billion in FY2023: 1.5 times

Training of construction
personnel using AVR®

Register the construction personnel learned at this center nationwide in the human resources bankto secure the personnel of cooperating companies and local construction companies nationwide.

11

Energy and Infrastructure Business: Growth Strategies②
SICOPLUS® Strategy Business Roadmap
Skillless connection method
Frist outerconducting

Construction using robots

Realizing laborsaving and skill-lessconnection work

Our unique new construction method
reduces construction time to 1/7 andconstruction cost to half.
From 2022

From 2020

Promote de facto standards

Approx. 3
times

Renewal and expansion of power
plantsDevelopment of transmission andsubstation network

Net sales
Construction
personnel

2021 Year2022 Year2023 Year2024 Year2025 Year

Renewal of aging facilities
Stabilization of renewable energy
system2026 Year

66 77kV(Period of the Medium-Term
Management Plan)
CAGR of Electric Power Market :5-10%
Aiming for our net sales CAGR of 12%～2030 Year

12

Extra-high voltage

Interconnection of large scale
renewable electricity

154kV

Investment in Large-scale offshore
wind power generation

2021 Year ～2020 Year

From 2023

Ultra-highpressure

AVR®

Securing excellent
human resources andbuilding a program forearly training of
construction engineers

Compared to FY2020

SICOPLUS🄬🄬 humanresources banks

275kV

Expand market shareby leveraging productadvantages

Establishment of Construction Personnel
Development Center
Mock sink road

Local production for local
consumption type
Cloud-based human resources
strategy
Sharing the personnel trained at
the Construction Personnel
Development Center andconducting construction
nationwide

Trenchlessmethods

Energy and Infrastructure Business: Growth Strategies③
Improve Profitability by Restructuring with New SFCC ROIC

3 Measures for the New SFCC
1. Improve gross profit by improving customer
convenience and service
2. Build a demand-linked production and supply system
3. Improve business processing by utilizing AI and data

◆Construct a demand-linked production/supply system through a
coated wire DX project.
Factory

Offices
Under the direct control of

Production progress
management through theperformance management
systemthe president

Coated Wire DX Project
Copperbased
forecast by
AI

Distribution
Inventory
management
based onshipment forecast

Material
Procurement

Sales

Shipping
forecast by AI

Customers<ROIC Targets and Major KPI>

◆Reduce costs (transportation costs, etc.) by improving production
capacity at the Ibaraki Plant
Until now

Shipping
and CO２
cutting

FutureUntil now

Step 1: Wire stretching at Sendai Plant
Step 2: Transport from Sendai Plant to Ibaraki Plant
and convert it to cable

FutureStep1: Ibaraki Plant enables production
manufacturing of wire drawing and cable13Electronic Equipment and Components Business: Growth Strategies①
Establishment of Integrated Heater Wire Production System at Sendai Plant
Improve production efficiency of high-value-added products to achieve targets in the final year of the medium-term management
plan through structural reforms.

Until now

Production at 2 bases, the Sendai Plant andthe Sendai Plant

SWCC SHOWA CABLE
SYSTEMS
Sendai Plant

FutureImprove production efficiency by reducing
transportation costs and inventories throughintegrated production at the Sendai Plant

SWCC SHOWA CABLE
SYSTEMS
Copper and silver alloys
produced and transported to
Sendai Plant

Shipped products
delivered from the
Sendai Factory

Sendai Plant

Integrated
production

Transfer of twisting facilities to Sendai Office from
August of this year

In the future, we expect a 30% reduction in work-inprocess and product inventories from the integrated
production of heater lines at the Sendai Plant only.
Trial run of each line completed

SWCC SHOWA UNIMAC
Wire drawing, baking, andtwisting to complete thecopper-silver alloy wire

Sendai Plant[As of May 2022][As of September 2022]

14

Electronic Equipment and Components Business: Growth Strategies②
Commercial Distribution Reforms to Improve Profit Margins
Take a step shift from the delivery of wire materials to a commercial distribution system that delivers products with ahigh degree of processing. Reform the commercial distribution to improve profit margins.
Wire rod
manufacturer(Oxygen-free Copper MiDIP®)

Magnet wires
manufacturers

Motormanufacturers

Automobile
manufacturers

Showa Cable System Co., Ltd.

(Enamel square line)
Showa Denki Uni Mac Co., Ltd.
Previous commercial distribution (example)

Future commercial distribution (example)

Value is added by adding"magnet wires
processing" to "individual
wire rods”

Investment to increase
production capacity by 5 times

FY2026 Targets (compared to FY2020)15

Communication and Industrial Devices Business: Growth Strategies①
Capture Recovering Demand in the China Consumer Electronics Market byOperating Jiaxing Plant at Full Capacity
Despite being affected by the Shanghai Lockdown, the plant's operating rate recovered from June onward.
Strengthen production systems to capture demand.

Jiaxing Plant Operations and 2H Forecast

0

0

0

0

Normalization of
supply chain andresumption of sales
promotion system

0Supply Chain
Disruption Impact due
to Shanghai
Lockdown

00Jan-MarApr-Jun

Jul-Sep
2021 Year

Oct-Dec

Jan-MarWire harnesses China Jiaxing Plant

Sales forecast for the entire wire
harnesses
Approx. 10.5 billion yen in FY2020 ⇒Approx. 18 billion yen in FY2023

Installation of photovoltaic power
generation with PPA model0

0

Building area
Approx. 35 thousand㎡

Apr-Jun

Jul-Sep
2022 Year

Oct-Dec

Solar panels were introduced on the rooftop in
October this year.
It is expected to cover about 40% of the annual
electricity consumption.
In addition to reducing annual CO2 emissions by
728 tons, a significant reduction in electricity bills
and a reduction in the impact of restrictions onelectricity use can be expected.

16

Communication and Industrial Devices Business: Growth Strategies②
Measures for Overseas Strategies and Geopolitical Risks
Implement measures to respond to geopolitical Risks by developing overseas strategies tailored to the nature of ourbusiness.
◆Basic Strategy
Chinese Market: CAGR for consumer electronics(Unit: 100
million yen)

200,000
150,000

White goods

Large-scale kitchen appliances

Small appliances

2020-2025

SWCC Showa （Shanghai） Co.,Ltd.

CAGR 4.3%(Trading companies, Overseas
management)

100,000

0◆Major Geopolitical Risks

・ Logistics disruptions, exchange rate fluctuations, and soaring material costs
due to the corona disaster and the situation in Russia and Ukraine
・ Possibility of regional lockdown by China "Zero-COVID Policy"

Jiaxing Showa Interconnect
products(Wire Harnesses Plant)

50,0002019

Shanghai

2025

Jiaxing

Source: Prepared by company from various Market reports

Increase replacement demand
due to population and income
increase

SWCC SHOWA (VIETNAM) CO., LTD(Roller Plant)

Kako Corporation

Hanoi

Fuqing Showa Precision
Electronics Co., Ltd.

(Roller Plant)

Fukukiyo
Tsunaki Corporation
Dongguan

Hunyen・ Wire harnesses and precision devices (Rolla) will promote local production for
local consumption at overseas bases to capture the expanding demand for white
goods Market and office equipment
・ Enhance local control functions and build a system that can respond swiftly togeopolitical Risks

Dongguan Showa Interconnect
products Co., Ltd.
(Wire Harnesses Plant)
SWCC SHOWA VIETNAM
INTERCONNECT
PRODUCTS CO., LTD.

(Wire Harnesses Plant)◆Measures

・ Promote diversification of
manufacturing bases(Major 2 bases in China and Vietnam)
・ Improve local procurement rates andreducing the impact of supply chain
disruptions by strengthening multiple
purchasing
・ Reinforce the Vietnam base in wire
harnesses
・ Pass through prices
・ Just-in-case inventory

85%

Procurement rate (Jiaxing and Dongguan)

80%
75%
70%

68%

71%

74%

73%

Number of companies doing
business with Chinesecompanies
Increased by 1.7 times

65%
60%

(compared to FY2019)

55%

2019

2020

2021

2022

17

3.Sustainability Strategy

First Section of theTokyo Stock
Exchange (5805)

Materiality
Identify priorities that have a major impact on both us and our stakeholders, and formulate specific action policies,
indicators, and KPI for each theme.
Important issues will be reviewed regularly, and progress will be disclosed regarding targets.

19

Review of CO₂ emission reduction targets
Based on the results so far, we have set an ambitious target for further reducing CO2 emissions.
＜ Roadmap to carbon neutrality in 2050 ＞

20

Human Capital Management Initiatives for Sustainable Corporate Value
Enhancement
Various types of human capital management based on personnel evaluations according to the abilities andachievements of employees, taking advantage of their diverse personalities.
Introduction of New Personnel
SystemExpansion of the ability-based personnel
system to all career-track employees. We
have also introduced a system to provide
opportunities for senior employees whowish to continue working after retirement.

Transformation into
skill and role-based
personnel system

Managers

Human Resource Development
Initiatives

Operate education and training
programs by level based on the ideathat the power of the employee is thepower of the company.
●Next generation manager
education/training●Next leader training●Communication exchanges between
different industries●SHOWA DIRECTOR'S seminars●Education for managers (linemanagers and field managers)●Level-based education

Promotion of Female Employees
Activities

Promotion of HealthManagement

In April 2021, a project to promote
female employees’ activities under the
direct control of the president was
launched. Accelerate system andeducational reforms based on internalsurveys.

Use the Health and Productivity
Management Strategy Map toincrease employee engagement
and steadily solve our health issues.

Targets for FY2026

Health investment

8% of managers(FY2021 result 4.8%)
10% of managers and above(FY2021 result 1.4%)

Health investment effectRegular employees(Career-track employees)
Project Name
It is determined to be "SWCCarat (carats)" in aninternal recruitment. It is filled with the hope that all
employees, not just women, will give off their own
sparkle.

Senior staff(Career-track employees)

Improve labor productivity
and creativity

SHOWA DIRECTOR'S seminars

21

Initiatives to Strengthen GovernanceContinue efforts to strengthen governance to ensure the effectiveness of reforms.
Establishment of Chairman of the Boardof Directors
Introduction of restricted stockcompensation plan
Transition to a Company with Audit andSupervisory Committee
Strengthening the authority of executive officers
Establishment of Group CEO
Abolition of director positions
Abolition of advisory board member system
Introduction of business segment system

2013

2023
2020

2019

Establishment of Nomination Committee
Establishment of Compensation Committee
Commencement of evaluation of theeffectiveness of the Board of Directors

2018

Appointment ofoutside directors

2015Group management system
Restructuring and tradename change

Appointment offemale directors

Structure of the
Board
Percentage of Female Employees: 14%
Foreign Employees: 29%
Diverse Board Composition
Election of 3 Directors
ChairmanInternal

Internal

Internal

FemaleForeignnationality

Foreignnationality

4 directors serving on the Audit andSupervisory Committee

Internal

2006

Outsidecompany

Outsidecompany

Outsidecompany

Became holding
company structure

22

4.Shareholder Return PolicyFirst Section of theTokyo Stock
Exchange (5805)

Shareholder Return Policy
Our policy is to return profits to shareholders while maintaining profitability and financial soundness throughthe core KPIs outlined in the medium-term management plan "Change & Growth SWCC 2026". At the same time,
we will strike a balance with growth-oriented investments.
40％
35％[Trends in Dividends and Dividend Payout Ratio]
35％

Dividend (Yen)

140円
120円

Dividend payout ratio (%)

30％

100円

25％
80円

20％
20％
15％

12％

60円

1. Dividend payout ratio: Approx. 35%

2. ROE: 10% or above

40円

10％
5％

120 yenor Above

16％

Core KPIs(FY2026 Targets)

50 yen60 yen3. ROIC:10% or above
20円

20 yen％円

FY2020 Results

FY2021 Results

FY2022 Forecast

FY2026 Target

24Appendix

First Section of theTokyo Stock
Exchange (5805)

FY2022 Major Media Informations ①■Energy and Infrastructure businessAugust 25, 2022 : "SWCC SHOWA CABLE SYSTEMS: Construction of 3 shielded rooms with enhanced inspection capabilities for electric power equipment" (Japan Metal Daily)
October 10, 2022: "Top Interview: SFCC, President Yukio Kawase: Promotion of New SFCC3 Measures Aiming for ROIC8% by FY2026" (Densen Shimbun)■Communication and Energy and Infrastructure business
April 2022, 2022: SWCC SHOWA HOLDINGS: Employees of subsidiaries/affiliates commended by the Minister of Education, Culture, Sports, Science and Technology (Kanagawa
Shimbun)September 16, 2022: "SWCC SHOWA HOLDINGS: Rationalization Copper Wire Business, Consolidating Manufacturing into Shin-Etsu Electric Wire" (Denki Shimbun)
September 29, 2022: "Develop high-performance copper alloys using AI techniques. SWCC CS-AIST" (The Chemical Daily)■Electronic equipment and components business
April 7, 2022: "The Sendai Plant of the Fuji Electric Line was launched as a result of the reorganization of the SWCC GROUP" (Denpa Shinbunsha)
On July 4, 2022: "Interview with the expansion into Asia: Review of the system for training locally hired managers; Executive Officer Kiyoshi Ohtake at SWCC SHOWAHOLDINGS" (Jiji Press)
October 31, 2022: "SWCC SHOWA HOLDINGS: Solar PPA installed at Chinese subsidiary. CO2 annual savings: 728t"(Environmental Business Online)■New businesses
April 21, 2022: "SWCC SHOWA CABLE SYSTEMS: Promoting the Development of Contactless Power Supply Technologies for Medical Use with Tokyo Women's Medical
College" (Japan Metal Daily)
May 23, 2022: "Electronic Materials and Materials Companies: Data-Utilization in a Wide Range of Fields, from Development-to-Business Divisions to Promote DX" (Denpa
Shimbun)July 4, 2022: "Superconducting transmission : Showa, aiming for commercialization in FY2026, suppression of wire and cable costs" (Nikkei Sangyo Shimbun)
September 1, 2022: "EC Website Sales: 300 million yen. SWCC SHOWA CABLE SYSTEMS Expand Products and Payments for FY2026" (Nikkan Kogyo Shimbun)■Top managements
August 31, 2022: "My time as Section Manager: Takayo Hasegawa, President and CEO of SWCC SHOWA HOLDINGS: Results are everything. Stay up all night writing papers"(Nikkei)
On September 7, 2022 "My time as Section Manager: Takayo Hasegawa, President and CEO of SWCC SHOWA HOLDINGS: Crisis of withdrawal from research. Finding a Way
Out” (Nikkei)
September 13, 2022: "Market Beat A 100-year company forged by Market Beat Market. We will break the bonds and improve ROE." (Nikkei)
September 27, 2022: "Interview with President Hasegawa: Introduction of President Hasegawa's thoughts on women's activities, etc." (Nikkei xwoman)

26

FY2022 Major Media Informations ②◆October 13, 2022
On TV Tokyo's World Business Satellite
The article featured "wireless power transfer while driving," which we are jointly developing with the University ofTokyo and several private companies.
In order to realize a carbon-free society, we will contribute to extending the mileage of EV and improving theconvenience of charging.

Contribute toaccelerating
EV!

◆October 21, 2022
DENSEN TV: Renge Ishiyama's Exploration of Electric Cables! Supporting a Sustainable
Society" reports on the SDGs initiatives of the Aichi Plant by Ms. Renge Ishiyama, anambassador of electric wires."
Please take a look at them.

◆Scheduled for renewal around the end of November 2022
Company Research and Analysis Report
We ask Shared Research to prepare a report covering all the information required for investment withthe aim of deepening the understanding of our investors.
Please refer to the report, which covers our business activities as well as our most recent trends.

・Here is the latest report →27

Creating for the Future
Forward-looking statements in this document are based on information available at the time of
publication and contain potential risks and uncertainties.
Therefore, actual results may differ materially from those projected in the forward-looking statements asa result of various factors.
Factors that could influence actual results include economic conditions, demand trends, raw material
prices, and exchange rate fluctuations, as well as other items not limited to the above.

Contact
SWCC SHOWA HOLDINGS CO., LTD.
STRATEGY SECTION,
BUSINESS STRATEGY PLANNING DEPT.
TEL:044-223-0520
E-mail:kouho@hd.swcc.co.jp

SWCC SHOWA HOLDINGS CO., LTD. (TSE Prime: 5805)