Management Policies
- Kyosha Corporate Philosophy
- Kyosha Management Policy
- Mid-Term Management Plan
- Issues that should be handled
Kyosha Corporate Philosophy
Contribute to the advancement and development of society through the prosperity of the company.
Strive to develop and improve technology and grow into a trusted company.
With keeping our morale high, always acquire the toughness to overcome difficulties.
Pursue to develop human resources with the spirit of respecting for everyone and to create a company for the future.
Kyosha Management Policy
The Kyosha Group aims to achieve sustained growth by promoting “Down–to–earth Management” with Customer Satisfaction as the top priority in the global market.
- We pledge “Securing the Safety / Compliance with laws and regulations, Environmental Conservation” are our top priority in all business activities.
- We respond to customers’ needs, Continue to make constant and everlasting efforts to develop new technologies and new construction methods and improve quality
- We promote Selection and Integration of our business, Concentrate management resources in fields that make most use of our strengths.
Mid-Term Management Plan
Our Group has formulated “Long-Term Vision 2036” as our goal for 10 years from now, and as an action plan to achieve it, we launched a new three-year “Mid-Term Management Plan 2029” in April 2026.
Long-Term Vision 2036
Long-Term Vision 2036 sets forth the goal of “continuing to be a pioneering company that creates new value by leveraging our strengths in printing and thermal management technologies and engaging deeply in our customers’ product development from the outset,” and outlines the Kyosha Group’s vision for the next 10 years. Leveraging Kyosha’s printing and thermal management technologies, we will pursue Printed Electronics (PE) technology, advance the development of new products, and address market needs for reduced environmental impact and lower costs, as well as the demand for heat dissipation in the AI server, EV, and power semiconductor sectors. Furthermore, by providing customers with optimal solutions—from design and development through recycling—and contributing to the realization of a sustainable society, we aim to achieve sales of 40 billion yen, operating income of 4 billion yen, an operating margin of 10%, and a ROE of 10% by the fiscal year ending March 2036—10 years from now.
Mid-Term Management Plan 2029
The Mid-Term Management Plan 2029 was formulated with the management vision of “Strengthening Profitability and Establishing a Business Foundation for Further Growth by Taking on New Challenges,” based on our response to a rapidly changing business environment and a review of the previous mid-term management plan. We have designated the three-year period beginning in April 2026 as a time to strengthen our business foundation and implement structural reforms in our existing businesses, while also taking on the challenge of developing new markets—specifically in the metal substrate and thick-copper substrate sectors, as well as in India and Europe—to support future growth.
Therefore, for the final fiscal year ending March 2029, we have set profit-focused targets of 28 billion yen in net sales, 2 billion yen in operating income, an operating margin of 7%, and a return on equity (ROE) of 10%.
Mid-Term Basic Strategy
In the Mid-Term Management Plan 2029, which begins in April 2026, the following initiatives serve as our basic strategy.
To achieve our goals for the fiscal year ending March 2029, we have formulated the following four business-specific strategies and initiatives to strengthen the management foundation that supports them.
Strategies by Business Segment
①Single-Panel Business Strategy: Maximizing Profits Through the Top Market Share
Sales target: 11 billion yen (4 billion yen domestically, 7 billion yen overseas); Operating income target: 1 billion yen
On the sales front, we will leverage our leading market share to expand sales by capturing demand from Japanese customers worldwide. In Japan, we aim to increase our market share by reliably capturing demand for the switch to LED lighting following the phase-out of fluorescent lamps. Overseas, we will develop demand for office automation equipment and white goods in the ASEAN region—driven by the Indian market and the trend of diversifying away from China—while expanding our sales channels by renewing our efforts to attract non-Japanese customers.
On the manufacturing front, in addition to investing in the expansion of our Kyushu plant, we will further improve productivity by rolling out the production technologies cultivated at our Chinese plant to all of our facilities. Furthermore, we will ensure a stable supply of products by building partnerships with materials manufacturers.
On the technology front, we plan to establish technology for single-sided multilayer printed circuit boards by leveraging our printing expertise and to develop the market for functional printed circuit boards.
②Metal Substrate Business Strategy: Expanding Growth Businesses Through Technological Development
Sales Target: 4 billion yen (1.2 billion yen domestically, 2.8 billion yen overseas); Operating Income Target: 500 million yen
On the sales front, while continuing to capture demand for automotive LED headlights, we will work to expand sales of thick-copper substrates for EV power units, power semiconductors, and AI server power supplies through collaboration and partnerships with materials manufacturers, capitalizing on the growth of the automotive electrification market.
On the manufacturing front, we will expand production capacity by introducing a dedicated production line for metal-core substrates at our Kyushu Plant. Additionally, we will introduce a production line for thick-copper substrates at our Kyoto Plant to establish a mass-production system.
③Double-Panel Business Strategy: Rebuilding the Profit Base Through Structural Reforms
Sales Target: 9.5 billion yen (3.0 billion yen domestically, 6.5 billion yen overseas); Operating Income Target: 200 million yen
On the sales front, in Japan, we will deepen our penetration of the automotive and home appliance markets through factory optimization and expand sales by entering the medical and amusement sectors.
On the manufacturing front, we will consolidate our two domestic mass-production plants into the Niigata Plant to improve productivity. We will work to rebuild the profit base of the Kyoto Plant by shifting its focus to technical products, prototyping, small-lot, high-variety production, and the manufacture of jigs and tools. Additionally, at the Vietnam Plant, we will promote the introduction of new manufacturing methods through production technology to enhance competitiveness. At the same time, by implementing a resource recycling system for copper and chemicals, we aim to achieve both a reduction in environmental impact and improved profitability.
④Implementation-Related Business Strategy: Establishing the Brand Through the Development of Specific Markets and Applications
Sales Target: 3 billion yen (Jigs: 1.2 billion yen, Assembly: 1.8 billion yen); Operating Income Target: 300 million yen
On the sales front, we will work to develop new applications—such as in the semiconductor and medical fields—while strengthening our lineup of jig products. In existing assembly-related markets, we will promote a proposal-driven sales approach by engaging with customers from the development stage onward, and we will enhance our ability to propose solutions tailored to customer challenges. We will also expand sales by providing one-stop services covering printed circuit boards, jigs, and assembly.
On the manufacturing front, our assembly plants will advance the transformation into smart factories utilizing AI to improve productivity. At our jig plants, we will strengthen our ability to produce high-precision, high-value-added products by refining our metalworking technologies and will continue to develop new applications.
⑤Initiatives to Strengthen the Business Foundation
We will strive to improve operational efficiency and boost productivity by promoting the use of digital transformation (DX), artificial intelligence (AI), and automation. Furthermore, by visualizing various types of data—such as to optimize the supply chain—we aim to enable earlier management decision-making.
In addition, we will strengthen the management foundation that supports sustainable growth by enhancing the DX literacy of all employees, developing digital talent, and reinforcing our commitment to ESG management.
Issues that should be handled
It is our intention to handle the following important issues:
- Restructuring of our dual-track business
- Streamlining operations through facility reorganization and re-accelerating our global business
- Exploring new fields to drive future growth
- Promoting labor-saving measures through digital transformation (DX) and automation, and strengthening production technology
- Developing and securing talent with an eye toward the next generation
- Promoting health-conscious management
- Promoting the standardization of new materials and accelerating their utilization