Sumitomo Electric Mid-Term Management Plan VISION …global-sei.com/company/pdf/prs057_s.pdf · Sumitomo Electric Mid-Term Management Plan ... beginning with fields such as heavy

VISION 2017Sumitomo Electric Mid-Term Management Plan

Aiming to become a Glorious Excellent Company

GloriousExcellentCompany

Human ResourcesBase

FinancialBase

Sumitomo Spirit, Sumitomo Electric Group Corporate Principles

Electronics

ManufacturingBase

IndustrialMaterials

AutomotiveEnvironment

&Energy

Information&

Communications

Challenging

New Business Fields

ResourcesNew G

rowth in

Current B

usiness Fields

Expansi

on into

Inte

grate

d Busi

ness F

ield

s

Environment&

InfrastructureMobility

LifeSciences

Energy

VISION2007

Increase Our

“Global Presence”

(Promoting Diversity of Personnel)

Enhance Our

“Leading Technology”

(Accelerating Commercializatio

n)

Strengthen“Strategic Marketing”(Creating New Markets)

VISION2012

Wide Range of Materials and Products

Communica-tions (ICT)

New Mid-Term Management Plan “VISION 2017”

— Overall Concept

VISION 2017

¥3,000 billion

(consolidated)

ROA

9%

Net Sales Operating Income

¥180 billion

01

In order to create unique features and future potential by developing strategies which take into account the new needs of society

in the future, “business innovation" is positioned as a concept underlying throughout VISION 2017.

Our group will actively respond to new social needs with technologies and product lines in the mobility (automotive), energy,

communications (ICT), and other supporting fields. We will also exploit our group's materials and process technology and

information technology in the life sciences (needs for the high longevity/aging/care-based society) and resources (needs for the

resource-conserving society) fields.

Growth strategy based on business innovation

Direction we should aim for

Definition of “business fields” where we will make efforts toward FY2017

Fields our group has been involved in thus far. In moving toward FY2017, we have selected mobility, energy, and communications

(ICT) as the three fields where we will particularly exploit the strengths of our group. Current business fields also include

supporting materials and products.

(1) Current Business Fields

Fields for developing business in areas where there will be new social needs, such as the environment and infrastructure field, by

combining and integrating the technologies and product lines in current business fields.

(2) Integrated Business Fields

Fields which our group will be challenging, such as the life sciences and resources fields.

(3) New Business Fields


— Basic Concepts 02

ROA

¥100 billion(4.2%)

5％

¥130 billion(5.0%)

7％

¥180 billion(6.0%)

9％

FY2013 Forecast FY2015 Target “VISION 2017”FY2017 Target

■ We will aim:

Operating Income(Operating

Income/Net Sales)

Net Sales


— Targets 03

Operating Income Portfolio in FY2017 (Planned)(by segment)

*Starting in FY2013, we will change the name of the Electric Wire & Cable,

Energy Segment to the Environment & Energy Segment

Automotive

50%

Information & Communications

10%

Electronics

10%

Environment & Energy*

15%

Industrial Materials

15%


— Business Portfolio Strategy 04

Mobility Communications

(ICT)

Energy

Environment&

Infrastructure

Energy

Mobility

Communications(ICT)

Transformation of Our Profit Structure New Society

These integrated fields will

respond to new social needs.

Creating Unique Solutions Based on the Overall Capabilitiesof the Group and Achieving Strategic Cooperation

1. Integration of fields

We will create unique solutions, by exploiting our advantage in having technologies and

products in fields which will be needed for the social infrastructure of the future, and

making efforts which cut across organizational boundaries and straddle between the

Production Group and R&D Group.

2. Exhibiting overall capabilities of the group

We will exhibit our overall capabilities by integrating the technologies, products, and

services of the entire group, beginning with fields such as heavy electrical machinery and

engineering.

3. Strategic cooperation

We will strategically cooperate with other corporations which complement our strengths.


— Expansion into Integrated Business Fields 05

Electrical Appliance

Manufacturer

Power Company

PowerCompany

DistributionPanel

HEMSApplication

PV

PCS

Examples of energy solutions in the environment and infrastructure field

Providing high-quality electricity and energy that is safe, secure, stable, and environmentally friendly

Safe and convenient, anytime

and anywhere

Better life with effortless

energy-saving

High-quality electricity delivered

more efficiently

Safe, secure, and stable electricity

every day

Eliminating voltage drops and power

outages with advanced energy

systems

New types of electricity friendly

to the earth, society, and all inhabitants

Smart Energy System Proposedby the Sumitomo Electric Group



Product lines in the energy field

Achieving a New Electric Power and Energy Society

Reducing Environmental Impact Maintaining/Improving Power Quality Ensuring Security

Decentralization/Diversification of Power Sources

Power StorageBidirectional Communications

and ControlCustomer Participation,

Use of Markets

-Power Cable (Onshore/Submarine) [AC/DC]

-Superconducting Cable

-Transformers

-Substation Systems

-Condensers-Reactive PowerCompensation Equipment

-Large Inverters

-Islanding Phenomenon Detection Systems

-Automated DistributionSystems

-Photovoltaic Systems

-Wind Power (Onshore/Offshore)

-Concentrator Photovoltaics(CPV)

-Vanadium Redox Flow Batteries

-Molten Salt Electrolysis Batteries

-Small Distributed Generators

-SiC Power Devices

-EDLC/LIC

-Smart Meters (Communication Modules)

-HGW

-Demand Response

-PLC

-EMS

-EV Charging Systems

-V2G

-V2H

-Reactors



Creating New Business by Adapting Diverse Types of“Seeds” to a Wide Range of “Needs”

1. Discovering new fields based on our proprietary technology

2. Accurately grasping market and customer needs and creating business models at the development stage

3. Actively using open innovation, mergers and acquisitions, and other approaches to accelerate commercialization, while conducting product development based on our core technology

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Resources Field

Water Treatment,Agriculture, etc.

Life Sciences Field

Medical Devices, etc.

To NewBusiness Fields

New Business Frontier R&D Laboratories

Life Science Business Development Department

Water Processing Division


Agriculture Business Development Department


Water Business Development Department

Ballast water management systems


— Challenging New Business Fields 08

Cost Reduction

Growth inNon-Japanese

Share

Acceleration ofNew ProductDevelopment

VISION 2017

Market Status

Strategies

Aiming to be an all-round supplier of automotive parts

Growth in Non-Japanese Share

Acceleration of New Product Development

Cost Reduction


— New Growth in Current Business Fields Automotive Segment 09

ExpandingProducts for Smart

Functionality

Acceleration ofOverseasExpansion

Cost Reductionand Improvement of Product Profitability

VISION 2017

Market Status

Strategies

Aiming to be a globally competitive product vendor in the markets

for optical fiber and cable, optical interconnection, high-end

transmission devices, and optical network systems

Acceleration of Overseas Expansion

Cost Reduction and Improvement of Product Profitability

Expanding Products for Smart Functionality


— New Growth in Current Business FieldsInformation &

Communications Segment10


— New Growth in Current Business Fields Electronics Segment

Aiming to be the top supplier of high-functionality wiring

materials and unique highly functional parts and materials

Expansion ofCustomers and Business Fields

Strengthening ofGlobal Manufacturing

and Sales System

Strengtheningof New ProductDevelopment

VISION 2017

Market Status

Strategies

Strengthening of Global Manufacturing and Sales System

Strengthening of New Product Development

Expansion of Customers and Business Fields

11


— New Growth in Current Business FieldsEnvironment &

Energy Segment

Helping to raise the level of social infrastructure by globally supplying

highly functional, high-quality environmental and energy products

and systems

Market Status

Strategies

Strengthening Development of Products Relating to Next-Generation

Energy Systems

Strengthening Ability to Propose Solutions

Strengthening Global Supply System

StrengtheningGlobal Supply

System

StrengtheningAbility to Propose

Solutions

StrengtheningDevelopment of

Products Relating toNext-GenerationEnergy Systems

VISION 2017

12


— New Growth in Current Business FieldsIndustrial Materials

Segment

Globally supplying high-performance, high-functionality products to support

the basic functions of industry, by using steel and rare metals as raw materials

and exploiting our world-class materials and process technology

Market Status

Strategies

Core Technology Improvement and Innovation

Strengthening Raw Material Procurement

Accelerating Overseas Expansion

AcceleratingOverseasExpansion

Core TechnologyImprovement and

Innovation

StrengtheningRaw MaterialProcurement

VISION 2017

13

Strengthen “Strategic Marketing” (Creating New Markets)

Strengthening Response for Existing Customers, Acquiring New Customers, and Creating New Markets

1. In current business fields, we will strengthen our response for non-Japanese customers and

markets in emerging nations

2. In integrated business fields, we will strengthen our solution proposals for emerging new markets

3. In new business fields, we will strengthen the creation and opening of new markets

Increase Our “Global Presence” (Promoting Diversity of Personnel)

Promotion of Globalization and Diversity

1. Promotion of diversity

2. Strengthening development in close collaboration with markets and customers

3. Improving marketing functions and corporate support capabilities

Enhance Our “Leading Technology” (Accelerating Commercialization)

Promoting R&D and Strengthening Efforts to Accelerate Commercialization

1. Promoting R&D with awareness of outcomes and timelines, and accelerating commercialization

2. Strengthening consideration of market/customer needs when formulating research topics

3. Selecting research topics with awareness of our future business portfolio


— Three High-Priority Efforts 14

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.

OpticalInterconnection

Smart GridSystem

Components

Infrared SensorApplications

Concentrator Photovoltaics

(CPV)

Next-GenerationSuperconducting

Wire

Molten SaltElectrolysis

Batteries

SiCPower

Devices

CapacitorAluminum-Celmet™

Next-GenerationOptical Data Links

10G-EPON

Vanadium RedoxFlow Batteries

High-VoltageInsulation Materials

GaNDiodes

GreenLaser Diodes

Next-GenerationITS System

Modules

Medical Devicesand Materials

Home GatewayNext-Generation

Networks

BatteryWiring Modules

ElectricVehicle Charging

Systems

AluminumWiring Harnesses

New Thin-FilmGaN Crystal

Substrate

Ballast WaterManagement

Systems

MagnesiumAlloys

Next-GenerationOptical Transmission

Line Modules

GaN HEMT

New Tool Materials

New MagneticMaterials New Water

TreatmentProcesses

Agriculture

Reactors

Environment & Infrastructure (Energy)

Life Sciences

Resources

Expansion into

Integrated

Business Fields

Challenging

New Business

Fields

New Growth

in Current

Business Fields


— Research and Development Themes for the Next Generation 15

HumanResources Base

Three Bases

*HRM: Human Resource Management

Shareholder’s equity ratio:

Dividend payout ratio:

50％

30％

○ Carrying out recruitment, evaluation/

treatment, assignment/promotion and

human resources development based

on our Global HRM* Policy

○ Promoting diversity

Manufacturing Base○ Strengthening Competitiveness

Strengthening QCD, accelerating mass production and commercialization, and developing technology

○ Base Development/Strengthening Position

Building secure, safe, clean, stable and reliableproduction systems

○ Developing personnel with practical

capabilities

Financial Base○ Strengthening our corporate structure,

and striving for robust, solid financial

footing


— Three Bases for Our Business 16


— Capital Investment and Research & Development Expenditures

Capital Investment Expenditures

Continue level of capital investment from latter half of 12V

○ Commercialization of new products

○ Global expansion our group

○ Strengthening QCD of existing businesses

12V total: Approx. ¥600 billion (approx. ¥120 billion/year)

Research andDevelopment Expenditures

12V total: Approx. ¥400 billion (approx. ¥80 billion/year)

17V total: ¥450 billion (¥90 billion/year)

Annual average for 12V

Annual averagefor 17V

0

50

100

150

200

(Billions of yen)

131.6

73.3

98.4

135.0147.9 150.0

2008 2009 2010 2011 2012 2017 (fiscal year)

Annual average for 12V

Annual averagefor 17V

0

30

60

90

120

(Billions of yen)

64.7

79.0

94.390.0

2008 2009 2010 2011 2012 2017

73.0

(fiscal year)

86.6

Note: “12V” = VISION 2012, Mid-Term Management Plan for FY2008-2012

17V total: ¥750 billion (¥150 billion/year)

Continue investment in integrated/new business fields,

in addition to current business fields

17


— Sumitomo Spirit, CSR, 120th Anniversary

FY2017, the final year of VISION 2017, will mark the 120th anniversary of the establishment of the Sumitomo Electric Group.

The Sumitomo Spirit values the trust of society and corporate ethics above all else, and this spirit is alive and well in the

activities of our group.

In carrying out VISION 2017, our basic core values will be the Sumitomo Spirit and Sumitomo Electric Group Corporate

Principles. The foundation of CSR in our group is contributing to society through business activities based on compliance.

Business Principles From the original Sumitomo Company rules (1891)

Article 1 Sumitomo shall achieve prosperity based on solid foundation by placing prime importance on

integrity and sound management in the conduct of its business.

Article 2 Sumitomo’s business interest must always be in harmony with public interest; Sumitomo shall adapt

to good times and bad times but will not pursue immoral business.

Our legacy also includes a spirit of attaching importance to technology, respect for human resources, long-range planning, and mutual prosperity and respect for the public good.

Sumitomo Spirit, Sumitomo Electric Group Corporate Principles

The Sumitomo Spirit

Each company of the Sumitomo Electric Group shall:

● Offer the very best goods and services to satisfy customer needs.

● Build technical expertise, realize changes and strive for consistent growth.

● Contribute to creating a better society and environment, with a firm awareness of our social responsibility.

● Maintain high corporate ethics and strive to become a company worthy of society's trust.

● Nurture a lively corporate culture that enables employee self-improvement.

18

Documents

Sumitomo Electric Mid-Term Management Plan VISION …global-sei.com/company/pdf/prs057_s.pdf · Sumitomo Electric Mid-Term Management Plan ... beginning with fields such as heavy