2025.3 Corporate Strategy Meeting

April 30, 2024

Enplas Corporation(TSE: 6961)

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

AgendaManagement Policy・・・・・・・Daisuke Yokota, President••••

Our Approach to Enhancing Corporate Value
Risk Recognition and Actions
2025.3 Management Policy
Construction of New Building

Annual Results・・・・・・・・・・・Shigeya Fujita, Executive Officer• 2024.3 Financial Results• 2025.3 Financial Forecast

Business Strategy ・・・・・・・・Shoji Miyasaka, Managing Executive Officer• Business Trend and Strategy for Each Segment• Cash Allocation
Copyright ©2024 ENPLAS CORPORATION, All rights reserved22025.3 Management Policy

Enplas Corporation
Daisuke Yokota, President

Copyright ©2024 ENPLAS CORPORATION, All rights reservedOur Approach to Enhancing Corporate Value
Enhancing Social Value
Essential
Business
Field

Corporate
Philosophy➢ Connect our strengths with growth markets➢ Focus on infrastructure applications that are
resident to change in the social environment➢ Business fields that enhance QOL for people
and the planet

Enhancing Customer Value

Solution
Provider➢ Strengthen the Supply Chain➢ Develop a Demand Chain➢ Product Development &Elemental Technology Development

Enhancing Employee Value➢ Cultivate Human Resource Capability
Organizational ➢ Improve Human Resource System linked with
Capability
Corporate Philosophy➢ Act with High Speed Management

Rate of Essential
2025.3:75%

New product ratio*

50% or more

Enhancing
Corporate Value

Sustainable
GrowthROE10%

Investment in improving
organizational capabilities

100K yen
per year per employee*High Value-Added Products whose mass-production started within the past three years.
Copyright ©2024 ENPLAS CORPORATION, All rights reserved

4

Risk Recognition and Actions
Item

Risk Recognition

Response•

Rising prices of resin materials•

Inflation (Labor costs, electricity, etc.)• Price pass-through• Solution provider (Increase sales of high valueadded products)

Foreign Exchange•

FX Fluctuation• Balance Production Weight

Logistics•

Increased difficulty of exit in areas of highgeopolitical risk

• Reduce assets in high-risk areas• Establish supply chain in each region

Business cost

(Supply Chain)

Situation by region: Assets held, Sales, and Production
Asset holding ratio

CashAccounts receivable
InventoryLand
Buildings
Machinery & Equipment

Sales*

Production

Japan

Europe and America

Chinese District

Other Asia

58%
36%
52%
96%
75%
61%

13%
32%
18%
4%
18%
10%

9%
17%
7%
0%
2%
6%

20%
15%
23%
0%
5%
23%

18%
61%

34%
11%

21%
4%

27%
24%

*Sales are as of March 31, 2023.

Copyright ©2024 ENPLAS CORPORATION, All rights reserved52025.3 Management Policy【Management Policy】

Execute value-added strategy【Priority Items】
1. Provide value for customers

2. Strengthen competitive advantages
in technologies, skills, and operations
3. Act with high speed management
Copyright ©2024 ENPLAS CORPORATION, All rights reserved

6Construction of New Building (Innovation Center)・Transform our Business Model to “Solution Provider”
・Create Sustainable Value in Essential Business Fields
・Cultivate Corporate Culture “Pursuing Novelty”
Outline of New Building
１．Realization of functional evaluation thatreaches customer issues• Adapt to various development themes by renovating laboratory
layout• Establish co-creation environment by concentrating humanresources and infrastructure

２．Workplace improvement

Conceptual Drawing• Improve human capital through experience of a wide range of
projects, learning knowledge, technology and people in various fields• Minimize BCP Risk and Reduce energy consumption• Strengthen competitive advantage for recruitment

３．Planned Investment Amount• Approx. 15 Billion Yen
Copyright ©2024 ENPLAS CORPORATION, All rights reserved

7

Reference: Our Approach
Mega Trend

Concentrate the wisdomof mankind

The needs of the end user named
Earth
Phenomena

Population
Explosion

IssuesHealthy life expectancy

Poverty

Personalized medicine

Water shortage

Effective use of water
resources

Food shortage

Aging Society

Concentration in city
population

Decrease in theworking age
population

GlobalEnvironmental
Problem

Solutions

Food safety（Total Engineering Plastic technology）

Fluid control technology
Luminous flux control technology
Contact solutions
Gear trains solutions

Global production system

AI/IoT

Uniform quality in the world

Productivity improvement

Globalwarming/Extreme
whetherCore Competencies

CASE

Labor saving/Automation

Raising medical
expenses

Technology Trend

CO2 reduction
RecycleMarine plastic waste
Infectious disease

Create bright future

Environmental solutions such as
biodegradable plastics

Development of new materials
Ultra-fine processing technology
Corporate culture of “Creation“ and“Challenge”
Solving social issues ⇒ Missions
Pursing of economic value ⇒ Opportunities

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

8Reference: Business Portfolio (Medium-term strategy)*

Focus on Essential Business Fields
Semiconductor Already essential and high growthLife Science business
Energy Saving Solution Transition to more essential areas within
the business
Digital Communication e.g. Eco friendly cars, Optoplanics*Essential: Business fields that enhance quality of life (QOL) for people and the planet.

Image of Sales breakdown
Rate of Essential: 60%
DigitalCommunicationEnergySavingSolution

Semiconduc
torEnergySavingSolution

63%

75%

DigitalCommunicationDigitalCommunicationSemiconduc
torEnergySavingSolution

Semiconduc
torLife Science
Life Science
Life Science

2022.32024.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

2025.39

Non-Financial Indicators - New Product Ratio*
New product ratio (2024.3)

New product ratio is the most important KPI.
This aims to drive continuous innovation, actively refresh productgroups, and maintain and increase sales by introducing new products.
New product
ratio

58%

Target: New product ratio

50% or more*New products: High Value-Added Products whose mass-production started within the past three years.

Estimation of Product Life Cycle•

Semiconductor Business

1 to 3 years•

Life Science BusinessOver 10 years•

Digital Communication Business•

Optical Fiber Lens

2 to 5 years

LED Diffusion Lens

1 to 2 years

Energy Saving Solution BusinessOver 10 years

Copyright ©2024 ENPLAS CORPORATION, All rights reserved10Annual Results

Enplas Corporation
Shigeya Fujita, Executive Officer

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

2024.3 Financial Results（100 million yen）

2023.32024.3Results

Results

Change

422.4

378.0

-10.5％COGS Ratio

51.6％

55.0％

+3.4ptOperating Income

88.2

46.4

-47.3％

Ordinary Income

87.8

52.6

-40.1％

Profit attributable toowners of parent

46.2
10.6%

34.4
7.0%

-25.5％Net Income Per Share

523.94yen

390.14yen-133.80yen

Average Exchange Rate (US$)

134.95yen

144.40yen+9.45yen

60.00yen

60.00yen

0yen

Sales

Return of equity (ROE)

Dividends Per Share-3.6ptFX sensitivity (US$): Sales Approx. 200 million yen / Operating income Approx. 150 million yen
Copyright ©2024 ENPLAS CORPORATION, All rights reserved

12Ordinary Income Analysis
Sales
decrease（100 million yen）

COGS ratio
increase
SG&A Increase
Changes in Nonoperating gain &loss

2023.3
Ordinary Income

2024.3
Ordinary Income
Copyright ©2024 ENPLAS CORPORATION, All rights reserved132024.3 Segment Results

Semiconductor

2023.3Results2024.3Results

Change

Sales

234.3

166.7

-28.8％COGS Ratio

46.8％

55.1％

+8.3ptOperating
Income

65.1
30.9

17.4
23.6

-73.2％COGS Ratio

56.1％

60.0％

+3.9ptOperating
Income

-6.3
37.8

-11.5
56.3

+49.1％COGS Ratio

33.1％

22.8％

-10.3pt

Operating
Income

15.8
119.3

31.1
131.2

+96.6％COGS Ratio

65.6％

67.8％

+2.2ptOperating
Income13.5

9.3-31.2％

Sales

Life Science

Sales

DigitalCommunication

Sales

Energy Saving
Solution（100 million yen）

Copyright ©2024 ENPLAS CORPORATION, All rights reserved-23.4％+9.9％

14

Quarterly Results（100 million yen）

2023.32024.3

4Q

1Q

2Q

3Q

4Q

Sales

99.7

97.1

94.8

87.5

98.5

COGS Ratio

52.1％

53.2％

53.9％

54.8％

58.1％

Operating Income

17.5

14.1

12.0

9.3

10.9

Ordinary Income

18.3

16.8

14.1

7.7

13.9

9.8

7.3

10.6

4.8

11.5

111.74yen

83.42yen

120.39yen

54.98yen

131.35yen

Profit attributable toowners of parent
Earnings Per Share

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

15Quarterly Results＜Sales＞（100 million yen）

＜Operating Income＞（100 million yen）

422.4

88.2

378.0
328.9

314.5

294.3
46.4
36.0

2020.32021.32022.32023.3＜Quarterly Sales＞（100 million yen）
109.8

2020.32021.32022.32023.3＜Quarterly Operating Income＞

2024.3（100 million yen）
27.0

99.7

90.2
78.8

21.2

111.7

101.1
82.3

2024.3

21.6

97.1

94.8

98.5

23.9

87.5
19.5

77.5

17.5
14.1

13.8
8.7

12.0
9.3

7.8

10.9

5.6

1Q

2Q

2022.3

3Q

4Q

1Q

2Q

3Q

2023.3

4Q

1Q

2Q

3Q

2024.3

4Q

1Q

2Q

3Q

4Q

2022.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

1Q

2Q

3Q

2023.3

4Q

1Q

2Q

3Q

4Q

2024.316

Quarterly Results by Segment（100 million yen）
2024.32023.3

Semiconductor

4Q

1Q

2Q

3Q

4Q

Sales

53.3

46.7

40.1

34.2

45.6

COGS Ratio

45.7％

50.3％

54.8％

56.5％

59.3％

Operating
Income

14.3
5.6

8.5
6.0

3.9
6.5

0.9
5.9

4.0
5.1

COGS Ratio

67.2％

63.9％

62.0％

55.4％

58.1％

Operating
Income

-3.8
9.6

-3.5
14.4

-3.2
15.2

-2.1
14.2

-2.5
12.3

COGS Ratio

28.4％

23.5％

21.8％

22.6％

23.4％

Operating
Income

4.0
31.0

7.8
29.8

8.6
32.8

7.7
33.1

7.0
35.3

COGS Ratio

67.8％

70.0％

66.1％

66.6％

68.6％

Operating
Income

2.8

1.3

2.7

2.8

2.4

Sales

Life Science

Sales

DigitalCommunication

Energy Saving
Solution

Sales

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

17

Semiconductor＜Sales＞（100 million yen）

＜Operating Income＞（100 million yen）

234.3

65.1

166.7

159.1

141.7

129.2
26.0

21.5

17.4

15.7
2020.32021.32022.32023.3＜Quarterly Sales＞

2024.32020.3（100 million yen）

2021.32022.3＜Quarterly Operating Income＞

59.8

16.7
53.3

48.6
36.5

36.7

14.5

46.7

40.1

37.2

2Q

3Q

2022.3

14.3

45.6
11.3
34.2

8.5
5.4

1Q

4Q

1Q

2Q

2024.3（100 million yen）

19.4

64.4
56.6

2023.33Q

2023.3

4Q

1Q

2Q

3Q

2024.3

4Q

1Q

4.5

4.6

2Q

3Q

4Q

2022.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

1Q

2Q

3Q

2023.3

4Q

1Q

3.9

0.9

4.0

2Q

3Q

4Q

2024.318

Life Science＜Sales＞（100 million yen）

＜Operating Income＞
2020.3（100 million yen）

2021.32022.32023.32024.3

30.9

24.7

-6.3

23.6

20.1

-11.5

-11.8
-14.0

15.5
-20.0

2020.32021.32022.32023.3＜Quarterly Sales＞

2024.3（100 million yen）

＜Quarterly Operating Income＞（100 million yen）

9.5
7.9

5.7

6.2

7.8

-1.0

6.7

5.9

5.6

6.0

6.5

-0.5

-0.9

5.9
5.1

-2.1

-2.2
-2.9

-2.5

-2.9

-3.7

1Q

2Q

2022.3

3Q

4Q

1Q

2Q

3Q

2023.3

4Q

1Q

2Q

3Q

2024.3

4Q

1Q

-3.8

2Q

3Q

2022.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

4Q

1Q

2Q

3Q

2023.3

4Q

-3.5

1Q

-3.2

2Q

3Q

4Q

2024.319

Digital Communication＜Sales＞（100 million yen）
Optical fiber lens

41.4

37.8
15.6

24.4

22.1
22.2

15.9

13.2

2020.32021.32022.3LED diffusion lens

14.4

11.4

5.6

4.3

9.0

5.1

3.9

9.6

9.6

3.5

2.8

3.2

2.5

1Q

2Q

3Q

4Q

4.1

4.3

5.1

6.1

6.8

1Q

2Q

3Q

4Q

2023.3

10.6

2020.32021.32022.315.2
4.0

2023.3＜Quarterly Operating Income＞（100 million yen）
8.6

14.2
2.6

2024.3

7.8

12.3

7.7
7.0

2.9

10.3

4.8

3.4

2022.3

9.4
7.3

4.2

2024.3（100 million yen）

Optical fiber lens

11.7
8.1

2023.3＜Quarterly Sales＞

7.5

15.8

42.6

15.9

7.2

31.1

13.7
35.3

9.0

（100 million yen）

56.3

LED diffusion lens

40.3

25.5

＜Operating Income＞

1Q

11.2

2Q

11.6

3Q

2024.3

3.9

9.4

4Q

3.5

3.8

4.3

4.0

2.7

1Q

2Q

1.8

2.0

3Q

4Q

2022.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

1Q

2Q

3Q

2023.3

4Q

1Q

2Q

3Q

4Q

2024.320

Energy Saving Solution＜Sales＞（100 million yen）

＜Operating Income＞（100 million yen）

131.2
115.8

119.3

109.6

104.6

13.5
11.8

11.2
9.3
7.7

2020.32021.32022.32023.3＜Quarterly Sales＞

26.7

26.8

27.4

2020.3（100 million yen）
31.3

28.6

2024.3

27.2

29.7

31.0

32.8

33.1

2021.32022.32023.3＜Quarterly Operating Income＞

35.3

3.9

2024.3（100 million yen）
4.1

3.4

29.8

3.1
2.6

2.8

2.7

2.5

2.8
2.4

1.9
1.3

1Q

2Q

3Q

2022.3

4Q

1Q

2Q

3Q

2023.3

4Q

1Q

2Q

3Q

2024.3

4Q

1Q

2Q

3Q

4Q

2022.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

1Q

2Q

3Q

2023.3

4Q

1Q

2Q

3Q

4Q

2024.321

Cash Flow
（100 million yen）
Cash flows from Operating Activities

Cash flows from investing activities

Free Cash Flow
87.6
82.3

61.8

39.2

39.0

40.4

41.5

33.5
24.7
15.0

-24.0

19.6

12.4

-21.1

-19.6

-15.7
-25.8
-40.8

2019.32020.32021.32022.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

2023.32024.322

Capital Expenditures, Depreciation, R&D（100 million yen）
Capital Expenditures

Depreciation

R&D
40.1

24.3
22.5

23.7

23.1

23.7
23.8
22.4

22.2
20.4
18.3

17.4
13.4
12.8

12.6
11.1

9.9

6.6

2019.32020.32021.32022.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

2023.32024.323

Financial Results Overview
2024.3 Financial Results◼Summary•

YoY sales and profit decreased, due to sales decrease in Semiconductor business, despite continued earnings growth in
optical fiber lens in Digital Communication business.
(Sales -10.5%, Operating Income -47.3%, Profit attributable to owners of parent -25.5%)◼Segment<Semiconductor business>• YoY sales decreased due to continued market adjustments in server and mobile applications.
• Strong sales for AI server in 4Q.
<Life Science business>•

YoY sales decrease due to customers' production adjustments, etc.

<Digital Communication business>• In optical fiber lens, sales increased due to growth in high-end areas such as AI applications.
• 4Q sales temporarily decreased due to component shortage in the optical transceiver supply chain.
<Energy Saving Solution business>• Sales increased due to recovery of automotive production and expansion of low-noise and high-efficiency gear solution
business for automotive electrification.
• Profit decreased due to an increase in the allocation of expenses in the corporate division as a result of change in thesegment sales mix (28.3% → 34.7%).
Copyright ©2024 ENPLAS CORPORATION, All rights reserved

24

Financial Results Overview➢ SG&A（100 million yen）

2023.32024.3

Change

116.2

123.6

+7.4

➢Labor cost: +2.8
➢Traveling and transportation expenses: +1.5
➢Research & development expense: +0.6

➢ Non-operating profit and loss

（100 million yen）

2023.32024.3

Change

-0.3

6.1

+6.4

➢Interest income: 3.0 (Interest income for 2023.3: 0.9)
➢FX gain: 3.1 (FX gain for 2023.3: 1.7)

➢ Extra-ordinary profit and loss

（100 million yen）

2023.32024.3

Change

-21.0

-2.4

+18.6

2024.3➢Insurance claim income: 2.2➢Bad debts expenses: 1.6➢Business restructuring expenses: 1.0
Copyright ©2024 ENPLAS CORPORATION, All rights reserved252024.3 Actions Implemented
Actions Related Business• Dusseldorf Branch & Detroit Branch Opened
Semiconductor• New plant in Vietnam

Energy Saving Solution

Actions Related Governance• Corporate Philosophy Updated• Continuation of Policy Toward Large-Scale Purchases of theCompany’s Shares (Planned)• Revision of Board composition:
Internal Director +1, Outside Director (Female) +1

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

26

Necessity of “Policy Toward Large-Scale Purchases of the Company’s Shares”• “Pursuit of novelty" is the lifeline of our management.

• “Pursuit of novelty” requires co-development and confidentiality
with customers, and ongoing trust.

• Sudden changes in ownership can significantly impact trust withcustomers.

• Ensure sufficient time and information for consideration by“Policy Toward Large-Scale Purchases of the Company’s Shares”.

Copyright ©2024 ENPLAS CORPORATION, All rights reserved27

Reference: History of Enplas Corporate Governance2010/3

2011/3

2012/3

2013/3

2014/3

2015/3

2016/32017/3

2018/3

2019/32020/32021/32023/32024/3 2024/6 (plan)

Audit committee (Chairperson: Outside director)

Audit committee (Chairperson: Internal director)

Each committee*Nomination andCompensation Advisory
Committee are optional.

2022/3Nomination and Compensation Advisory
Committee(Chairperson: Outside director)
Sustainability Committee (Chairperson: Inside director)
6

6

8

7

7

8

6

5

5

6

7

7

7

6

7

9

0

0

0

0

0

2

3

2

2

3

3

3

4

3

3

4

Ratio of outside
directors

0.0%

0.0%

0.0%

0.0%

0.0%

25.0%

50.0%

40.0%

40.0%

50.0%

42.9%

42.9%

57.1%

50.0%

42.9%

Female directors

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

1

Foreign directors

0

0

0

0

0

2

2

1

1

1

0

0

0

0

0

0

Directors# of outside directors

Separation ofsupervision andexecution
Evaluation ofeffectiveness of theBoard of Directors
Stock-based
compensation for
directors

Executive Officer System (2003-)

44.4%

Company with audit committee
Third-party Use an internallyinterviewprepared questionnaire

Use an internally prepared questionnaire

Third-party interview

Adopt transfer-restricted stock compensation
Establishment of basic corporate governance policy

Basic Policy

Business Status

Introduce of Takeover
Defense MeasureContinuation

Time to invest in new
businesses

Time to recoup investment

Continuation

Continuation

Continuation

Plan to Continue

Time to invest in new
businesses

Time to recoup investment

ROE (%)

0.9

1.1

3.5

18.8

23.9

17.3

11.8

10.6

4.9

0.6

1.0

2.1

6.4

10.6

7.0

TSR 3 years (%)

▲0.7

2.5

32.2

35.7

75.8

33.5

▲0.6

▲16.6

▲7.4

▲9.4

▲9.0

6.5

▲0.1

33.4

22.0

Copyright ©2024 ENPLAS CORPORATION, All rights reserved28

Reference: Experience & skills related to effective supervision and governanceEnplas reexamined skill items that is required to director to realize corporate philosophy through continuous
improvement of corporate value.
We needs director who own these skills and experiences. And reasons are described herein below.
Skill

DetailGlobal management• Enplas seeks directors who understand the financial, operational and strategic issues facing the company, have expertise ingovernance, strategy and execution, and have experience in global corporate management and international business
management.

Sustainability• We seeks directors who has knowledge, experience and skills in non-financial factors that support our sustainable growth, in orderto recognize material issues (risks and opportunities) for the future, including climate change, and to develop and implement longterm plans.

Finance and accounting• Enplas regard expertise in finance as emphasized. Our audit committee is required to have multiple directors with accounting andfinancial expertise.

Legal/ Risk management/
Governance• Enplas have to comply with various regulations in each region as a global company.
• Therefore, we seek directors who owns experience in legal and risk management and expertise in governance.

Innovation/ Technology
Development• Expertise and experience related to core technology with novelty is required to innovate constantly and explore market as pioneer
by differentiate of technology.
• And not only technology side, but also experience in forming basement of organization that develop new technology is expected.

Production/ SCM• Enplas seeks directors who owns expertise in manufacturing including supply chain, such as production technology, manufacturing
technology and raw material procurement in creating and mass-producing products previously thought impossible.

Marketing/ Business
Development• Enplas seek directors with business develop experience who have not only achieved further growth in existing technological fields,
but have also found new market earlier than competitors, led the creation of markets from newly developed technologies, and put
them on track.

Human Resource Strategy/
Corporate Culture• Enplas seek directors with experience of recruiting, training, retaining, creating management talent and cultivating corporate culture,in order to establish and realize human resource strategies based on our corporate culture and business strategy of "Pursuit ofnovelty".
Copyright ©2024 ENPLAS CORPORATION, All rights reserved29

Reference: Skill Matrix of Board members
Skill Matrix Items
Attribute

Name

Position

GenderGlobal management

Sustainability

Finance andaccounting

Legal/ Risk
management/
Governance

Innovation/
Technology
Development

Production/ SCM

Marketing/Business
Development

Human
Resource
Strategy/
Corporate
Culture●●●Internal director

Daisuke Yokota

President

Male

●

●

Internal director

Mikihiro Sugibuchi

Member of the Board Executive Officer

Male

●

●

Internal director

Shoji Miyasaka

Member of the Board Executive Officer

Male

●

Internal director

Shigeya Fujita

Member of the Board Executive Officer

Male

●

Outside director

Takae Akatsuka

Member of the Board

Female●●Outside director

Toshimasa Iue

Member of the Board (Audit Committee)

Male

●

●

●

Outside director

Masao Hisada

Member of the Board (Audit Committee)

Male

●

●

●

Outside director

Minoru Amoh

Member of the Board (Audit Committee)

Male

●

Internal director

Shigeo Kutsuzawa

Member of the Board (Audit Committee)

Male

Executive Officer

Hideyuki Komiya

Executive Officer

Male

Executive Officer

Keiji Sakai

Executive Officer

Male

Executive Officer

Akira Shina

Executive Officer

Male

Executive Officer

Tai Fukizawa

Executive Officer

Male

●

Executive Officer

Shinpei Morioka

Executive Officer

Male

●

●

Executive Officer

Tomoaki Soshi

Executive Officer

Male

●

●

Executive Officer

Takeshi Murano

Executive Officer

Male

●

●
●

●
●

●

●

●

●

●

●

●

●

●

●

●

●

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

●

●
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30

2025.3 Financial Forecast

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

31

Assumptions for 2025.3 Financial Forecast
Consolidated financial forecast• Planned FX rate (US$): 145.00 yen (FX rate for the 2024.3: 144.40 yen)
• Increase SGA due to aggressive investment in human resources, R&D costs.
(2024.3: 12.3 billion yen → 2025.3: 12.8 billion yen)

Semiconductor business• Demand of semiconductor is expected to recover gradually and sales in the 1st Half of 2025.3 is expected to continue at the levelof the 4Q of 2024.3.
• From the 2nd half of 2025.3, demand is expected to recover, particularly for servers, on which we are focusing.

Life Science business• Although production adjustments by some customers remain, YoY sales is expected to increase due to mass production of new
product is set to launch.

Digital Communication business• Sales of optical fiber lens is expected to continue to be strong• Sales of LED diffusion lens is expected to remain sluggish in the TV market.

Energy Saving Solution business• YoY sales is expected to increase due to steady automotive production.

Copyright ©2024 ENPLAS CORPORATION, All rights reserved322025.3 Financial Forecast（100 million yen）

2024.32025.3Results

1st Half

378.0

195.0

410.0

COGS Ratio

55.0％

53.6％

53.5％

Operating Income

46.4

27.0

62.0

Ordinary Income

52.6

28.0

65.0

Profit attributable to owners ofparent

34.4

19.0

45.0

Net Income Per Share

390.14yen

215.21yen

509.71yen

Dividends Per Share

60.00yen

30.00yen

60.00yen

Net Sales

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

Full-year332025.3 Financial Forecast by Segment（100 million yen）

2024.3Results2025.3
1st Half

Full-year

166.7

88.0 190.0

Life Science

23.6

12.0

25.0

Digital Communication

56.3

29.0

59.0

Energy Saving Solution

131.2

66.0 136.0

Semiconductor

Copyright ©2024 ENPLAS CORPORATION, All rights reserved342025.3 forecast for Capital Expenditures, Depreciation, R&D（100 million yen）

2024.32025.3Results

Full-year

40.1

70.0

Long-Term/ Environmental Investment

2.8

38.0

Investment in Growth Area

23.0

17.0

Other Capital Expenditure

14.3

15.0

Depreciation

23.8

25.0

R&D

13.4

16.0

Capital expenditures*Capital expenditures includes acquisition of tangible fixed assets and intangible fixed assets since 2024.3.
Copyright ©2024 ENPLAS CORPORATION, All rights reserved

35

Business Strategy

Enplas Corporation
Shoji Miyasaka, Managing Executive Officer

Copyright ©2024 ENPLAS CORPORATION, All rights reserved

Semiconductor
Medium-Term Strategy

Focusing application

Burn-In Socket
Semiconductor Market

7.5

CAGR:
%
（2023 → 2030）• Maintain high market share in servers• Drive solution development that matches
customers’ development roadmaps• invest in production capacity expansion for future growth• Acquire business opportunity for Generative AI

Burn-In Socket• Server (include AI server)• Mobile• SoC for Automotive

Test-Socket

Test Socket• “System Level Test” forServer and Mobile• Expand business in “System Level Test” field.
• Invest elemental technology development
Reference: Global Information, Inc.
https://www.gii.co.jp/report/dmin1304527-global-semiconductors-market.html(100 million yen)

＜Sales＞＜Operating Income＞(100 million yen)

234.3

166.7

159.1
141.7

65.1

129.2
26.0

21.5

17.4

15.7
2020.32021.32022.32023.32024.32020.32021.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

2022.32023.32024.337

Life Science
Medium-Term Strategy

Focusing application• Launch new products

Digital PCR Market

15.3

CAGR:
%
(2023 → 2032)• Digital PCR*

Actions to become profitable
Improve profitability by reviewing
cost structure drastically• Reduce cost by integration of US entities• Streamline production and development system*Digital PCR: Next-Generation PCRtechnology that can digitally andabsolutely quantify the number oftargeted nucleic acids by dividing
and amplifying them individually.

Reference: Market.US
https://market.us/report/digital-pcr-market/＜Sales＞(100 million yen)

＜Operational Income＞
2020.32021.3(100 million yen)2022.330.9
24.7

2023.32024.3

-6.3
23.6

-11.8

20.1

-11.5

-14.0

15.5

-20.0

2020.32021.32022.32023.32024.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

38

Digital Communication
Medium-Term Strategy
Optical transceiver market

13.0

CAGR:
%
(2024 → 2029)• Maintain a high market share of existing customer and acquire new customers ingrowing generative AI market.
• Prompt product development that matches laser development roadmap.
Develop 1.6Tbps lensDevelopment for receiving side (RX)for single-mode

Focusing application• High-end field for AI server

Development for multi mode

Reference：MarketsandMarkets
https://www.marketsandmarkets.com/Market-Reports/optical-transceiver-market-161339599.html＜Sales＞(100 million yen)

■Optical fiber lens ■LED diffusion lens

41.4

24.4

(100 million yen)

56.3
13.7

40.3
35.3

25.5

＜Operational Income＞

31.1

37.8
15.6

22.1

15.9

15.9

13.2

2020.32021.32022.3

15.8

42.6
22.2

2023.311.7

10.6

2021.32022.38.1
2024.32020.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

2023.32024.339

Energy Saving Solution
Medium-Term Strategy

Focusing application

Business growth in automotive electrification

Automotive Market

4.5• Boost solution business by extracting customer needs• Automotive electrification area
• Noiseless solution by noise control

Increase profitability of existing business

CAGR：%(2022 → 2030)• Optimize producing location including factory reorganization• Build pipelines that anticipates customers’ production strategies

Reference: Contrive Datum Insights (CDI)
https://www.contrivedatuminsights.com/product-report/automotive-market-248598/＜Sales＞(100 million yen)

＜Operational Income＞(100 million yen)

131.2

115.8
104.6

109.6

119.3

13.5
11.8

11.2
9.3
7.7

2020.32021.32022.32023.32024.32020.32021.3Copyright ©2024 ENPLAS CORPORATION, All rights reserved

2022.32023.32024.340

Cash Allocation
Prioritize investments in new business, creating innovation and growth areas
Cash on Hands

Cash on hands After Investment

9 to 15 Billion Yen

Cash flows fromOperating Activities

Investment items

Transition to more essential areas➢ Semiconductor➢ Life Science➢ Optical fiber lens⇒Aim market growth + αCash Flows fromOperating Activities

Enhancing
Corporate Value

Foundation Business21billion yen

ROE10% or more

➢ LED diffusion lens
➢ Energy Saving Solution⇒Improve profitability
by boost productivity andtransform its business category

Investment

29 to 35 billion yen

New business / Creating Innovation
Environmental Investment(16 to 18 billion yen)
➢ Innovation Center (in Saitama Shintoshin)➢ Reduction of environment impact⇒Enhancing Corporate Value for the future（3 years total*）(Total of last three years)

Investment in Growth area
7 to 10 billion yen➢ Essential Business Field➢ IT System⇒Profitability Improvement

Dividend Policy: Stable Dividend

Other Capital expenditures（6 to 7 billion yen）
➢ Mold Investment➢ Replace aging equipment⇒Productivity Improvement*3 years total：2025.3 to 2027.3
Copyright ©2024 ENPLAS CORPORATION, All rights reserved

41

Enplas Corporation
2025.3 Corporate Strategy Meetinghttps://www.enplas.co.jp/english/
Any statements in this presentation which are not historical are future projections based on certain assumptions and executive judgments drawn from currently available information.
Please note that actual performance may vary significantly from any particular projection due to various factors.
Factors affecting our actual performance include but are not limited to: (i) changes in economic conditions or demand trends related to Enplas’s business operations; (ii) fluctuation offoreign exchange rates or interest rates; and (iii) our ability to continue R&D, manufacturing and marketing in a timely manner in the electronics business sector, where technologicalinnovations are rapid and new products are launched continuously.
All the information in this document is the property of Enplas Corporation. All parties are prohibited, for whatever purpose, to copy, modify, reproduce, transmit, etc. this information
regardless of ways and means without prior written permission of Enplas Corporation.
The official version of this announcement was published in Japanese. An unofficial English translation is provided for the convenience of overseas investors. For any discrepancies
between the Japanese and English versions, the Japanese version shall prevail.
Copyright ©2024 ENPLAS CORPORATION, All rights reserved