Creating for the Future

SWCC Group Purpose Formulation and Future Growth Strategy for New Company Name Change
Feb 27,2023

SWCC Corporation (TSE PRIME: 5805)

Table of Contents
1． FY2022 Q3 Overview of Financial Results
2 ． Change to the new company name and Setting of purpose
3 ． Efforts to create new value with Purpose as the driving force(1) Transformation of business domain(2) Business Model Transformation(3) Transformation of human (human capital)(4) Organizational Transformation
４．Appendix
2

1. FY2022 Q3 Overview of Financial Results

東証一部(5805)

Key Points of the Financial Results for Q3 FY2022
Q3 YoY Change
Net sales(Unit: 100 million yen)

1,472

FY2021

Operating income

Up
7.3%

1,580

FY2022Q3 Progress rate

Down
14.0%

82

FY2021

71

FY2022(Unit: 100
million yen)

Full-year
Plan

FY18-21
Avg.
progressrate

Q3
Progressrate

Net sales

2,170

73.8%

72.8%

Operatingincome

103

73.9%

68.8%

Copperprices1,150 yen／kg

ーー(Planning assumption)

4

80

1,100

1,000
Q3 Results by Segment and Full-year
Plan 70
Energy and Infrastructure Business
Construction
Seismic isolation/
Others

900
800
700
600
500
400
300
200
100
0

20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
0

(Unit: 100 million yen)
Electric power infrastructure
1,125Operating income

1,100
1,000
72
60
831
900
54
782
800
52
700 50 777
600
584 500510
400 40300
29200 300
208
205 100
59
064
42
20 Full-year
plan
FY2021Q3
FY2022 Q3

FY2022 Changes inoperating income

17

16

Q1

Q2

Figures in parenthesis:
effects of structuralreforms

19

20

(２)

(1)

Q3

Q4

Positive factor
 Improved profitability by integrating production and sales in the coated wire business Sales contribution from investment in increased production of SICONEX®
 Steady increase in selling prices
Negative factor
 Leveling of demand for power infrastructure business

900

Electronic Equipment andComponents Business
High-performance products
oxygen free copper
General-purpose products

80

Other high-performance
products
700
Operating income
643

70
60500
50
400
40
300
30
20200
10100
0
0
10
9
8
7
6
5
4
3
2
1
0

460

441

227

21

800(Unit: 100 million yen)

200
39

38

600

18

500 30280

400
300 20

56

10

307

15
200
100

176

220

FY2021 Q3

FY2022 Q300

Full-year
plan

FY2022 Changes inoperating income

6
Q1

4
Q2

5
Q3

3
Q4

Positive factor
 Recovery due to capturing demand from Europe for high-performance magnet wires
 Return to domestic production of general-purpose products for heavy electricalmachinery
Negative factor
 Continued decline in shipments of products for xEVs due to shortage ofsemiconductors

Communication andIndustrial Devices Business

60

Communication cable
Precision devices

50

350

300
40
30
200
20
100
10
0

0

(Unit: 100 million yen)
Wire harness
400
Operatingincome

259
220
107

300

20

19
151

250

13

114

200
150 10
10

86

73

50

59

FY2021 Q3

FY2022 Q3

10
9 FY2022 Changes in
8 operating income
7
6
5
4
3
3
2
1
(２)
2
0
Q2

116

100

40

Q1

345

0

78
0

Full-year
plan

Figures in parenthesis:
effects of structuralreforms

5

9

(２)

(1)

Q3

Q4

Positive factor
Effect of reorganization of domestic production bases for communication cables

Penetration of increase in selling prices and proposals for alternative materials for wire harnesses
Recovery of operations at production bases in China and Vietnam
Negative factor
Delay in start-up of domestic manufacturing bases up to Q2 and increase in selling prices

7

20
18
16
14
12
10
8
6
4
2
0

2． Change to the new company name and Setting of purpose

東証一部（5805）

Change to new company name

SWCC SHOWA HOLDINGS CO., LTD. will change
its name to SWCC Corporation on April 1st, 2023
"We will change our company name to express our intention to make a leap
from our existing business centered on 'electric wires'."

7

The purpose of the SWCC Group

SWCC’sPurposeInnovating new ideas today.
Becoming the norms of tomorrow.

We have established a purpose in conjunction
with our name change, with the message of
responding to the changes of the times andcreating new value.

We’re here to face the challenges resiliently in this changing world.
With our brilliant technology,
strong passion and sympathetic thoughts,
we ensure the highest quality and reliability of our products.
Not only with our traditional cable and wire for infrastructure,
but also with our new products and services to enrich our planet,
we will never stop challenging for a brighter future.

8

Organizing our Purposes and Issues
Issue

Purpose sentence

Creating Value

・Return to the spirit of challenge at the time of the company's founding
・Shift from a manufacturer of products to a manufacturer of solutions Innovating new ideas today.
・Expansion into new markets and new areas by leveraging technology and Becoming the norms of tomorrowknow-how cultivated over many years

Social context

・Changes in values and Contributing to the Realization of a
Sustainable Society（Maximize economic value <solving social issues and sustainable growth）

Contribution tosociety・ Pride in infrastructure business that has been connected for 87 years With our brilliant technology, strong(business continuity)
passion and sympathetic thoughts,
・ Addressing new social issues (renewable energy, workforce
we ensure the highest quality andshortages, etc.)
・Increased confidence in quality
reliability of our products.

Change andTransformation

・Transitioning from a stagnant period of structural reform to a growthphase and out of it
Not only with our traditional cable・Fostering a spirit of challenge without fear of change
and wire for infrastructure,
・ Raise the level of "earning power" through further penetration andbut also with our new products andestablishment of ROIC management
・ Aggressive investment outside of existing frameworks (M&A, internal services to enrich our planet,
ventures)

Human capital・Promoting the utilization of diverse human resources
・In-house systems that support a challenging spirit to cope with change and we will never stop challenging for abrighter future.
transformation
・Increase engagement by creating rewarding jobs and workplaces

We’re here to face the challenges
resiliently in this changing world.

9

SWCC's direction with Purpose as the driving force
SWCC SHOWAHOLDINGS CO., LTD.

昭和電線電纜ＳＷＣＣ※ April Company name change

00

VISION
2030

Change＆Growth
2026

300
250

00

20 billion yen

営業利益
Operating income

売上高
Sales

200

15 billion yen

00

10.6 billion yen

150

10.3 billion yen

Purpose as a driving force
Creating New Value

00

00

100
50

It's not just infrastructure. It's not just electric wires.
02030

Challenging tomorrow's new normal
2026

2021

2022E

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

1995

1994

1993

1992

1991

1990

1989

1988

1987

1986

1985

1984

1983

1982

1981

1980

1979

1978

1977

1969

1936

0

Since 1936, we have been connecting with the ordinary of yesterday and today.

-50

10

3． Efforts to create new value with Purpose as the driving force

東証一部（5805）

Four transformations for new value creation

Business
Domainbusiness
model

human

Organizati
onal

Focused Areas of Strength

Improve earning power

Adaptable to changing times
Secure excellent human resources

Promoting Value Creation
Organizational Structure● Expansion into new markets

and new areas based on
the core business● Aggressive investment in new markets● Linked to Management Strategy
and new areas
Human Capital Strategy● Transition to a solution-proposing business● Improve earning power by establishing
ROIC management● Strengthening the environment for innovation● Promotion of regional management structure● Increased confidence in quality● Productivity Improvement through DX Promotion● IP Strategy Initiatives● Efforts towards carbon neutrality● Financial and Dividend Policies

12

（１）Transformation of business domain

東証一部（5805）

Transformation of business domain

Expansion into new markets and new areas based on the core businessTo achieve the operating income target of 15 billion yen for the final year of the medium-term
management plan, we expect to expand growth associated with investments in new markets
and new areas, in addition to our core businesses centered on infrastructure and mobility.
Operatingincome 15
billion yen

Growth potential

Profit plan

FY2020→FY2026 Portfolio Comparison

Business expansion into new markets and new areas(growth investment)

New Technology x Existing Market● Maintenance and servicing of sensing technology applications● Construction human resources cloud service (human resources bank)

Existing Technology x New Market

Operatingincome 10.3
billion yen●Copper Products for the Mobility Sector●Development of components for the semiconductor market●Developing new markets and new areas for wire harnesses

Industrial
Equipment

Infrastructure
Electricity
communication
Infrastructure
Construction

New Technology x New Market

Efficiency: EVA Spread● Providing solutions for healthcare and education through the use of AVR®.

Communication & Industrial Devices Business●Expand sales of rollable ribbons to European and U.S. markets●Two bases in China and Vietnam for wiring harness business●Efficiency improvement through automation of device businessElectronics & Components Business●Increased production of high-performance products(MiDIP®, copper-silver alloy wires)● Business model change (wire rod → winding wire manufacturer)

Energy & Infrastructure Business

FY2022EIFY2026
DC

CD

ICT

成長投資
Growth investment●Increased production and a full lineup of SICONEX®.
● Improving efficiency by introducing DX to the coated wire business

ICT

Mobility

FY2022~2026

Investment plan toincrease production

Accumulated（ Billion yen ）investment
Growthinvestment
investment
to increase
production

200
120

＜ Breakdown ＞

48
DC Business 34
EI Business

CD Business 24
ICT, etc.
14

FY 2022

FY 2023EIFY 2024

DC

FY 2025CD

FY 2026

N+その他
ICT, etc.

14

（２）Business Model Transformation

東証一部（5805）

Business Model Transformation

Aggressive growth investment in new markets and new areas
Based on our core technologies, we develop our business for new markets and new areas. We expand our business bycompensating for shortfalls through open innovation, in-house ventures, and M&A.

Products, Technologies and Services
Existing technology
x Existing market

New Technology x Existing Market

Share expansion

New ProductDevelopment● Maintenance and servicing of sensing technology applications● Construction human resources cloud service (human resources bank)MarketGrowthInvestment
20 billion yen
Existing Technology x New Market

New Market
Development●Copper Products for the Mobility Sector●Development of components for the semiconductor market●Developing new markets and new areas for wire harnesses

New Technology x New Market

diversification● Providing solutions for healthcare andeducation through the use of AVR®.

Our core technology born from fundamental technology
Materials
Technology

Process
Technology

Nonferrous Metals
Application Technology

Nonferrous metal
processing technology

Coating material
technology

Coating / Cable Processing
Technology

Designtechnology

Pouring and Molding
Technology

Electrical Characteristics
Control Technology

Adhesion and Joining
Technologies

Vibration Isolation
Technology

Terminal Processing
Technology

Superconducting
technology

Optical Propagation
Technology

Analysis and
Evaluation Technology

DX Technology

Material Analysis
Techniques

Structural Analysis
Technology
High Frequency Evaluation
Technology

AVR® Technology（Advanced Virtual Reality）

IoT Network Technology（Internet of things）

16

Business Model Transformation

Shift to a solution-proposing business (power infrastructure)
Existing technology x Existing market

New Technology x Existing Market

Expanding alliances of builders

Establishment of Construction
Human Capital Cloud Business

Openness in Skillless Construction

SICOPLUS🄬🄬 talent pool

Technology & Development of Human

New Technology x New Market

Development and sales of remote Providing solutions for healthcare andsupport and monitoring systems
education through the use of AVR®.

Solutions Utilizing Space
Sharing Technology

Resource Education Section

Eliminate bottlenecks(construction humanresources)

User A
Development and sales of
educational content using
AI, AVR®, etc.

User B

Development and sales ofmaintenance solution systems

AVR®System

Practical training invirtual reality with AVR®.

Imaged figure of sensing

Experience sharing the same
space by photographing each
person in different locations.

17Business Model Transformation

Transition to a solution-proposing business (mobility)
Aiming to realize electrification of cars, automated driving, and comfortable spaces (Space IV),
as well as taking on the challenge of emerging mobility*.
Winding Wires for
Automotive Motors

Electric

Realization ofa decarbonized society

Autonomous

Realization ofan Accident-Free Society

Flat wire for EV and HEV
drive motors
Inverters, Converters,
Reactors

Ritz Line
Demand for contactless
power transfer is expected
to increase with the spreadof electric vehicles.

Comfortable SpaceFormation of comfortableinterior space

Onboard heater wire
Adopted for steering
wheel heaters, seatheaters, and battery
heaters.

Wires for automotive
wiring harnesses
High-strength alloys areused to maintain strength.

High speed power cable
As ADAS becomes moresophisticated, in-vehicle
cables are required to havehigh-capacity performance.

Oxygen-free copper wire
Battery terminal

High-pressure busbar

Oxygen-free copper with goodworkability and conductivity isused for battery terminals forelectric vehicles.

Bus bars can transmit more power thanconventional cables.
Also, space saving can be realized due to thin
wiring.

*Emerging mobility: "personal mobility", "ultra-compact mobility"," and "flying cars”.

18Business Model Transformation

Improve earning power by establishing ROIC management
Introduced ROIC by business segment from this fiscal year, broken down by ROIC tree to determine the division in charge andclarify each person's initiatives. The details of each segment's initiatives are shared with the entire group through internal
newsletters and other means.

FY 2026 ROIC target 10% or more
ROIC Formula
Company-wide ROIC = Income from operations after taxation ÷ Invested capital (own capital + liabilities)
ROIC by Business = Operating income after tax / Invested capital (working capital + fixed assets)

After introducing ROIC, our company can generate steady profits.
(%)

6
5
4
3
2
1
0

Operating
Profit Margin

Changes in
ROIC【 Before introduction 】
FY2016 ～ FY2018

average【 After introduction 】
FY2019 ～ FY2021

average2014 2015 2016 2017 2018 2019 2020 2021 (fiscal year)

3.2%

6.4

%

19

Business Model Transformation

Productivity Improvement through DX Promotion

The Digital Innovation Promotion Office, under the direct control of the president, will play a central role in promoting activities
by bringing together digitally-qualified human resources from all workplaces.
Projects are implemented in each value chain, leading to productivity improvement.
Plant

Under the direct control of the president

8per
sons

Digital Innovation Promotion Office 6 persons

OfficeDigital FinanceCapital strategy
Riskmanagement

Organization
al Personnel

Human
Resource
Organizational
Strength
Employee
Support11per
sons

Material
Mobilization
Inventory
Reduction

low cost

8per
sons

Inventory data sharing
via smartphone

Digitization

Digitization

MI・PI

SmartenSmarten

Open
Innovation

Process
Optimization

27personsVisualization

Cloud-based work
time monitoring

Sales

Appropriate inventory
management using
AI forecasting

Digital Sales
EC Saleshighturnover
11per
sons

Quality
Assurance

MarketInsight

Logistics

Customers

25persons

Manufacturing
and Assembly

R&D

Accounting
and finance

24persons

EC Site蛙屋

For the Construction
Market DX Promotionof Products

23personsCustomer
SupportBranch Store
20

Business Model Transformation

IP Strategy Initiatives
Creating new value by developing and evolving SWCC's core technologies into new areas through IP landscaping

Creation of new businesses
Gaining business advantage

Business decision● Search for new markets (customers)● Market (customer) needs analysis● Explore new applications● Technology Trend Survey● Intellectual property analysis of the company's core technology● Co-creation and M&A candidate search●Confirmation of synergies after co-creation and M&A

IP landscape・Materials Technology（Nonferrous Metals and Plastics Materials Technology ）・Design Engineering（Electrical Characteristics Control Technology, Superconductivity)

SWCC's CoreTechnologies

・ Process Technology（Coating and molding processing technology）

・Analysis and Evaluation Technology（Material and Structural Analysis Technology）

Strengthened by patent strategy
targeting growth areas

21

Business Model Transformation

Working Toward Carbon Neutrality
Aiming to achieve carbon neutrality by 2050 by increasing
the introduction rate of renewable energy at production
sites and introducing high-efficiency equipment.

Efforts to reduce CO₂ emissions in manufacturing processes＜ Roadmap to carbon neutrality in 2050 ＞
Sendai Plant
Introduction of renewable energy
through solar power generation

Aichi Plant
Introduction of renewable energy
through solar power generation

Mie Plant
Introduction of carbon-neutral city gas

China Jiaxing Factory
Endorsement of TCFD Recommendations

Introduction of energy-saving equipment
to winding production line
Sendai(city)

Annual electricity sales
equivalent to 50 million yen

Aichi
Prefecture

Reduction of 956 t CO2 emissions
per yearMie
prefecture

Approx. 30% of fuel-derived CO₂
Emissions Reduction

Jiaxing

Reduction of 728 t CO2 emissions
per yearIntroduction of renewable energy
through solar power generation

22

Business Model Transformation

Financial Policy
Strengthen the financial base by enhancing equity capital, mainly through the accumulation of earnings from business
operations. Allocate the generated cash flow to aggressive growth investments in new markets and areas (prioritize R&D andhuman capital as well) to improve capital efficiency.
Medium- to long-term cash allocation●capital investment

Investments in increased production and high-efficiency
equipment, mainly in the base business, as well as investments
to improve production efficiency through DX promotion❶

Production Capacity Expansion 12 billion yen❷

Reorganization of production bases and upgrading of facilities 12.2 billion yen❸

Rationalization and ICT enhancement 3.5 billion yen❹

Research and Development 2 billion yen❺

Reduction of environmental impact, etc. 1.3 billion yen●Investment in new growth areas (M&A, etc.)
Investing ¥20 billion in new markets and new business areas, with core businesses as the core

●Dividend

Improve financial health, reduce debt repayment, and increase dividends●EBITDA

Generate operating cash flow by improving profitability
A cumulative EBITDA of 84.1 billion yen is expected for the medium-term
management plan period.

●Balance sheet KPIStrengthen financial soundness as a foundation for growth

Financial soundness: Capital adequacy ratio of 50% or more, DE ratio of 50% or less
Capital efficiency: ROE over 10%, ROIC over 10% (ROIC-based business and investment management)

23

Business Model Transformation

Shareholder Return Policy
Our policy is to return profits to shareholders while maintaining profitability and financial soundness through thecore KPIs outlined in the medium-term management plan "Change & Growth SWCC 2026". At the same time, wewill strike a balance with growth-oriented investments.
40％【Trends in Dividends and Dividend Payout Ratio】

35％

35％

Dividend（yen）

120yenDividend payout ratio (%)

30％

100yen

25％

20％

20％

16％

or Above

4％

5％

0yen

0yen

FY2015FY2016

5％

5yen

7yen

FY2017FY2018

60yen

40yen

8％

10％

80yen
120yen

12％

15％

％

140yen

50yen
15yen

20yen

FY2019FY202060yenCore KPIs(FY2026 Targets)
1. Dividend payout ratio: Approx. 35%

2. ROE: 10% or above
3. ROIC:10% or above

20yen

yen

FY2021

FY2022予 FY2026目標

24

（３）Transformation of human (human capital)

東証一部（5805）

Transformation of human (human capital)

Human capital strategy linked to management strategy
Develop a human capital strategy linked to the management strategy, with Purpose as the driving force. Toward
an unprecedented stage of growth, we will implement initiatives to develop a diverse and talented workforce
based on materiality.

Clarificationof Purpose

Now, to make what we think is new
eventually seem ordinary.

Clarification ofmanagement
strategy

Highly Effective
Human Capital
Strategy

Mid-term Management Plan
Change ＆ Growth SWCC 2026

Human resource development andutilization of external human resources

The further build-up of structural reforms
and transition to the growth phase(Operating margin of 7% or more / ROIC of 10% or more)

Setting Materiality
We have established a purpose in conjunction with
our name change, with the message of responding
to the changes of the times and creating new value.

１． Promoting the utilization of diverse human resources
２． Human Resource Development for the Future
３． Increased engagement

Fair and equitable system(performance-based)

From Business Portfolio Change to
Human Resource Portfolio Change

Increased engagement26

（４）Organizational Transformation

東証一部（5805）

Organizational Transformation

Strengthening the environment for innovation creation
We will introduce an internal venture system to create a system for rapidly commercializing employee ideas
and establish a framework for generating new business models that do not currently exist within the company.
In the past, business started fromin-house training
Cable shopping site "Kaeruya”

Business Perspective
Contribute to future
performance improvements

Organizational
Perspectives

In-house
venture system

Contribution to humanresource development

Started with the concept that services would need
to be tailored to today's increasingly digital world.

Management
Perspectives
Effective useof funds

The Group's various cables and products can bepurchased in 1-meter increments, and the company
offers a variety of user-friendly functions, such as aninventory display function. Sales are steadily increasing
through media exposure and SNS utilization.

28

Organizational Transformation

Promotion of regional management structure
Promoted a regional management structure to make prompt management decisions andrespond to geopolitical risks and business opportunities.
Developing Global Human Resources

Utilization of Local Talent

Population
expansion

Overseas Risk
Management

Localization ofManagement

GlobalCompensation
System● Creation and expansion of global human resources list by segment● Creation of a Succession Plan to train and promote executives from overseas subsidiaries.

● Creation and presentation of career plans● Presentation of the global compensation system and unification of evaluations● Pre-assignment training● Development of personnel systems for overseas offices

29Organizational Transformation

Improvement of confidence in quality. Quality Assurance Digitization System
Introduction of digital tools (automatic measuring devices) in all quality assurance
inspection operations to prevent tampering.
Input test results
Order Receipt
Management
SystemSystemLinkage

OperationlogAutomatic
acquisition
function

Measuring instruments

Quality
InformationManag
ement Systems

Automatic intake from analyzers
Manual result input
Automatic judgment
based on preregistered standards

Control Chart & Statistical
AnalysisStandard Tolerance
Judgment

Test report

Automatic transcript
output (notranscription)

confirmation

Clarify authority

approval

30

4．Appendix

東証一部（5805）

Impact of Copper Price Fluctuations on Operations

Copper Price Impact on Our Business
The impact of copper price fluctuations on our business is minimal, except in the case of extreme fluctuations, due to our pastefforts to reduce the impact of copper price fluctuations ((1) Immediately reflecting copper market fluctuations in product prices
and optimizing inventories, (2) Expanding copper futures trading for future projects, and (3) Investing in growth in non-copper
businesses).
Consolidated results including
copper price effects(Unit: 100 million yen)

Structuralreforms begin

2,000

1,500
1,000

CAGR
Net sales 5.2％
Operating income 10.4％
100

86
63

1,682

66

1,772

1,711

103

1,617

120
100

76

80
1,992

2,170

60

(Unit: 100 million yen)

20
0

0

1,500
1,000

Coppervalue(¥／kg)

3.7

3.8

5.0

4.7

5.0

4.7

757

747

682

770

1,136

1,150

Estimated for each year
using FY 2017 copper
quotation levels as standard.

86
63

66

100

103

120
100

76

80
60

1,682

1,734

1,734

1,615

1,692

1,724

500

40
20
0

0

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022E
OPM（％）

Structuralreforms begin

2,000

40

500

CAGR
Net sales 0.5％
Operating income 10.4％

Consolidated results
excluding copper price effects

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022E
OPM（％）
Coppervalue(¥／kg)

3.7

3.8

5.0

4.7

5.9

6.0

757

32

Impact of Copper Price Fluctuations on Operations

Impact of Copper Price Fluctuations by Segment
Energy & Infrastructure Business

CAGR Net sales 6.7％ Operating income 13.8％

Consolidat
ed 1,200
results
includingcopperpriceeffects
700

61
43
867

200
OPM
（％）
Coppervalue(¥／kg)

Electronics & Components Business

700

-

5.0

6.9

6.3

6.0

6.4

757

747

682

770

1,136

1,150

CAGR Net sales：5.3％ Operating income：21.6％

8
523

300

OPM
（％）
Coppervalue(¥／kg)

865

1,125

1,069

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022E

Consolidat
600
ed results
including500
copperprice
400
effects
200

885

54

72

65

6
471

24

18

7
431

586

643

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022E
-

1.6

1.2

1.7

4.0

2.8

757

747

682

770

1,136

1,150

80

Consolidated results 1,200
excluding60
copperprice effects
40
20

0

43

Estimated for each year
using FY 2017 copper
quotation levels as standard.

200

700

Consolidated results 600
20 excluding
500
copperprice effects400
10

61

700

OPM
（％）
Coppervalue(¥／kg)

30

CAGR Net sales 1.5％ Operating income 13.8％

OPM（％）
Coppervalue(¥／kg)

897

862

60

906

908

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022E
-

5.0

6.8

6.3

7.1

40
20

7.9

757
CAGR Net sales ：-2.5％ Operating income：21.6％ 30

Estimated for each
300 yearusing FY 2017 copper
quotation levels as standard.

200

857

54

72

65

80

8

6

496

481

24
7
430

458

18

448

FY2017 FY2018 FY2019 FY2020 FY2021 FY2022E
-

1.7

1.2

1.7

5.2

20
10
0

4.0

757

33

New Development of Power Infrastructure Business

Power connection terminal Completion of the full lineup of strategic brand SICONEX® 66 to 275 kV
Delivery of our products
to electric powercompanies
Transmission ofelectricity to begin on
February 23, 2023

With the full line-up of the business model of supplying cables and construction work with
SICONEX® in the substation market, this business model will be applied to the entire
substation market.

Transformer substation

power line

Aerial wiringde facto standardization

Voltage 275kV

power line

Voltage 154～66kV
currently marketed

2022 Smart
Airborne
Practical
Application

2019～
Smart Gas/Oil

2016～

154kV DM In the air terminal

2004～

66kV DM In the air terminal

2000年～

Smart terminal

Transformer
Smartterminal

cable

a switchSmartterminal

cable

1990～

T-terminals

T-terminals

a switch

Aerial wiring

DM
In the air
terminalSmartterminalSmartterminal

cable

cable

34

Changes in Indicators

Changes in Key Management Indicators
ROE and Equity Ratio

（％）

（人）

45

39.5

40

36.7

35
30

300

4,757
4,494

4,352

4,319

4,280

17.7

20
14.7

13.5

2,500

11.4

2,000

5

1,500

0

1,000

FY2018FY2019ROE

Equity Ratio

FY2020

150

3,000

10

FY2017

250
200

3,500

12.3

（万円）

4,000

28.1

25

15

Number of Employees Trends

4,500

32.3
26.6

5,000

Operating Income per Employee and

FY2021

198
132

FY2017

148

235
176

100
50

FY2018FY2019Operating Income per Employee

FY2020

FY20210

Number of Employees

35Forward-looking statements in this document are based on information available at thetime of publication and contain potential risks and uncertainties.
Therefore, actual results may differ materially from those projected in the forward-looking
statements as a result of various factors.

Creating for the Future

Factors that could influence actual results include economic conditions, demand trends,
raw material prices, and exchange rate fluctuations, as well as other items not limited tothe above.
Contact
SWCC SHOWA HOLDINGS CO., LTD.
STRATEGY SECTION,
BUSINESS STRATEGY PLANNING DEPT.
TEL:044-223-0520
E-mail：kouho@hd.swcc.co.jp

SWCC SHOWA HOLDINGS CO., LTD. (Prime: 5805)