Medium-term Management Plan
2024-2026
February 2024
SIIX Corporation

INDEX⚫Review of the 2021-2023 medium-term management plan
⚫Actions to achieve management with an awareness of cost of capital andshare value⚫New medium-term management plan for 2024-2026⚫ Vision and performance targets⚫ 4 challenges⚫ Target indicators⚫ Strengthening governance

Copyright © 2024 SIIX Corporation All rights reserved.

1

Review of the 2021-2023 medium-term
management plan

Copyright © 2024 SIIX Corporation All rights reserved.

2

Review of the 2021-2023 medium-term management plan
(JPY in billions)

400.0

20.0

Mid-term plan

Sales

Dotted line…Plan
Solid line…Actual

Operation Profit

350.0

18.0

309.8
300.0

250.0

277.0

14.0
12.3

242.8
226.8

223.0
200.0

16.0

8.9

181.6

8.6

12.0

150.0

5.5
4.5

100.0

8.0

• Operating margins were affected by the external environment, including
the pandemic of COVID-19, the deteriorating semiconductor
procurement environment and rising transportation costs, and were notachieved.

COVID-19

2.0

Semiconductor
shortage

0.0

0.0
2018

2019

2020

2021

2022

2023

Compared to FY2020, sales increased 1.7 times, operating income
increased 2.8 times, and record income was achieved in terms ofoperating income, ordinary income and net income.
Summary of the 3 years, challenges for the future

4.0

50.0

In FY2023, consolidated sales were 309.8 billion yen andconsolidated operating income was 12.3 billion yen, achieving thenumerical targets.

10.0

6.0

5.0

Against the 2021-2023 Medium-Term Management Plan
consolidated sales of JPY 250 billion and consolidated operating
income of JPY 10.5 billion,• Despite growth in automotive-related business, we struggled to launch
new projects. The sales ratio of non-Japanese companies was also
weak.
• Inventory reduction did not proceed enough. Inventory turnover was 7686 days. Despite a deteriorating procurement environment, targets weresignificantly underachieved. Also, it led to an increase in interest-bearing
debt and a deterioration in CCC.

Copyright © 2024 SIIX Corporation All rights reserved.

3

Review of the 2021-2023 medium-term management plan
TargetExpandingbusiness withmajor global
companies

Contributing to a
decarbonizedsocietythrough ourbusiness

KPI

18.0%

Slow growth in business with large non-Japanesecustomers due to delays in launching new projects,
reduced requirements, etc.

JDM sales 5 bil yen

5.3 bil yen(FY2021)

Targets achieved through deals with iWOW, SIIXORIENT etc., we are continuing sales activities
toward collaboration in the field of printed electronics.

Sales in medical equipment
sector5 bil yen

1.6 bil yen

Little progress in developing customers

Expansion of non-Japanese ratio

Sale of Non-Japanese ratio 25%

Strengthen Reinforce alliances withtechnology partner

Customer development in the
medical field

Non-commodity sector sales ratio
85%

Expansion of CASE-related
businesses
Expansion of IoT, labour-saving,energy-saving etc.

Result at the end of 2023

CASE-related sales 35 bil yen

Battery-related sales 10 bil yen

82.1%

Almost achieved due to growth in automotive.
Industrial equipment also grew, with power tools andin-flight AV equipment contributing.

28.8 bil yen

Car multimedia and others did not reach the plan.

19.0 bil yen

Achieved due to power tool.
New projects are being acquired in the automotive
battery sector.

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4

Review of the 2021-2023 medium-term management plan
TargetKPI

Result at the end of 2023

Promotion of solar panel
installation
Reduction of CO2 emissions

Reduction of emissions
per sales

SCOPE1+2
99% reduction

ESG

Increase in local executives ratio

Local executives ratio
80%

Increase in female executives ratio

Female executives ratio
50%• Solar panels have been installed at all 3 plants in China,
Mexico and Indonesia (Karawang). Solar panels will also
be used in Thailand and Indonesia (Batam) in the future.
• 100% of renewable energy use has been achieved at 3
sites in Europe and a plant in Japan (FY2022).
• SCOPE2 emissions have been reduced by 96% compared
to 2021 through IREC purchases (FY2022).
• CO2 emissions per sales / million yen
2020: 0.34t
2023(estimated): 0t (Scope 2)

79.2%

The appointment of local executives has progressed.
2020: 78.9%
2023: 79.2%

32.1%

Promotion of female to the board of directors and executive
officers.
2020: 31.1%
2023: 32.1%

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5

Review of the 2021-2023 medium-term management plan
⚫ Consolidated Sales by Market Sector (FY2020 actual vs FY2023 actual)
Automotive

16.3
9%

Industrial

Home Appliance

9.5
5%Information

OthersPower tool andInflight AV equipment
26.5
performed well.

24.3
8%

4.6
1%

Steady growth in
CASE-related equipment.

9%
22.9
13%

ActualFY2020181.6 bil yen

34.5
19%

98.4
54%

Non-commodity
ratio 73%

61.6
20%

ActualFY2023309.8 bil yen
192.7
62%

Non-commodity
ratio 82%

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6

Actions to achieve management with an awareness of cost of capital andshare value
Narrow
EquitySpreadNet income (％)
2.0

1.7

0.9

2.6

ROE (%)
PBR
below x1

1.02

0.79

6.6

9.9

2020 2021 2022 2023

2020 2021 2022 2023

PBR (x)
1.30

3.0

7.5

Total asset turnover
0.77

1.5

1.4
Low market appreciationof growth potential

2021

2022

2023

1.3

PER (x)42.3
14.7

12.7 8.5

2020 2021 2022 2023

Financial Leverage(x)

2.53 2.58

2.63• After pandemic of COVID-19, net
income has been on a recovery trend
and achieved record highs in
FY12/2023.
• On the other hand, ROE is higher thanour perceived cost of capital, but theequity spread is narrow.

• Despite record profits and otherfinancial performance growth, wehaven’t been enough appreciated by
the market yet.

1.52020 2021 2022 2023
2020

Current situation, evaluation

2.54

Policy, Goals• Improvement of profit ratio
Increase OP% by cost reductions, etc.
Reduction of debt and interest expense.

Strengthen
capital efficiency
andshareholder returns• Strengthen Shareholder
Returns
Dividends have been increased for the
past 17 consecutive years. We need toemphasize capital efficiency andshareholder returns.

• Proactive IR activity
2020 2021 2022 2023

Steady execution of
growth strategies

Proactive IR activity with investors
based on disclosure

Copyright © 2024 SIIX Corporation All rights reserved.

Dividend increased
for the 2H of 2023
16 yen28 yen7

New medium-term management plan
2024-2026

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8

New Mid-term VISION
SIIX VISION 2026

Clean, correct and accurate
Providing the best service in the middle of the fairway
SIIX aims to deepen its relationships with all stakeholders with sincerity and integrity,and to grow and develop together. In order to achieve this, we respect the expectations
and demands of our stakeholders, based on the basic principles of trust, transparency
and fairness, We will accumulate the right actions every day to fulfil those needs.

Copyright © 2024 SIIX Corporation All rights reserved.

9

New Mid-term Management Plan 2024-2026
Sales
Operating Profit
OP％

TARGETin 2026400

Net sales
売上高370.0 bil JPY
15.5 bil JPY
4.2%

Operating
営業利益 income

277.0

300

200
150

233.2
9.7

242.8

226.8

223.0

309.8
12.3

181.6

330.0

16

14

13.2

12

Consolidated
operating income 10
15.5 bil yen
8

8.9

8.6

100

(JPY, billion）

Consolidated
net sales 18
370.0 bil yen

350

250

※RATE
USD = JPY132

5.5

50

4.5

Steady enforcementof the growthstrategy

5.0

6
4
2

0

0
FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY2022

FY 2023

Copyright © 2024 SIIX Corporation All rights reserved.

FY 2024

FY2025FY 2026
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New Mid-term VISION
SIIX VISION 2026

Clean, correct and accurate
Providing the best service in the middle of the fairway
VISION1

As a global business organizer, pursuing effective use of
the world's resources and always considering climate change
in its corporate activities, contribute to creatinga sustainable society and increase corporate value.

VISION2
VISION

3• PBR: more than 1x• Early achievement of carbon neutrality

Challenge new businesses, aspire to change,and provide the highest quality of service to customers.

• New business challenges

Human capital are our greatest asset, and in order to bring out
our unlimited potential, we promote the SIIX Principles
Corporate philosophy, education, training,leadership development, acquisition of new skills,
and career development among our employees.
We aim to activate the organization by fairly accepting people
from various backgrounds and appointing the best people
regardless of their employment category or age.

• Instill SIIX Principle in all employees to build ahealthy corporate culture.

• Zero-Defect• Raise the level of all employees andrejuvenation of the organization with our own
originally developed education program +external training program

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4 Challenges
SIIX VISION 2026

Clean, correct and accurate①

Challenge new business,
provide the highest
quality of service

to a② Contribution
decarbonized society

management,③ Business
Finance

Capital④ HumanManagement⚫ Generation of Free
Cash Flow⚫ Instill SIIX Principles• Create new business⚫ Promote decarbonization
business• Expansion of new areas• EV, Battery, AC• Create Non-EMS
business⚫ CO2 emission reduction• Inventory, CCC,
payment site

⚫ Manufacturing• Zero defect• Enhance activity in all
scopes• APQP* enhancement• Setting net-zero target⚫ Sales• Endorsement of SBTi

⚫ Improve OEE,
automation andmanpower saving⚫ Employee education
system• Establishment of SIIX
Academy, training of all
employees⚫ Business process
Improvement*APQP: Advanced Product Quality Planning
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4 Challenges① Challenge new business, provide the highest quality
Deepening of JDM and TRADINGEMS Business⚫ IoT business⚫ Provide the highest quality⚫Implement in global samemeasure at same-time
horizontal development

Synergy withtechnology
partners⚫Introduce prevention alert
system⚫ Battery-related equipment⚫ Printed Electronics⚫ Robotics⚫ Sales expansion of Chinese parts
etc.

⚫Introduce Pokayoke system

Improve
Profitability⚫Promote maximum automation⚫Introduce in-house automatedequipment⚫Manpower saving⚫Cost reduction

CreateNew Business

Synergywithdifferent
business
category

Non-Electronics⚫ Provide Recruitment service and BPO services⚫Develop New Market
India, Malaysia, Korea, Vietnam, Silicon Valley etc.
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4 Challenges① Challenge new business, provide the highest quality

Get new business by establishing SIIX manufacturing and high quality⚫ Accelerating manufacturing DX：strengthening core competencies
and digitalization⚫ Provide high quality through automated production / high reliability throughimmediate response to customer.
⚫ Development, production and installation of in-house automatic machinery
equipment to provide the highest quality products. Challenges to zero-touchprocesses.
⚫ Preventing quality defects and improving the speed of feedback to customer byintroducing MES* with using AI.
Feedback on the past troubleshooting details, introduction of common global
countermeasures.
*Manufacturing Execution System

Providethe highest
quality

Improvecustomersatisfaction⚫ Competition for improvement between sites through common KPI management.
Productivity improvement = contribution to decarbonization, contribution tocustomers.

⚫ Strengthen human capital development at SIIX Academy (Implement
education based on a common curriculum for the entire company)
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4 Challenges① Challenge new business, provide the highest quality⚫Development of automotive-related business⚫ Business with 15 of the Top 30 Global Tier 1 companies (MarkLines survey, 30 companies
include non-Electronics Tier 1 companies) (5 Japanese, 10 non-Japanese)
Actively work on large and global projects.
⚫ Increase number of EV-related projects. (BMS, DCDC converter, Inverter, OBC, Pump, etc.)⚫ Started business of wireless mobile phone chargers for in-vehicle use. Trying to expand sales toother OEMs.
⚫ Developing business for electric two-wheeled and three-wheeled bicycles.
⚫ Mass production and sales expansion of sensor modules for electronic component
manufacturers, and mass production of various sensor modules for ADAS

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4 Challenges① Challenge new business, provide the highest quality⚫ Printed Electronics
Invested in Electroninks Incorporated, a developer and manufacturer of metal complex conductive inks.
Work on creating new businesses to meet the needs for high value-added materials in the field of printed electronics.

PRODUCT
Fully liquid metal complex conductive
inks such as silver, gold, platinum,
palladium, nickel, etc. Copper and alloyinks are also under development.
Applicable to materials with low heat
resistance and high heat dissipation

Glass

Metal

PURPOSEFEATURE
Particle structure-free complex ink. No
conventional binders or surfactants are used,
so 99.99% pure metal remains after baking.

Internal and external electrodes forelectronic components, EMI shields,
flat antennas, semiconductors,

alternative materials for plating(1) Thin film coating is possible (0.7~2μm) (2) High conductivity(switches and other various contacts,(3) Low costbus bars), electrodes and transparent(4) Applicable to various base materials

conductive films for perovskite solar

Cloth, Textile

panels, etc.
Ceramic

Chip
電極
金属メッシュ
チップ
MicroLED
Electrodes
Metalmesh Micro
LED電極
アンテナ
antennaelectrodes

Printedプリント
アンテナ
antenna

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生体センサー
Biosensors

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4 Challenges① Challenge new business, provide the highest quality⚫ Robotics
Increasing needs ofAutomation,
Labor saving, AI
Source:Website of Singapore
Government Agency HTX
HTX | Counting on Robots inTimes like These

Source:Website of Singapore
Government Agency HTX
HTX | Robotic Escort &Security System (RESS) trial
at Tuas Checkpoint

Establishment of “BotMind Pte. Ltd.”
Established in December 2023 as a joint venture with the Agency for Science,
Technology and Research (A*STAR) of Singapore. The aim is to develop, expand
sales and provide maintenance services for robots in Singapore and overseas.
Examples of robot applications: Security and monitoring, facilities management, restaurant
industry, cleaning industry, hotel industry, etc.

Copyright © 2024 SIIX Corporation All rights reserved.

Target Sales in 2026

1 bil JPY
to government agencies,
municipalities, private company(Subscription Business)

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4 Challenges① Challenge new business, provide the highest quality⚫ Provide Recruitment service and BPO services⚫ Invested in EMS Service International Inc. (ESII), a staffing agency in the Philippines.
SIIX Phils., Inc.
15% investment⚫ Acquisition of excellent
human capital⚫ Introduction of humanresources to customers

A staffing agency
ESII⚫ Overseas Dispatch Licenses⚫ Experience of dispatching
personnel to leading companies

Introducing and dispatchingexcellent human capital
to solve the manpower shortage globally

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18

4 Challenges② Contribution to a decarbonized society⚫ Endorsement of SBTi* in 2024

*Science Based Targets initiative⚫ Reduction of CO2 emissions⚫ Improve CDP score

Climate change：⚫ Early realization of carbon neutrality （A-（2023）

B-（2022）SCOPE 1＋SCOPE 2SCOPE 1SCOPE 2

• Conversion ofcompany vehicles to
EVs•Switching to electricity derived from renewable energy.
(All 3 sites in Europe and the Japan Plant have alreadyachieved a 100% renewable energy utilization.)• Installation of inhouse power supply
stations to promote
EV use•Solar panel installation
Installed:Plan:

3 plants in China, Mexico, Indonesia(Karawang)
Thailand, Indonesia(Batam)）

Early realization of

Carbon Neutrality•Electric power efficiency
Improved production efficiency•Purchase of IREC

Copyright © 2024 SIIX Corporation All rights reserved.

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4 Challenges② Contribution to a decarbonized society⚫ Reduction of CO2 emissions⚫ Initiatives for the entire supply chain (reduction of

SCOPE 3

Activity Review

Reduction of emission factors
Engagement with the supply chain

)

CAT 1

*It consists of about 90% of our SCOPE3.

• Engagement, Communication
Promotion of green procurement, participation ininitiatives, elaboration of carbon footprint

CAT 4• Promote local
procurement,
optimize oftransport• Set reduction targets
Requests to set reduction targets, requests for SAQ
responses based on our procurement policy• Promotion of reduction activities
Regular monitoring and sharing of CO2 emissions data,
communication to promote reduction of CO2 emissions

CAT 5• Reduce waste,
promoterecyclingetc.

Copyright © 2024 SIIX Corporation All rights reserved.

2030 target(compared to 2021)
Aimed at25% reduction20

4 Challenges ② Contribution to a decarbonized society⚫ Net Zero Declaration ―― to be announced in the near future

Reduce SCOPE 1+2+3 CO2 emissions to zero by 2050
Red line: Actual results(as of 2022）
emissions42%
reduction

100%
reduction

emissionsMorethan 90%
reduction

25%
reduction

Equalize residual
emissions andneutralization (net zero)

2021(base year)2030(short-term target)

2050(long-term target)

200,000

2021(base year)

Copyright © 2024 SIIX Corporation All rights reserved.

2030(short-term target)

2050(long-term target)

21

4 Challenges③ Business management, Finance

Investment Policy⚫ Invest in businesses with high profitability andgrowth potential• Selection of businesses based on profitability andgrowth potential of customer’s customer.
• Accurate quotation and investment in businesses withhigh growth potential.

Improvement of CCC
Inventory reduction
Extension of payment sites

CAPEX

New Mid-term Plan

(JPY, million)

Encouraged
Automation, Efficiency,
New business development

10,845⚫ Investment in efficiency > Investment inincreasing production capacity

Creation of growth
capital

9,515

9,127

• Prioritize investment in efficiency, not in increasing
capacity through capital investment. Maximize
productivity by existing production lines.

Controlled
Investment in additional lines
7,800

Investment in efficiency• Investment to eliminate bottleneck processes at eachplant.

⚫ Investment in automation• Maximize output per worker by improving productivity
and reducing man-hours.
FY2021

FY2021 ~ FY2023
Investment in total
Approx.

FY2024 ~ FY2026
Investment in total

29.5 bil JPY

23.0 bil JPY

FY2022

Copyright © 2024 SIIX Corporation All rights reserved.

Approx.

FY2023

FY2024FY2025

FY202622

4 Challenges ③ Investment in efficiency > Investment in increasing production capacity(As of end of Dec. 2023)

SIIX GroupSMT Line#：202 Lines

Molding Machine：62• Cooperation with Customers'
Headquarters• Group Technical Management Division
supports global production system• Covering East/North China, South
China and Central China• Expansion space (Hubei) +55 Lines

EuropeSales office 1(Germany)Plant
2(Slovakia, Hungary)
SMT Line: 17 Lines
Employees: 717
Location:

Location:

Japan

China
Sales office 5

Location:(Shanghai, Dongguan, Hubei, Hong Kong, Taiwan)• Numerous transactions
with non-Japanese clients• Expansion space (Hungary)+15 Lines

Plant
SMT Line: 62 Lines
Employees: 2,321

3(Shanghai, Dongguan, Hubei)

Location:

Americas63.2(20%)Japan
71.4(23%)

Consolidated Sales
by Customers’ Location

309.8
billion yen（FY2023）
South-eastern Asia
68.2(22%)(Osaka, Tokyo, Nagoya)

Plant 1 (Kanagawa)
SMT Line: 6 Lines
Employees: 323

Sales office

Headquarters
Trading / Logistics Subsidiary
20
Manufacturing Plant
11
Partner (EMS subcontract, alliance) 15
Injection molding Factory2• Covers North, Central and SouthAmerica• Expansion space (Mexico) +30 Lines

HQ

Americas
Location:

Sales office5(Chicago, Detroit, Irvine, Mexico, Brazil)

Plant
SMT Line: 32 Lines
Employees:1,901

ASEAN

Other
0.4(0%)

Europe42.9(14%)

Employees：11,052

1 (Mexico)

7(Philippines, Indonesia, Thailand,
Singapore, Malaysia, Vietnam)

Plant
4(Philippines, Indonesia, Thailand)
SMT Line: 85 Lines
Molding machines: 62
Employees: 5,790

China
63.4(21%)• Indonesia- Preferential tariffs byutilizing ASEAN FTA- Expansion space +15 Lines• Thailand- Undergoing expansion andrenovation to increase
production capacity- Expansion space +25Lines• Singapore- Numerous technology
partners(battery, IoT, billing business,etc.).
・ Philippines- Battery Assembly Business+5 Lines- Integrated support for board
mounting + molding + sale

Expansion capacity: approx. 145 lines or more in SMT line equivalent
Copyright © 2024 SIIX Corporation All rights reserved.

23

4 Challenges④ Human Capital Management

nt
Rete ionard Systeewpatriates
ExmR

We declare that we will completely change to a company thatvalues “human capital” during the mid-term management period.

Ne

Work Syst

PurposeEdution & Trai
ca

g
nin

Human Capitals Continuit
es

lan
yP

Work
pla
c

Socia
l

He
a

tivityAc

entntributionCoevironment Im
En
p

ent
vem
ro

Managem
lthement Su
ag

y
rve

ies
bilit
isa

f people with
to
d
en

Eng

Improvement Program
Emplo
ym

Busi
n

w

em

b Rotation
Jo

Copyright © 2024 SIIX Corporation All rights reserved.

⚫ Working on reforms to become a "peopleoriented company" by Compliance
Committee⚫ Creating a more optimal human resources
system for a global company after COVID-19

Effectiveness measurement, Guideline⚫ Implementation of engagement surveys andimprovement of ES*.
*Engagement Score
Calculated using a survey provided by Link andMotivation Inc.
24

4 Challenges④ Human Capital Management⚫ Establishment of SIIX Academy⚫ Strengthen employee training
All employees through our own originallydeveloped education program + external
training program

A place where employees can comprehensively
and systematically learn the knowledge and skills
necessary to be active as a member of SIIX.

⚫ Promote local executives
Promoting excellent employees to top
management positions regardless of whether
they are employed at the HQ or locally⚫ Rejuvenate the organization
Filling in the gaps in population balance of
employees by generation not by hiring midcareer employees of the same age, but by
selecting employees based on their abilities,
regardless of age.

Technical
skillsPortable skills

Generic skills training, including national as well as
local executives

StanceEducation on basic knowledge and approaches
required for each level⚫ Spreading our Philosophy
SIIX Principles education will be provided by
SIIX executives to ensure that the
management philosophy based on the SIIX
Principles is shared by all employees and tobuild a healthy corporate culture.

Acquisition of technical, sales, accounting, andother specialized skills necessary for business
operations.
Creation of an environment for repeated learning

Engagement

Copyright © 2024 SIIX Corporation All rights reserved.

Analysis of our current situation and efforts to
spread our philosophy (SIIX Principles) by using an
engagement survey

25

4 Challenges / KPIs and Activities
Challenge

1. Challenge new
business, provide
the highest quality

2. Contribution to a
decarbonizedsociety
3. Business
management,
Finance
4. Human capitaldevelopment

KPI and activities

Development of automotiverelated businessJapanese Tier1 + Europe and US Tier1 + Chinese Tier1
Direct deal with OEMs.
Increase number of EV-related projects.
(Inverter, around charging, OBC, BMS)

Sales

Increase of
40 bil JPY

Printed Electronics

Internal and external electrodes for electronic components, EMI shields,
flat antennas, semiconductors, alternative materials for plating,transparent conductive films for perovskite solar panels, etc.

Sales

Increase of
2 bil JPY

Robotics

Expand sales to government, municipalities, and the private company

Sales

Increase of
1 bil JPY

New areas and newcommercial businessIndia, Malaysia, Korea, Vietnam, Silicon Valley etc.

Sales

Increase of
7 bil JPY

Expansion of climatechange-related business

Battery-related (SiiX Orient for 2- and 3-wheelers, handy terminals, etc.),
AC, heat pumps

Sales

Increase of
10 bil JPY

Reduction of CO2 emissions

Net zero target setting, Endorsement of SBTi, Strengthening activities of all scopes

Improvement of profitability
Strengthening Governance

Inventory reduction
Business innovation (Japan is working ahead; 30% reduction in totallabor hours)
Controlled capital investment (Expansion capacity is already secured)

Spreading SIIX Principles

Implementation of engagement surveys

Employee education system

Establishment SIIX Academy, Strengthen training of all employees

Copyright © 2024 SIIX Corporation All rights reserved.

OP%

Improvementof CCC4.2%
94 days→ 65 days

Increase Engagement
score
26

Target Indicators⚫ ROE

Steadily maintain more than 10%⚫ Improvement of OP%

4.0% ⇒⚫ Improvement of CCC

94⇒

Copyright © 2024 SIIX Corporation All rights reserved.

4.2%

65 days27

Strengthening Governance (Business Management System)⚫ Clarify management oversight and decision-making functions, as well as the responsibilities and roles of
directors, to promote further management efficiency through faster decision-making and to strengthen oversightof operations.

ChairmanPresidentCEO, Chairman
Auditor

Murai
Auditor

COO, President

YanaseAudit Office

Audit Office

Executive Officer

Director

CFO, Senior Executive Director Ono

Finance &Accounting

Executive Officer

COS, Senior Executive Director Maruyama

Human Capital
Legal, IR

HQ Department

Subsidiary

CTO, Executive Director

TakagiGlobal Engineering
IT

CCO, Executive Director

Hiraoka

Sales
Procurement &Logistics

Director

Iguchi

Copyright © 2024 SIIX Corporation All rights reserved.

Subsidiary

BEFORE

Senior executive director andexecutive director are working
horizontally in their areas of
responsibility in the SIIX Group to
improve quality and growth.

HQ Department

AFTER（ from 27th Mar. 2024)

CSR

28

Disclaimer• The information contained in this document is intended to provide financial information andperformance indicators of SIIX Corporation (hereinafter referred to as “the Company”), but norepresentation or warranty is made regarding the content.
The document is not prepared for the purpose of soliciting investments. When actuallyinvesting, please refrain from making investment decisions based entirely on the informationon this website, and make investment decisions based on your own judgment.
• The Company has taken the utmost care with regard to the information contained in thisdocument. However, the Company assumes no responsibility whatsoever for any errors in theinformation contained herein, or for any damages resulting from the data falsification or thedata downloading by third parties.

• Some information posted on the website contains statements regarding future performance.
Such statements are not guarantees of future performance and are subject to risks anduncertainties. Please note that future performance may differ from actual results due tochanges in the environment and other factors.

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29