S Connect

Since our company's establishment in July of 1998, we have been contributing to the competitiveness of the domestic set maker through constant development of new products and quality improvement. Also, as a result of our strenuous efforts, S-Connect exceeded one hundred billion Korean won in sales in 2011 and since then, achieved, in short term, consolidated sales of 307 billion won and operating profit of 102 billion won in 2015.

This driving force was supported by passion of all the employees and continual strengthening of corporate constitution. ' ‘Internalized Production Process', made possible by further developing the non-stop system, from designing to testing by S-Connect, is a flexible system that is not limited to a specific part product, but is a fundamental growth power and competitive far beyond the growth that we have achieved so far, that will also allow us to further ambitiously challenge the future market. Based on these competitiveness, S-Connect is planning to go beyond the metal products and enter the apparatus market to strengthen the cell-phone equipment part line up and at the same time, enlarge the product line up with various IT equipment parts, and aims to be the leading set maker of both domestic and international market and to expand our customer base in the future.

In addition, in terms of business diversification, we have entered the health care business and launched the medical equipment brand, ' Yodoc ', and recently, an agreement was reached to provide urine analyzer business-related networks and propel the commercialization of the urine analyzer with KT, and as for the field of collaboration, by clamping out a memorandum to fulfill commercialization, market creation and marketing and to discover other possible fields of mutual exchange, making a foundation to enter into the full-scale medical equipment business was made possible.

All employees, including myself, at S-Connect will not be satisfied with the current position of being shoulder to shoulder with the principal domestic competitors and nor stop trying until our dream of leading the metal industry related to IT components is realized and until the day comes, our burning desire will not blow over.

Now, we are standing at a crossroad where we should get away from the past forms of business type of small businesses and to rethink about various matters that as a mid-sized company must possess, what part of our weak points we should improve and innovate, specifically and clearly be aware of what we are aiming for and clearly establish and carry out things that we need to achieve that goal.

As for me, I wish to establish 4 different goals; empowerment as a midsize business, organizational and human empowerment, technology competitiveness and strengthening the competitiveness against the foreign competitors and promoting them strongly.

I ask for attention as well as sharp rebukes from customers, shareholders and investors and promise to repay it with transparent management and revenue creation.