Financial Briefing(Fiscal year ended March 31, 2024)

May 14, 2024

(Security Code: 6165 TSE Standard)Financial Highlights for the Year Ended March 31, 2024
Profit declined due to significant decline in sales in Japan and China, as well as raw
materials and energy costs remaining highConsolidated

Japan

Sales

China

Consolidated sales decreased to 89.6% year-on-year, a decrease of ¥4.4 billion to¥38.3 billion.
Decreased to 88.2% year-on-year to ¥12.4 billion.
Significantly influenced by the decline in automotive sector although sales for foodsector were strong.
Decreased to 87.2% year-on-year to ¥20.4 billion.
Significantly influenced by the decline in automotive sector.

Southeast Decreased to 96.7% year-on-year to ¥1.9 billion.
Asia
Vietnam, Indonesia and the Philippines performed steadily, Singapore was weak.
Europe,The US,
andOthersIncreased to 108.7% year-on-year to ¥3.5 billion
Sales remained strong with increasing visibility and new business customers due toparticipation in exhibitions.

ProfitOperating profit was ¥1,240 million, 50.9% of the previous fiscal year
Ordinary profit was ¥1,421 million, 59.4% of the previous fiscal year
Loss attributable to owners of parent was ¥577 million(Profit attributable to owners of parent for the previous fiscal year was ¥1,390 million)

Net Cash

Increased by ¥95 million from the beginning of the fiscal year ended March 31, 2024,
as management rationalization expenditure was covered by narrowing down capital
investment, etc.
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1

Income Statement Summary(Unit: Millions of yen)

FY23.3

Percentage
of change
year-on-year

38,344(4,455)89.6%

FY24.342,799

Sales

Difference
year-on-year

Operatingprofit5.7%

2,436 3.2% 1,240(1,196)50.9%

Ordinary
profit5.6%

2,394 3.7% 1,421

(972)

59.4%

3.2%

1,390

(1,967)-

Profit attributableto owners of parent(Loss)-(577)【Actual Exchange Rate】 1 RMB＝19.80 JPY／1USD＝140.54 JPY
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2

Sales and Profit(Unit: Billions of yen) (FA sales)

Sales

00

00

4.50

42.80 （2.48）
38.34 （2.64）3.50

00

00

2.44

Operatingprofit[Year-on-yearcomparison]
2.50

00

1.24

00

00

1.39

Sales
1.50
Operatingprofit¥4,455 million

decreasein sales¥1,196 million

decreasein profit¥1,967 million

decreasein profit00

Net 0.50
profit*00*Profit attributable to owners of parent(0.50)Net profit

00(Loss)(0.58)

00(1.50)

FY23.3

FY24.3
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3

Sales by Region
50(Unit: Billions of yen)

3.28
1.97

Sales were affected by a particularly
significant decline in China

3.56
1.90

Europe,The US,
andothersSoutheast
Asia

23.45

Food and medical related
remained strong

Vietnam, Indonesia and thePhilippines performed well

20.44

14.10

12.44

China

Automotive sales were sluggish

Japan

Sales of automotive, electronic
devices and semiconductors were
weak

0

FY23.3

FY24.3
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4

Sales by Industry
50(Unit: Billions of yen)

Sales in all industries failed to reach the previous
year’s sales. The decline in sales in theautomotive sector was particularly significant.

12.54

Other

Only food and medical – related
remained strong

Consumerelectronics/
precisionequipment

Rising energy costs and otherfactors have led to a downturnin the overall market

Electronic
devices/ semiconductors

Stagnated due to stallingdemand for smartphones

Automobile

Orders for new car dies inJapan and China were sluggish

11.23
4.31

3.65
7.87

18.08

6.93

16.54

0

FY23.3

FY24.3
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5

Operating Profit Changes(Unit: Millions of yen)

2,436

FY23.3

Decrease in sales(1,210)¥1,196 million
decrease from
FY23.3 to FY24.3

Rise in cost of
sales ratio(337)
Decrease in
SG&A expenses
351

FY24.3

1,240[Major factors for changes insales]■ Sales decreased due todeteriorating market conditionsin China and Japan[Major factors for changes incost of sales ratio]■ Management rationalization
effected an improvement■ Factory operations
deteriorated due to lower sales[Major factors for changes in
SG&A expenses]■ Management rationalization
effected an improvement■ Decrease in transportation
costs due to lower sales

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6

Balance Sheet Summary(Unit: Millions of yen)

FY23.3Year-on-yearchanges

FY24.3

Total assets

30,45529,649(806)

Total liabilities

11,403

10,899

(504)

2,997

3,721

724

Net assets

19,052

18,750(301)

Net cash

2,215

2,310

95

Equity ratio

62.4%

63.1%

0.7pt

Return on equity (ROE)

7.9%

-

-

Return on invested capital(ROIC)

8.1%

3.9%(4.2pt)Capital expenditure

1,352

915

(436)

1,130

1,166

35

Interest-bearing debt(including intangible assets)

Depreciation(including intangible assets)

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7

Cash Flows Summary(Unit: Millions of yen)

FY23.3

FY24.3

Cash flows from operating activities

2,560

1,276

Cash flows from investing activities(1,546)(680)

Free cash flow

1,013

596

Cash flows from financing activities

(756)

(2)

Changes in cash and cash equivalents(including translation adjustments)

543

791

5,212

6,003

Cash and cash equivalents at end of period

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8

April 2024 - March 2025

FY2023-2024 Mid-term Business Plan
“Value Creation 2024 Revival”
and FY25.3 Full-Year Earnings Forecasts

Key Management Issues of VC2024 Revival
Specializing in high-value-added special order products businessto 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

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10

OverseasJapan

Key Measures of VC2024 Revival
Redevelop thesales system◼ FA sales for FY 24.3 increased to 106.6% year-on-year
Developing partner factories and reorganizing operations are underway◼ Customer Center is streamlining delays in improving operational efficiency

Redevelop the
production system◼ Liquidation of a subsidiary and transfer of production to an overseas factory inprogress◼ Automated transport between processes using automated guided vehicles (AGVs)
and the like

Continue
strengthening
R&D◼ Although orders for P-Bas® (new processing method) are steadily increasing, further
increase in awareness and expansion of production capacity are necessary◼ Contributing technologies to the Project YAOKI 1 (PY-1) lunar exploration

China◼ Focusing special order mold components for precision medical and beverage –related products◼ Sales activities with a dedicated team aimed at strengthening FA sales capabilities◼ Sales of precision parts and the like to become a comprehensive machine parts
companySoutheast Asia,
India◼ Considering the establishment of a new sales company in Southeast Asia
◼ Increased Japanese staff in India◼ Developing new partner factories in India

Europe, The US,
and Others◼ Focusing on raising awareness at exhibitions and other events to acquire newcustomers◼ Strengthening relationships between the newly established overseas businessdepartment in Japan and sales offices in other countries
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11

Figures after Management Rationalization of Businesses in Japan(Comparison of First and Second Half of Fiscal Year)
Management rationalization was implemented at the end of September 2023, including thesolicitation of voluntary retirees and the dissolution of a consolidated subsidiary
Sales for FY 24.3

6,800
6,700
6,600
6,500
6,400
6,300
6,200

6,723

(Unit:
Millionsof yen)⚫ Sales decreased by ¥289 million.
➢ Continued weakness in automotive orders, which
account for a high proportion of sales➢ Temporary disruption in sales and production due todownsizing

6,434

1st half

2nd half

150
Operating profit for
110
FY24.3100
50
0
1st half
2nd half
(50)
(100)
(110)
(150)

⚫ Operating profit increased by ¥220 million➢ Personnel expenses decreased due to management
rationalization➢ Profitability improved due to price revisions➢ SG&A expenses decreased due to lower sales⚫ VC2024 Revival is aiming for “Specializing in highvalue-added special order products business topursue sustainable profit growth” in order to quickly
rebuild the business structure and restore businessperformance by implementing the most important key
measure, “redevelopment of businesses in Japan.”

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12

FY25.3 Results and Dividend Forecasts(Unit: Millions of yen)

FY25.3
FY24.3(Results)
Sales

Full-Year
Earnings
Forecasts

Percentage ofDifference yearchange year-onon-yearyear

38,34438,500155

100.4%

Operating profit

3.2%

1,240 5.6%

2,150

909

173.3%

Ordinary profit

3.7%

1,421 5.5%

2,100

678

147.7%

Profit attributable to-(577) 3.1%

1,200

1,777

-

-

6.3%

-

-

3.9%

6.7%

2.8pt

-

owners of parent (Loss)

ROE
Return on invested
capital （ROIC）

Interim dividend of ¥9.80 per share + year-end dividend of¥9.81 per share = ¥19.61 per share (planned)【Exchange Rate Forecasts 】 1 RMB＝19.50 JPY／1USD＝142.00 JPY【Total Investment Plan】 Capital expenditure ¥1.5 billion ／ Depreciation ¥1.1 billion
FY25.3 Dividend
Forecasts

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13

0

5

0

Management Targets for VC2024 Revival(Unit: Billions of yen)

Sales

41.0

42.7

40.9

36.6

39.3
32.4

2.8
1.9

3.0

2.5
0.8

5

0

38.3

38.5

35.3

5

0

Operating profit

1.6

2.1

1.2

2.0

1.7

1.3

2.4

1.2

1.3

0.9

0.4

5

(0.5)

Profit05attributable toownersof parent(3.4)

0
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

Revival14

Operating Profit Changes(Unit: Millions of yen)

FY23.3(Results)

2,436[Major factors for changes in sales]

Decrease in sales(1,210)Rise in cost of
sales ratio(337)
Decrease in
SG&A expenses
351

FY24.3(Results)■ Despite the ongoing deteriorationof the market environment,
particularly in Japan and China, we
expect that the market has bottomedout during the fiscal year ended
March 31, 2024 and will hold steadyor slightly increase in the fiscal year
ending March 31, 2025
[Major factors for changes in cost of
sales ratio]

1,240
Increase in sales
40

Improvement of costof sales ratio
1,279
Increase in
SG&A expenses
410
FY25.3(Forecasts)[FY25.3]

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

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15

Numerical Targets for Sales by Region and Industry
Although the market is improving, sales growth is expected to be modest compared to FY24.3

50

50(Unit: Billions of yen)

42.7

40

39.3
2.7
1.7

3.2
1.9

38.3

38.5

3.5
1.9

3.7
2.2

30

EuropeThe US,40
and others

20

20.7

39.3
10.6

23.4

20.4

42.7

38.3

38.5

Other

11.2

11.8

3.6

3.6

Consumerelectronics/
precisionequipment

6.9

6.7

16.5

16.4

12.5

30
Southeast
Asia
20.9

(Unit: Billions of yen)

20

4.1
8.0

4.3

7.8

China

10

10
13.7

14.1

12.4

11.9

0

16.3

18.0

Japan

Electronic
devices/
Semiconductors

Automobile

0
FY22.3 FY23.3 FY24.3 FY25.3

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

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16

Status of Response to “Management With an Awareness ofCapital Cost and Share Price”
Ensure a healthy financial foundation, and improve corporate value by properly
distributing the funds for shareholder returns and investments for further growth
Shareholders’equityFY25.3(Forecasts)

FY24.3

Average of
beginning/end of FY¥15,820 million ¥15,624 million

End of FY¥15,259 million ¥15,989 million

Total
dividends

FY24.3
DOE 3%

FY25.3
DOE 3%

Average of
beginning/end of FY¥474 million¥468 million

End of FY¥457 million¥479 million

Dividend per
share

FY24.3
DOE 3%

FY25.3
DOE 3%

Average of
beginning/end of FY¥19.40¥19.16End of FY¥18.71¥19.61⚫ Revision of the calculation method for thedividend on equity ratio (DOE)➢ Until FY24.3, the denominator was theaverage of shareholders’ equity at the
beginning and end of the fiscal year.
➢ From FY25.3, only shareholders’ equity atthe end of the fiscal year is used as thedenominator in order to promptly reflect theeffect of the improvement in shareholders’equity in the dividend payment.
➢ Annual dividend(s) for FY24.3 wascalculated using the previous calculation
method.
(A decrease of ¥0.69 when the revised
calculation method is applied)➢ Annual dividend(s) forecast(s) for FY25.3 iscalculated using the revised calculation
method.
(A decrease of ¥0.45 when the previous
calculation method is applied)

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17

Reference Materials

Punch Group at a Glance
Establishment

Listing

March 1975
(50th anniversary in 2025)

2012 stock listing2023 Standard Market

Production bases
Japan
4Market share*
World No. 2（Japan No. 2・ China No. 1）

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

Sales bases
Japan
10

Overseas sales ratio (FY24.3)
Overseas
Japan 32%
68%
（China 53%）

Overseas40

No. of employees (March 2024)
Japan
668

Overseas
2,907

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

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19

Management Structure
Profile of President and Representative Director

Board of Directors

Name and date of birth Career
Tetsuji Morikubo

May 2003

Joined the Company(January 22, 1977)

Feb. 2005

PUNCH INDUSTRY (DALIAN) Co.Ltd.

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

Directors(Audit &Supervisory
Board
Member)Representative Director, President
and Chief 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

Outside Director (Audit & Supervisory
Board Member)Tomoo Suzuki

Outside Director (Audit & Supervisory
Board Member)

Chie Tabata

Ratio of Outside Directors
4 persons50%

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Ratio of Female Directors
2 person25%

20

Punch Group History
'70

'80

'90

'00

1975

1982

1990

2001

⚫

⚫

⚫

⚫

Establishment, manufacture of drilling
pins for printed circuit boards

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

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 PRECISION TOOLS Sdn
Bhd (now Malaysia Punch) becomes agroup company
Mid-term Business Plan
“Value Creation 15” started'20⚫

40th anniversary⚫

Vietnam factory begins full-scale
operations⚫

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

⚫

Mid-term Business Plan
“Value Creation 2020” started

2018

⚫

⚫

Listed on the First Section of theTokyo Stock Exchange (Listed on theSecond Section of the Tokyo Stock
Exchange in 2012)⚫

Expansion of manufacturing base in
Dalian, China⚫

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

2019
⚫

2015

⚫

2016

2014

2020

Started the second phase of theVietnam factory

Manufacturing base established in
Vietnam

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21

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

For example, parts like these

Molds and dies

Components

Products

Molds and dies madeof metal to makecomponents quickly,
uniformly, and inlarge quantities

Parts needed to forma product

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

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22

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

Plastic mold 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.

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 dies.

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.

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23

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
to custom needs

A customer-oriented businessstructure
Meticulous, responsive and capable

High technical capabilities
Expertise cultivated since the Company’s founding,and untiring research and development
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24

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

Providing high customer satisfaction

Catalog products

Special order products
Timely,precisesolutions

Extensive lineup of
highly versatile standard products

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

Capable of responding
flexibly to custom needs

A customeroriented
business
structure
meticulous,
responsive andcapableHigh technicalcapabilities
Expertise cultivatedsince the Company’s
founding, and untiring
research anddevelopment

Germany
Korea

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.

25

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

9.3％

Japan

FY24.3

32.4％
China

Southeast Asia

53.3％

5.0％

Composition of Sales by Industry
Automobile

Other

29.3％
Consumer electronics/
precision equipment

43.1％
FY24.3

9.5％
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Electronic devices/semiconductors

18.1％
26

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

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27

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.

28

Exhibitions / Seminars (2023～2024)
Terms
15 ～
29 Nov
6～

Location

Exhibition

16 Nov JapanTokyo

Monodukuri Partner Forum Tokyo

Japan

Tokyo

Shinagawa SDGs Forum9 Dec Indonesia Jakarta

Manufacturing Indonesia 2023

20 Jan

Japan

Tokyo

IR/Stock Investment Expo

26 JanJapan

Fukuoka

Kitakyushu Future Creation Seminar

Feb

Japan

onlineNext Generation Mold/Die Technology Webinar

MumbaiDie & Mould India International Exhibition

1

14 ～

17 Feb India

Manufacturing Indonesia 2023

Shinagawa SDGs Forum

Die & Mould India International Exhibition

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29

Sales and Operating Profit(Unit: Billions of yen) (FA sales)

Operating profit
120
Sales
(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
80

60

(0.65)
11.4
114

14.0
(0.62)
11011.0 (0.64)(0.73) (0.63) (0.65) 12.0
10.1
101 (0.64)
9.6
9.6
96
9.5
9.4
94

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

0.41

4.23

3.53

0.31

20

2.00

0.00

0.98
0.10
0

▲

1Q

2Q

3Q

FY22.3

4Q

1Q

2Q

3Q

4Q

1Q

FY23.3
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2Q

3Q

4Q

FY24.330

Sales by Region(Unit: Billions of yen)

11.4

10.2

0.88
0.51

9.2
0.56
0.39

4.85

0.79
0.45

5.59

9.8
0.66
0.44

5.21

9.9
0.64
0.46

5.30

10.2
0.72
0.47

5.53

6.58

11.0
0.95
0.49

5.94

10.1
0.73
0.49

9.4

9.6

9.5

9.6

0.91
0.47

0.92
0.50

0.85
0.49

0.88
0.44

4.77

5.05

5.26

5.37

China

Japan

5.40

3.48

3.42

3.54

3.58

3.52

3.46

3.65

3.48

3.29

3.21

2.99

2.96

1Q

2Q

3Q

4Q

1Q

2Q

3Q

4Q

1Q

2Q

3Q

4Q

FY22.3

FY23.3

Europe,The US,and Others
Southeast
Asia

FY24.3

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

31

Sales by Industry(Unit: Billions of yen)

10.2

9.8

11.4
9.9

10.2

10.1
3.37

9.2
2.77
2.44

2.71

2.75

0.99

1.07

1.06

9.4

9.6

9.5

9.6

2.68

2.78

2.88

2.88

3.39

2.85

2.93
1.16

1.07

11.0

1.06
2.17

1.11

1.98

0.99

0.94

0.93

0.88

0.90

1.83

1.77

1.68

1.65

2.16

1.96

1.95

1.95

3.88

4.23

4.11

4.22

4.38

4.73

4.55

4.42

4.00

4.19

4.14

4.21

1Q

2Q

3Q

4Q

1Q

2Q

3Q

4Q

1Q

2Q

3Q

4Q

1.97

FY22.3

FY23.3

1.77

Other
Consumerelectronics/
precisionequipment
Electronic
devices/
semiconductors

Automobile

FY24.3

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

32

Mold model (acrylic)
Metal parts are Punch’s products

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. Suchstatements 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 tothe 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 toplace undue reliance on forward-looking statements. Punch Industry is not obliged to amend these forward-looking statements
based on new information or future events.