April 2024 - March 2025

FY2023-2024 Mid-term Business Plan

“Value Creation 2024 Revival”

October 27, 2023
PUNCH INDUSTRY CO., LTD.
（Security Code：6165）

Key Management Issues of VC2024 Revival
Specializing in high-value-added special order products business to pursue
sustainable profit growth

Stock listing

VC15

VC2020

VC2024 Revival● Redevelopment of domestic
business● Growth in overseas business● Establishment of 5-pole sales system● Improving customer service● Promoting highly profitablebusinesses, strengthening R&D● Working-style reform● Globalization● Development of new markets● Transition to a highly profitablebusiness model

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

1

Key Measures of VC2024 Revival■Expanding sales of “special order products” in the FA
field
Redevelop the sales system

Japan■Beginning establishment of Customer Center■Consolidating Group production bases
Redevelop the production
system■Using FA to make company factories smarter■P-Bas® (new processing method)
Continue strengthening R&D

Overseas■Strengthening the aerospace field
China■Evolving into a comprehensive machine parts company

Southeast Asia

■Refocusing on the Indian market, utilizing Vietnam
factory

Europe, The US, and Others■Acquiring new customers

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

2

Details of Domestic Business Redevelopment
Lay off 205 employees in Parent Company Punch Industry,
close (liquidate) consolidated subsidiary Pintec◼ Lay off 205 employees in Punch Industry➢ Streamlining order receiving operations by
consolidating sales bases and operations➢ Extraordinary loss: Roughly ¥800 million
recorded in Q2 of FY24.3
Miyako factory

Kitakami factory

Hyogo factoryPartner factories

Pintec (liquidation)◼
➢
Transfer production ➢➢Close consolidated subsidiary Pintec
Liquidation in progress
Pintec products transferred to Kitakami & Hyogo
Extraordinary loss: Roughly ¥270 million
recorded in Q2 of FY24.3◼ Other➢ Streamlining through automation, etc.
➢ Establishment of Customer Center

Improvement of operating profit for FY25.3:

Roughly ¥1.2 billion
All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

3

Continue Support for Manufacturing for a Broad Range of Industries
For plastic
For press

Development

Electronic devices/semiconductors

Strengthening R&D
Consumer electronics/
precision equipment

Automobile

Manufacturing
Strengthening special
order products
Industrial
machinery
Equipment-related

Sales
Strengthening
FA special orderproducts

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

Food/
medicalproducts

4Expand Sales of “Special Order Products” in the FA Field
Expanding sales of “special order products” in the FA field by utilizing our expertisein the expanding FA market■Market size of the domestic robotics industry(Unit: Billions of yen)

0,000Services
0,000
0,000 Agriculture, forestry andfisheries
0,000 Robotics
0,000
Manufacturing
0,000
0,000
28,5332,853.3
0,000
15,9900,000 1,599.0
0,000
1,256.4
1,001.8
10,018 12,564
0
2015
2020

97,0809,708.0◼ The future market for the robotics industry is
predicted to grow to ¥9.7 trillion by 2035
◼ In the manufacturing sector, which is thefundamental market for us, Punch Group’s
Japan and China operations are strengthening
sales of “special order products” in the FA field

5,258.0
52,580◼ FA equipment designer and manufacturer
ASCe joined the Punch Group in October 2022
➢ Goal: Expand sales of “special order products”
in the FA field

15,807
1,580.72025

2,729.4
27,2942035◼ Consolidated FA sales target for FY25.3:¥3.2 billion

Source: New Energy and Industrial Technology Development Organization
All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

5

Customer Center Concept Aiming to Streamline Future Order
Receiving Operations
Sales BranchA
Insidework

Outsidework

Sales Branch
B
Insidework

Outsidework

Customer Center
Sales Branch
A

Sales Branch
B

Outside work

Outside work

◼ Presently, the sales branches handle both insideand outside works, with outside staff receiving
orders obtained through sales activities, andinside staff requesting quotations from thefactories, entering orders, managing drawings,
and the like
➢ Downsizing through corporate streamlining➢ Consolidation of inside operations into Customer
Center◼ Some sales branches closed or scaled down
under the Customer Center concept◼ Inside work consolidated into a separate basethrough Customer Center concept➢ Closing the gap between the levels of order
receiving operations should enable us to givecustomers quotations sooner➢ Utilizing IT tools should streamline drawing
management◼ Operations will start within limited regions

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

6

Customer Center ProjectBegin operation of the Kitakami Customer Center■ Customer Center Project objectives➢ Reform sales and manufacturing operations by streamlining workflows and utilizing IT tools➢ Consolidate sales bases and operations to consolidate order receiving operations, thereby
closing the gap between the levels of order receiving operations➢ Ensure faster quotations and machining turnaround times in response to the state of theJapanese molds and dies market

Increase orders by improving customer service■ Business operations tasks(1) Establish new quotation/order receiving
workflow(2) Revise shipping process(3) Consider and propose 3D CAD support
flow■ DX promotion tasks(1) Define/develop the requirement to revamp
quotation and order entry interface in thesales system(2) Support factory shipment automation(3) Utilize AI drawing search and other IT tools

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

7

Transfer of Production as Part of Corporate Streamlining
Redevelopment of the Group’s
production system

Wafangdian Punch
Pintec (closed)(2023–2026)

Dalian Punch

Vietnam factory

Hyogo

Kitakami Miyako(downsizing)(downsizing)(downsizing)

1

Close Pintec, downsize at domestic
factories
Transfer production to Kitakami & Hyogo

2

Japan factories specialize in special orderproducts
Transfer production of catalog products
to Dalian/Wafangdian/Vietnam factories
by 2026

3

Utilize partner factories and other external
resources for catalog products with shortdelivery time

[Objectives]■ Strengthen earning power of Parent
Company in Japan■ Improve operating rates at overseas
factories
All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

8

Redevelopment of the Group’s Production System

Phase 1

Phase 2

China

Japan

Vietnam(through FY24.3)
Support fortransfer at existing
facilities & plants

Additional support
for transfer
through capital
investment

Transfer of production under
corporate streamlining
Utilizing Group factories andpartner factories

Support for transfer
through capital
investment

Strengthening
production of special
order products atfactories in China

Use Group factories and partner
factories to support production to fulfill
our responsibility to supply mold anddie components to our customers(FY25.3 and onward)
Further additionaltransfer of press
catalog products

Preparation for
producing moldcatalog products

Strengthening
production of special
order products atfactories in Japan

Continue

Continue

Effect on Vietnam factory sales in FY25.3:

Roughly ¥300 million

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

9

Using FA in the Form of Automation and Labor-Saving Support
to Make Company Factories Smarter◼ The current manufacturing process requires
people to be assigned to each process;machining, transport, inspections, and the likehave not been streamlined➢ Downsizing through corporate streamlining➢ Using automated guided vehicles (AGVs), robots,
and the like to automate transport between
processes and in-process inspections➢ This should streamline overall transport◼ Visualization of production through IoT➢ Improving overall factory operating rates bymonitoring automated machine operation◼ Streamlining shipping operations through IoT➢ Automated sorting & transport when various moldand die components are shipped to customers

A collaborative robot(Assembly by ASCe of the Punch Group)◼ Introducing automatic setup change robots for
NC lathes➢ Work in progress can be loaded & unloaded
during automatic operation

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

10

Factory Automation & Labor-saving Support
Promoting automation of manufacturing processes by introducing labor-saving equipment

Robot
Stocker
A device that temporarily
stocks workpieces
Processing machine

Cleaning solution

Take a workpiece outof the stocker

Store in the stocker

Set the workpiece on
the processing machine

Blow off the cleaned
workpiece◼ Introducing labor-saving equipment➢ Introduced at the Kitakami factory in August 2023
➢ Robots installed outside the processing machines
automatically change the workpieces (products to
be machined) and chucks (auxiliary devices tosecure the workpieces)* Presently, this is done manually (see bottom-left
figure)➢ During automatic operation, operators can perform
other tasks, thereby saving labor➢ We will further promote automation of
manufacturing processes in the future, for example
by introducing robots into more types of processing
machines

Close the door andStart machining

Dip the machined workpiece
into the cleaning solution

Productmachining(processing
machine)Unattended operating rate
70% or higherof machines with robots:
Operating rate of operators
100% or higherof machines with robots:
Promoting multi-unit, multi-skilled production system

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

11

P-Bas® (New Processing Method)
Continued development of new technologies for the further growth of the Punch Group
Component
manufacturingin three parts[Example of bonding]

Bondingcomponent parts
End processing
after bonding◼ P-Bas (Punch-Bonding and sintering)➢ A term coined by the Punch Group that combines
bonding and sintering➢ A technology for integrating multiple, separately
fabricated components and materials—objects
that are different from one another—by pressing
and heating them with special equipment for bothbonding and sintering◼ Example of bonding➢ Produce an ideal cooling circuit by bonding
multiple components machined in sections[Example of sintering]

Several different metal
powders are pulverized
and evenly mixed◼ Example of sintering➢ Forming an alloy with wear resistance, highthermal conductivity, non-magnetism, rust
resistance, compatibility with surface preparation,and other properties that are not covered byexisting materials➢ This technology is also used in aerospace
Alloy samples(pressurized/heatedand sintered)
All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

12

Strengthening the Aerospace Field
Pursuing business growth through aggressive expansion into the high-growthpotential field of aerospace◼ Entered the space business ahead of others,
acquiring technology by applying newcomposites, etc.
➢ Utilize in existing and new businesses on Earth➢ Utilize in markets other than the space business➢ Become a more indispensable company◼ Signed a technical partnership agreement with
Dymon Co., Ltd., the first private company in theworld to tackle the challenge of lunar exploration➢ Provide 3D scanner measurement services forlunar rovers➢ Leverage technological capabilities cultivatedthrough manufacturing mold and die components
and FA parts & equipment➢ Use P-Bas (sintering) to develop new materials
and offer metal component machining solutions➢ Aim to contribute to the aerospace industry

Product
New material
measurement development

Metalfabrication◼ Started joint research with JAXA(The Japan Aerospace Exploration Agency)

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

13

Initiatives for Business in China
Striving to evolve from a mold and die component company to
a comprehensive machine parts company

Mold and die components

Precision & industrial
machinery components

FA components

Mold and die components
for new energy (mainly EVs)

Deep diving into demand for
precision components

Responding to automation &labor-saving needs

Medical care- & beveragerelated precision mold anddie components

Precision components foraerospace and other industries

FA market development

High-value-added special
order mold and die
components

Expansion of medical
instrument and device
component field

Establishing a new teamdedicated to strengthening
FA sales capabilities

Thorough cost reductions at company factories: Ensure stable profits
Streamlining through automated & smarter production, promoting digitization of operations
Promoting global procurement throughout the Punch Group, reducing cost of purchased goods

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

14

Start of India Restructuring Project
Renewed focus on the Indian mold and die components market,
which is expected to double by 2030
FY24.3

FY25.3

FY26.3 and onward (next Mid-term Business Plan)

Short-term initiatives
Stabilize
Increase the number of employees tomanagement
strengthen sales, increase recognition
Prepare for business
Develop partner factories in India
expansion

Medium- to longterm initiatives
Business
expansion

Procure from factories in India (partner factories) & Vietnam,
create business alliances and do M&A■ Short-term initiatives(1) Revise existing product families (highly
profitable products)(2) Enhance analytical functions by developing IT
infrastructure(3) Increase recognition by adding outside sales
staff, exhibiting at trade shows, etc.

■ Medium- to long-term initiatives(1) Procure from factories in India & Vietnam(2) Consider selling products other than mold anddie components(3) Strengthen transactions with local companies
with an eye toward creating business alliancesand doing M&A for synergy

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

15

Start of European Sales Expansion ProjectGroupwide projects (Japan Punch, China Punch, Malaysia Punch)

FAKUMA (Germany)

EuroBLECH (Germany)◼ Short-term initiatives(1) Joint exhibition at trade shows(2) Assign staff to sales offices(3) Strengthen sales accompanied by staff from sales
offices or trading companies(4) Expand items including FA components and MRO(Maintenance, Repair and Operation) products(5) Develop a trading company◼ Medium- to long-term initiatives(1) Consider establishing sales bases and distribution
centers(2) Develop partner factories capable of meeting DIN
standards(3) Meet demand for ultra-precision & high-precisioncomponents(4) Expand sales of catalog products with shortdelivery time

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

16

Approach and Initiatives Concerning Sustainability
We aim to be a company that achieves continuous growth and increases corporate value
by supporting the world’s manufacturing, and protects the lives of our employees,
members of our supply chain, and the global environment

Sustainability Committee
Chair: President and Representative Director
Members: Executive Directors and Officers

CO2 Reduction Task Force

Waste Reduction Task Force

Task Force on Respect for
Human Rights◼ Installing smart lighting
and transitioning to LED◼ Reducing industrial waste
emissions, expanding therange of wastes that
become valuable
resources◼ Formulating a Human
Rights Policy◼ Installing solar power
generation systems on
factory buildings andupgrading to highefficiency air conditioning◼ Considering purchasing
renewable energy, etc.

◼ Reducing packaging
materials for shipments,
materials, tools, etc.
◼ Recycling unneededshipping pallets, reducing
copy paper consumption◼ Formulating Sustainable
Procurement Policy &Guidelines◼ Launching human rights
due diligence within theGroup and at partner
factories

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

17

Management Targets for VC2024 Revival

00(Unit: Billions of yen)

50

Sales

00

41.0
410

1
42.7
427

40.9
409

36.6
366

39.3
393

1

385
38.5

9

382
38.2

35.3
353

50

7

324
32.4

00

50

Operating profit

2.8
28

1.9
19

3.0
30

2.5
25
0.8
8

00

1.7
17

1.3
13

50

1.6
16

2.4
24

2.1
21

3

1.1
11
2.0
20

9
0.9

5

0.4
4

1

13
1.3

0.8
8

-1

Net income-3

Capital expenditure ¥3.0 billion
Depreciation ¥2.0 billion

-5

(0.9)
▲9

00
(3.4)
▲
34

50
0

-7
FY17.3

FY18.3

VC2020FY19.3

FY20.3

FY21.3

FY22.3Plus

FY23.3

VC2024All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

FY24.3

FY25.3

Revival18

Operating Profit Changes
FY23.3(Results)(Unit: Millions of yen)

2,436

[FY25.3]
Decrease in sales(1,249)Rise in cost of
sales ratio(200)
Decrease in
SG&A expenses
164

FY24.3(Forecasts)■ Despite the ongoing deterioration of
the market environment, particularly
in Japan and China, we expect themarket to bottom out during the fiscal
year ending March 31, 2024 and holdsteady or slightly increase in thefiscal year ending March 31, 2025
[Major factors for changes
in cost of sales ratio]

1,150
Increase in sales
79
Improvement ofcost of sales ratio
905
Decrease in
SG&A expenses
15

FY25.3(Planned)[Major factors for changes in sales]

2,150■ Improvement of cost of sales ratio
due to corporate streamlining(production system restructuring,
downsizing)[Major factors for changes
in SG&A expenses]■ Increase in variable costs due toslight increase in sales■ Decrease due to corporate
streamlining (sales systemredevelopment, downsizing)

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

19

Numerical Targets for Sales by Region and Industry

50

VC2024 Revival covers FY2023 through FY2024
550(fiscal year ending March 31, 2024
through fiscal year ending March 31, 2025)00(Unit: Billions of yen)

50

427
42.7

00

50

39.3
393
2.7
27
17
1.7

3.2
32
19
1.9

382
38.2
3.4
34
18
1.8

500

38.5
385
3.5
35
19
1.9

350

427
42.7
393
39.3

20.9
209

234
23.4
197
19.7

195
19.5

00

38.2
382

385
38.5

114
11.4

115
11.5

3.7
37

3.7
37

7.0
70

7.1
71

10.6
106

250

41
4.1

200

8.0
80

161
16.1

162
16.2

43
4.3
7.8
78

China

50

150

00

100

50

13.7
137

14.1
141

133
13.3

136
13.6

Japan 50

Other

125
12.5

Southeast
300
Asia

00

50

450
Europe,The US,and Others
400(Unit: Billions of yen)

163
16.3

180
18.0

Consumerelectronics/
precisionequipment

Electronic
devices/
semiconductors

Automobile

00
FY22.3 FY23.3 FY24.3 FY25.3

FY22.3 FY23.3 FY24.3 FY25.3

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

20

Status of Response to “Management With an Awareness ofCapital Cost and Share Price”
Instill the “ROIC management” concept in the Group, and fully embrace managementwith an awareness of capital efficiency

FY25.3(planned)

TargetEquity ratio

60.6%

60% or higher

ROE

4.4%

10% or higher

ROIC

6.3%

10% or higher

Consolidated payout
ratio

56.7%

30% or higher

DOE

3.0%

3% or higher

WACC

6%–7%

–

Index

➢ Revise the capital policy (January 2023)⚫ While ensuring a healthy financial foundation,
aim to improve corporate value by increasing
management efficiency and properly distributing
the funds obtained from operating activities forshareholder returns and investments for further
growth.
⚫ Based on a basic dividend policy of distributing
profits with an awareness of providing stable,
continuous dividends that are linked toconsolidated performance, the following indices
are used.
⚫
Consolidated payout ratio: 30% or higher, and⚫
DOE: 3% or higher⚫ Furthermore, the dividends are decided after
comprehensively considering the financial
condition, funding needs and other factors.

⚫ Treasury stock is acquired as necessary basedon a flexible approach in light of the financial
DOE 3% =(¥16,381 million + ¥14,929 million) ÷ 2
condition and the trends in the share price and(Average shareholders’ equity for FY23.3 and FY24.3) other market conditions.
(Total dividends) ¥469 million

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

21

Reference Materials

Punch Group at a Glance
Establishment

Listing

March 1975
(50th anniversary in 2025)

2012 stock listing2023 Standard Market

Production bases
Japan
4

Overseas8*Share of mold and die components industry (our estimate)

PUNCH INDUSTRY CO., LTD.

Sales bases
Japan
11

Market share*
World No. 2（Japan No. 2・ China No. 1）

Overseas40

Japan 33%

No. of employees (October 2023)
Japan
690

Overseas sales ratio (FY23.3)

Overseas
2,918

Overseas 67%（China 55%）

Corporate GovernanceOutside director ratio 50%(Chairman of the Board of
Directors is an outside director)

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

23

Management Structure
Profile of President and Representative Director
Name and date of birth

CareerTetsuji Morikubo

May 2003

Board of Directors

Joined the Company(January 22, 1977)

Feb. 2005

PUNCH INDUSTRY (DALIAN) Co.

Nov. 2012

General Manager, Value Creation
Promotion Office

Apr. 2013

General Manager, Corporate Planning
OfficeApr. 2015

PUNCH INDUSTRY
MALAYSIA SDN. BHD.

May 2016

Executive Officer

Jun. 2018

Director, Senior Executive Officer,
Corporate Strategy

Apr. 2019

Chief Strategy Officer Group Business
Management

Jun. 2019

Representative Director (incumbent)
Executive Vice President

Nov. 2019

President and Chief Executive Officer
in charge of the Punch Industry Group(incumbent)

Directors

Representative Director, President andChief Executive Officer
Chief Executive Officer (CEO)Tetsuji Morikubo

Director and Senior Executive Officer
Chief Financial Officer (CFO)

Takao Murata

Director and Senior Executive Officer
Chief Operating Officer (COO)

Akira Takanashi

Outside Director
Chairman of the Board

Naruhiko Takatsuji

Outside Director

Mariko Osato

Director (Audit & Supervisory Board
Member)Minoru Kawano

Directors(Audit &Outside Director (Audit & Supervisory
Supervisory
Board Member)
Board Member)
Outside Director (Audit & Supervisory
Board Member)

Ratio of Outside Directors
4 persons50%

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

Tomoo Suzuki
Chie Tabata

Ratio of Female Directors
2 person25%

24

Punch Group History
'70
1982

1975
⚫

'80

Establishment, manufacture of drilling pins
for printed circuit boards

⚫

'90

'00

1990

Expansion into plastic mold components(Succeeded in mass production of highspeed steel ejector pins)

⚫

2001

Manufacturing base established in Dalian,
China

⚫

Established sales base in China

1983
Kitakami plant established, started
nationwide sales of mold and die
components
1989⚫ Miyako Punch Industry (now Miyako factory)
established
⚫

'10
2010
⚫

Established sales base in India

2013
⚫

⚫

Panther Sdn Bhd (now Malaysia Punch)becomes a group company
Mid-term Business Plan
“Value Creation 15” started

2014⚫

Listed on the First Section of the Tokyo
Stock Exchange (Listed on the Second
Section of the Tokyo Stock Exchange in
2012)

'20
2016
⚫

2020

Vietnam factory begins full-scale
operations⚫

Sales base established in Illinois, U.S.A.

⚫

Mid-term Business Plan
“Value Creation 2020” started

2018⚫

Expansion of manufacturing base in
Dalian, China

2019
⚫

⚫
⚫

Start of Mid-term Business Plan “Value Creation 2020 Plus”
Launch of Management Innovation Project2022⚫ Start of Mid-term Business Plan “Value Creation 2024”⚫ Moved to the Tokyo Stock Exchange Prime Market⚫ ASCe becomes a group company
2023⚫ Start of Mid-term Business Plan “Value Creation 2024 Revival”⚫ Moved to the Tokyo Stock Exchange Standard Market

Started the second phase of the Vietnam
factory

2015⚫

Manufacturing base established in
Vietnam⚫

40th anniversary

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

25

Description of the Business
Manufacture and sale of a wide variety of precision mold and die components thatare indispensable to the construction of molds. The “behind-the-scenes expertise”
that enriches your life.

For example, parts like these

Molds and dies

Components

Products

Molds and dies madeof metal to makecomponents quickly,
uniformly, and in large
quantities

Parts needed to form a
product

Various products we
use in our daily lives,
such as automobiles
and consumer
electronics

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

26

Punch Group’s Core Products
Plastic mold and die components such as injection molding dies and press die
components such as stamping dies, for a wide range of customers spanning
upstream to downstream manufacturing
Plastic mold and die components

Press die components

Plastic molds are used in the manufacture of many plastic products, including
the exteriors of smartphones and digital cameras. Products are made by
injecting heated, molten plastic resin into a mold mounted on an injection
molding machine, cooling, and solidifying. The Punch Group manufactures andsells the components that make up these molds and dies.

A die is mounted on a press machine (a machine that moves up and down), a
metal sheet is placed between the upper and lower dies, and the pressmachine is operated to produce a product molded by the die. The Punch
Group manufactures and sells the components that make up these molds anddies.

Core productCore productEjector pin

Punch

This part (extrusion pin) is used toseparate the injection-molded productfrom the mold itself and eject it.

Typical parts incorporated in press dies,
these parts are used to make holes inmetal plates and transfer shapes. Our
company name comes from this punch.

Core productCore productCore pin

Holder guide posts

Used to form the product section, theshape of the core pin is transferred. The
core pin forms a void in the productsection or engraving on the productsection.

These parts are used to maintain thecorrect relationship between the upperand lower molds.

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

27

Characteristics of the Punch Group

Japan and China
Leading share in special order molds and dies * Our estimate

Catalog products
Extensive lineup of highly
versatile standard products

Speedysolutions

A one-stop production system
Over 2,000 units of equipment and wide
ranging support

Special order products
Capable of responding flexibly tocustom needs

A customer-oriented business structure
Meticulous, responsive and capable

High technical capabilities
Expertise cultivated since the Company’s founding, and untiring research and development

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

28

Punch Group Strengths and Network
Extensive lineup of versatile catalog products and special order products
to meet custom needs supporting manufacturing across the world
Strengths of the Punch Group

Punch Group Network
Group companies

Sales offices
China• Punch (Dalian) (Dalian Factory, Chongqing Factory)• Wafangdian Punch• Wuxi Punch• Dongguan Punch• Punch Spring

Providing high customer satisfaction
Catalog products

Special order products

Extensive lineup of
highly versatile standard products

Timely,precisesolutions

Capable of responding
flexibly to custom needs
U.K.
Germany
Korea

A one-stop
production systemwith 2,000 units ofequipment and wideranging support

A customeroriented businessstructure
meticulous, responsive
and capable

High technicalcapabilities
Expertise cultivatedsince the Company’s
founding, and untiring
research anddevelopment

U.S.A.
• Punch Industry U.S.A.

TurkeyThailandTaiwanPhilippines

India• India Punch

Japan• Punch Industry(Kitakami Factory, Miyako Factory,
Hyogo Factory)• ASCeAustralia
Malaysia• Malaysia Punch

Singapore• Singapore Punch

Vietnam• Vietnam Punch• Vietnam Factory

Indonesia• Indonesia Punch

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

29

Composition of Sales by Region and by Industry
Composition of Sales by Region
Europe, The US, and others

Japan

7.7％

FY23.3

33.0％
China

Southeast Asia

54.8％

4.5％

Composition of Sales by Industry
Automobile

Other

29.3％
Consumer electronics/
precision equipment

FY23.3

10.1％
All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

42.2％
Electronic devices/semiconductors

18.4％
30

Major Customers by Industry
Main rivals in Japan:
Major general machinery trading companies, local manufacturers of molds and dies, etc.
Main rivals in China: Chinese machinery trading companies, Chinese machinery manufacturers, etc.

Major Customers

Major Customers
Automobile

Automotive
manufacturers and Tier
1, 2
Manufacturers of molds
and dies

Electronic
devices/
semiconductors

Major Customers

Major Customers
Consumerelectronics/
precisionequipment

Consumer electronics
manufacturers
Manufacturers of molds
and dies

Electronic device
manufacturers
Semiconductor equipment
manufacturers
Manufacturers of molds and
dies

Other

Stationery manufacturers
Toy manufacturers
Medical manufacturers
Beverage container
manufacturers
Global trading
companies
Manufacturers of molds
and dies

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

31

Image of end users (e.g. Automotive)
Many end users are manufacturers of molds and dies

Automotive manufacturers
Manufacturers of bodies,
exteriors, seats, connectors, etc.

Manufacturers ofmolds and dies

Punch GroupAll Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

32

Exhibitions (instance)
Terms

Location

Exhibition

8/29～ 8/30USA

Minneapolis

MoldMaking Conference 2023

9/11

～ 9/14

USA

ChicagoFABTECH Chicago 2023

10/6

～ 10/8Japan

Yokohama

JACLaS EXPO 2023

10/17

～ 10/21 Germany

Friedrichshafen

FAKUMA 2023

10/26

～ 10/27 Japan

HanedaOta R&D Fair

11/7

～ 11/10

Germany

Stuttgart

Blechexpo2023

11/9～ 11/10

Japan

SapporoBusiness EXPOFABTECH Chicago 2023

Ota R&D Fair

FAKUMA 2023

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

33

Sales and Operating Profit(Unit: Billions of yen)
Operating profit(0.83)(0.57)(0.60)(0.61)
102
102(0.71) 10.2
99 10.2
9.9
9.8
98
100
9.2
92

120
Sales

80

60

(FA sales)(0.65)
11.4
114

14.0

(0.62)
11011.0 (0.64)(0.73)
10.1
101 (0.64)
9.6
96
9.4
94

12.0

10.0

9.71
0.97
0.80
7.96

8.00

0.80

0.83
0.71 8.31

8.02

7.05
0.55

4.71
0.47

40

6.00

4.00

5.46

0.42

0.35

4.23

3.53

2.00

20

0.00

0.98
0.10
0

▲

1Q

2Q

3Q

FY22.3

4Q

1Q

2Q

3Q

4Q

1Q

FY23.3
All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

2Q

3Q

4Q

FY24.3

34

0

0

0

0

Sales by Region(Unit: Billions of yen)

114
11.4

11.0
110

0.88
8.75
101
0.95 10.1
9.8
98
0.51 9.52
5.14
96
9.6
94
9.4
0.72
0.79
7.17
0.49
4.90
9.2
92 7.85
0.73
7.32
0.64
0.66 6.43
6.56
0.47
4.47
0.45
0.92 Europe, The US, and Others
0.49 9.14
0.46 4.71
4.90
4.59
4.39
0.56
0.44
5.56
0.91 9.22
3.94
0.39
0.50 Southeast Asia
0.47 4.96
4.74

10.2
102

4.85
48.51

9.9
99

10.2
102

5.30 55.28
5.59 52.11
5.21 53.03
5.53
55.90

65.81
6.58 59.37
5.94

54.03
5.40

5.05 China
4.77 50.46
47.68

0

0

3.58 35.16
3.46 36.48
3.65 34.78
34.75
3.54 35.79
3.52 34.60
3.48 34.22
3.42 35.42
3.29 32.11
3.48 32.85
3.21 Japan

0

1Q

2Q

3Q

FY22.3

4Q

1Q

2Q

3Q

FY23.3

4Q

1Q

2Q

3Q

4Q

FY24.3

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

35

0

0

0

0

Sales by Industry(Unit: Billions of yen)
10.2
102

9.8
98

9.9
99

114
11.4
102
10.2

92
9.2
2.44
24.41

11.0
110

101
10.1
3.37
33.66

2.85
27.73
2.77
2.75 28.47
2.71 27.50
27.13

1.95
2.16 1.96 19.52
1.95 19.47
21.64
19.58
1.97
19.68

9.6
96

3.39
33.93
2.93
29.30

1.16
11.58
1.07 1.07 10.61
10.73
1.06
1.06 10.55
10.69
0.99
9.88

9.4
94

1.11
11.07

2.17
21.74
1.98
19.76

0.99
9.91
1.77
17.67

2.78
2.68 27.84
26.77

Other

Consumer electronics/

0.93 precision equipment
0.94 9.31
9.35
Electronic devices/

1.77
1.83 17.67
18.31
semiconductors

004.73 45.51
4.55 44.15
4.38 47.31
4.42 4.00 41.94
39.98 4.19 Automobile

4.22 43.83
4.11 42.21
4.23 41.07
3.88 42.33
38.80

0
1Q

2Q

3Q

FY22.3

4Q

1Q

2Q

3Q

FY23.3

4Q

1Q

2Q

3Q

4Q

FY24.3

All Rights Reserved. Copyright ©2011-2012 PUNCH INDUSTRY CO., LTD.

36

IR & PR Division, Corporate Strategy Planning Office, PUNCH INDUSTRY CO., LTD. E-mail: info-corp@punch.co.jp
Disclaimer Regarding Forward-Looking Statements
This report contains forward-looking statements regarding Punch Industry’s future plans, strategies, and forecasts. Such statements are not based on
historical fact, but are expectations, estimates, and forecasts based on information currently available. These expectations, estimates, and forecasts
involve many potential risks and uncertainties, including changes to the economy, exchange rate variations, changes in the competitive environment,
the outcome of current or future litigation, or the continued usefulness of capital procurement.
As a result, actual business results may differ materially from these statements. Accordingly, investors are cautioned not to place undue reliance on
forward-looking statements. Punch Industry is not obliged to amend these forward-looking statements based on new information or future events.