February 10, 2022
Company Name: SUNCALL CORPORATION(TSE1: 5985)
Representative:

Tadao Otani
Representative Director and CEO

Contact:

Masatoshi Kanada
Managing Executive Officer andGeneral Manager, Corporate
Planning and Management DivisionTEL:+81-75-881-5280

Announcement of the new Medium-term Management Plan
"GLOBAL GROWTH PLAN 2024" (GGP24)
On December 21, 2021, in order to receive transitional measures under the listing maintenancestandards for the Prime Market, SUNCALL CORPORATION (the Company) published a "Plan toMeet the Criteria for Continued Listing on the New Market Segment." At a meeting of the Board ofDirectors held today, the Company resolved a new Medium-term Management Plan, "GLOBALGROWTH PLAN 2024 (GGP24) - From Change to Growth. " This Plan outlined below will serveas the cornerstone of the Company.

1.

Background of the new Medium-term Management Plan
In the Medium-term Management Plan (GGP21) covering the three-year period from fiscal year

2019, we have taken steps to enhance corporate value by focusing on the following key strategies:"Continued investment in high-demand areas in core businesses," "Allocation of management
resources to high-growth areas," and "Cultivation and expansion of next-generation main business,"in light of changes in the environment surrounding businesses in the automotive field andmanagement issues.
In GGP21, we accelerated the change in our business portfolio by executing strategic investments,
such as launching "shunt sensors" and "shunt on bus bars" for the electric vehicle market andexecuting investments to expand the production capacity of HDD suspensions to meet the highdemand in the electronics and IT-related field. However, due to the spread of the COVID-19 andproduction cutbacks in automobiles caused by the shortage of semiconductors, as well as aggressive
upfront investments in high-growth fields, we expect to fall short of our targets of 50 billion yen in
net sales and an operating income margin of 6.5%.
In light of this situation, we have formulated a new Medium-term Management Plan, GGP24, inorder to sort out issues in our management plan and profit structure, and to establish a businessportfolio that will contribute to sustainable and increased corporate value.

2.

Overview of GGP24
Under the new Medium-term Management Plan, we will implement portfolio reforms with anawareness of capital profitability exceeding the cost of capital in order to meet the expectations of
our shareholders under the basic policy of "accelerating effective strategies to establish a businessportfolio for 2030.” In addition to achieving solid profit growth in the areas of upfront investment
implemented in the previous Medium-term Management Plan, we will work to enhance corporate
value with an awareness of "growth" by proactively investing in areas that are expected to expand
sales and contribute to profits and will maintain a level that stably exceeds the criteria for maintaining
a listing on the Prime Market of the Tokyo Stock Exchange.

3.

Management Objectives

Management target

FY ending March 2022
(current year forecast)

FY ending March 2025
(final year of Medium-termManagement Plan)

Net sales

47,600 million yen

63,000 million yen

Operatingincome(margin)

650 million yen (1.4%)

4,500 million yen (7.1%)

Net income

710 million yen

3,500 million yen

ROE(%)

2.0%

9.0%

4.

Key StrategiesA) EV and other electrification-related growth businesses (expand sales globally, become nextgeneration core businesses)-

Expand of mass production of "bus bars" and "shunt on bus bars" to meet the needs of electricvehicles.

-Expand sales of EV and other electrified products in Europe, China and the U.S.

B) Growth businesses related to electronic, information and communications (Achieve
dramatic growth and pursue profit growth)-

Continue capital investment and productivity enhancement to meet customer demand.

-

Strengthen suspension production capacity to meet the demand for high-capacity harddisk drives.

⁻Improve production efficiency through product development and improvement of production
methods in the communications and printer-related fields.

C)

Existing automotive-related businesses (responding to changes in industrial structure andimproving profitability)

-Verify market growth potential and profitability by product.

-

Focus on improving profitability of existing projects through thorough management of revenues
and expenses by product.

-Consider optimization of production and sales bases.

*In order to clarify the future direction of the Company, the business name has been changed fromthe "Plan to Meet the Criteria for Continued Listing on the New Market Segment" announced onDecember 21, 2021.

5.

Financial and Capital StrategiesA) Investment decisions with a thorough awareness of cost of capitalB) Balance sheet management with an understanding of appropriate capital structureC) Maintain payout ratio at 75% until ROE exceeds 9.0%.
(Reference) Comparison of old and new shareholder return policies
Dividend Payout Ratio
FY ending March 31,

Dividend payout of 30% of net income up to 2.5 billion yen, and2022

40% of net income above 2.5 billion yen(current year forecast)
FY ending March 31,

Maintain payout ratio at 75% until ROE exceeds 9%2023 and beyond

6.

Environmental, Social, and Governance Initiatives
A)

Establish the SDGs Promotion Committee. Search for business opportunities that address
sustainability issues.
⁻Organize materiality that leads to value creation and materiality that serves as the foundation
for business continuity.

B) Strengthen management oversight by increasing the number of independent outsidedirectors.
-An additional independent outside director is scheduled to be appointed at the General
Meeting in June 2022.

-Targeting one-third of independent outside directors by the General Meeting in June
2023.