Mitsui & Co.,ltd · TSE:8031

Mitsui & Co.,ltd — Investor Day (2020)

45 slides from Mitsui & Co.,ltd's investor day presentation, Nov 10, 2020

Slide 3: Growing green energy business
Growing green energy business Proportion of green energy* as primary energy source worldwide and anticipated annual investment in the same field Unit: US$ billion The below have been positioned as 50% 930 1000 growth areas: 900 800 40% 36% 800 Renewable Next- 700 energy, generation 30% 600 battery b
Slide 6: Aiming for comprehensive energy management company
Aiming for comprehensive energy management company Value offered by Mitsui Diversifying customer needs (examples) ◆ Responds to diverse customers ◆ Procuring competitive green power (commercial and industrial, government, ◆ Installing a solar power system at public institutions, households) multiple
Slide 7: Global business development
Leveraging unique fermentation technologies to create environmentally friendly fuels LanzaTech Creates next-generation ethanol from exhaust gases Microorganism fermentation technology LanzaJet Converts ethanol to oil-alternative jet fuels (Sustainable Aviation Fuel or SAF) LanzaJet Investment in Lan
Slide 9: Quantitative vision
Quantitative vision Enhance 20 quality of life 10 Bil Yen Bil Yen 2020 2025 2030 Create an eco- friendly society (PAT) Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED. 9
Slide 11: Megatrends: Healthcare market trends
Megatrends: Healthcare market trends Social issues Technological advancement Population Rising Spread of Big data, growth, aging medical costs mobile devices AI, etc. Value of Healthcare data Healthcare quality Healthcare Healthcare improvement access improvement cost management ◆Prevention and Dise
Slide 12: A paradigm shift in healthcare initiated by Mitsui & Co.
A paradigm shift in healthcare initiated by Mitsui & Co. ◆ From "treatment-centered, volume-focused" healthcare to "prevention-centered, outcome-focused" wellness. ◆ From "hospital-centered" to "individual-centered" value-based healthcare Near Patients Now Medical future (extraordinary) examinations
Slide 13: Core assets: IHH
Core assets: IHH Netherlands 1 hospital Macedonia 1 hospital Bulgaria 3 hospital Turkey 16 hospital India China / Hong Kong Since Mitsui’s investment in 2011 34 hospital 3 hospital No. of Hospitals 16 80 hospitals No.1 Sri Lanka 1 hospital 15,000 beds Total no. Malaysia Brunei No.1 of beds 3,500 1 h
Slide 14: IHH: COVID-19 Impact, measures, and current situation
IHH: COVID-19 Impact, measures, and current situation ◆ Active social contribution in cooperation with governments to curb COVID-19 pandemic ◆ Singapore, a core revenue base, on a recovery trend; now taking COVID-19 as an opportunity to capture a diverse range of customers Changes since Spring 2020
Slide 15: IHH: Growth strategy after Mitsui's additional investment
IHH: Growth strategy after Mitsui’s additional investment Strengthen group management base New growth strategy Strengthen management structure DX/creation of data platform and realize cross-business synergies Geographical / Strengthen/expand business portfolio New business expansion Cluster strategy
Slide 16: IHH: Growth strategy after Mitsui's additional investment
IHH: Growth strategy after Mitsui’s additional investment ◆ Significantly reduce costs by group purchasing Strengthen group management base ◆ Cooperation in laboratory business and IT systems Strengthen management structure ◆ India: Implement turnaround measures at acquired and realize cross-busines
Slide 17: IHH: Growth strategy after Mitsui's additional investment
IHH: Growth strategy after Mitsui’s additional investment ◆ Leverage healthcare data to create value-based New growth strategy healthcare DX/creation of data platform ◆ Continue geographic expansion strategy into neighboring countries including China ◆ Collaborate with insurance and wellness busines
Slide 21: Appendix: COVID-19 response
Appendix: COVID-19 response Insufficient hospital infrastructure Insufficient medical resources ◆IHH providing physical/human resources to ◆IHH-government cooperation to receive public and private hospitals COVID-19 patients ◆Relief supplies to hospitals under China ◆Introduce telemedicine in respon
Slide 24: What is Digital Transformation at Mitsui?
1. DX Comprehensive Strategy What is Digital Transformation at Mitsui? An improvement in productivity and sales, the transformation and/or creation of business models, and the creation of value as a means to improve profitability through the utilization of digital technologies and improvements in OT
Slide 25: Background to Mitsui's Digital Transformation (DX)
1. DX Comprehensive Strategy Background to Mitsui’s Digital Transformation (DX) Date Business Unit DX Corporate DX May 2017 Appointment of CDO (Chief Digital Officer) January 2018 Establishment of d.space (GT Building) Creation of full-time Digital Transformation Team February 2018 (around 20 people
Slide 26: Two initiatives in Mitsui's DX comprehensive strategy
1. DX Comprehensive Strategy Two initiatives in Mitsui’s DX comprehensive strategy Parent company Affiliated companies Offensive Business unit DX ① DX business strategies ・Medical information platform DX • Construction platform ・Credit scoring New business ・Optimizing vessel operations creation (T)
Slide 27: Outline of vision for Mitsui's DX Comprehensive Strategy
1. DX Comprehensive Strategy Outline of vision for Mitsui’s DX Comprehensive Strategy Business Transformation & Innovation with Digital DX Business Strategy DD Management Strategy – Mitsui is People and Data – ◆Real (Operational Technology) x DX ◆Faster, more accurate decision making with data ◆Inde
Slide 28: DX Business Strategy Vision: Business Model
2. DX Business Strategy Vision Two directions… DX Framew ork Medium-term Management Plan 2023 Transform and Grow New T Thoroughly Challenge of Strengthen business implement and new business management capabilities achieve S1/S2 Business Model opportunities ( short-to medium-term) × for strengthening
Slide 29: Six Key Strategic Areas
2. DX Business Strategy Vision Six Key Strategic Areas Strengthen business Contribution to management capabilities Strategic Focus Medium-term Management Strengthen profitability of core businesses Take on challenges in new businesses Plan 2023 Personal strategy Thoroughly Implement S1/S2 Implement
Slide 30: DD Management Strategy Vision
3. DD Management Strategy Vision Data producer Data user External Affiliated • Maximize existing data information companies utilization by accessing it Related system yourself when needed—doing Initiatively Incorporate away with the need for reports number, image, and text data as well as external d
Slide 31: DX HR
4. DX HR (DX Comprehensive Strategy Commonalities) ◆Business × digital skill map ◆Type of human resources who is responsible for DX High a Business Professionals a ◆ Those who possess industry OT (knowledge, skills, and experience) Level of Business professionals ◆ Organizational affiliation : Busin
Slide 32: Driving DX: d.space
5. Driving DX: d.space ◆ Office spaces where specialist personnel who implement DX-related activities and carry out research are stationed. They function as company-wide contact points for DX-related advice and are also used as normal meeting spaces ◆ A new d-space area has been established in the “
Slide 33: Appendix: Digital twin / MODEC
Appendix: Mitsui & Co. DX Activities Key strategic area ❶ Digital twin / MODEC ◆ Adopted for FPSO (floating production, storage & offloading) systems used in MODEC’s offshore mining development project in Brazil. ◆ The project has succeeded in reducing down-time immediately after the start of operat
Slide 34: Appendix: Fintech / Credit scoring
Appendix: Mitsui & Co. DX Activities Key strategic area ❶ Fintech / Credit scoring ◆ Having obtained excellent results from a trial advanced analysis using accumulated data at Bussan Auto Finance (BAF) Indonesia, Mitsui & Co. established Global AI Innovations Laboratory (GAILABO) as a joint venture
Slide 35: Appendix: Shipping operations optimization
Appendix: Mitsui & Co. DX Activities Key strategic area ❶ Shipping operations optimization ◆ The IT & Communication Business Unit has invested and participated in AI Fund, which was established by Professor Andrew Ng, an international authority on AI. ◆ Using data from past voyages and data collecte
Slide 36: Appendix: Using AI to analyze subsurface structures
Appendix: Mitsui & Co. DX Activities Key strategic area ❶ Using AI to analyze subsurface structures ◆ Together with Preferred Networks, Inc., Mitsui & Co. established a new joint venture to develop and commercialize AI solutions for sub-surface structure analysis based on deep-learning technology. ◆
Slide 37: Appendix: Construction platform
Appendix: Mitsui & Co. DX Activities Key strategic area ❶ ◆ Provided a data platform for use in the construction machinery industry. Construction platform ◆ The platform provides information to fuel supply operators serving hydraulic shovels and other construction machinery. ◆ The roll-out of the fu
Slide 38: Appendix: D2C product development
Appendix: Mitsui & Co. DX Activities Key strategic area ❸ D2C product development ◆ The AI analyses social media and the internet to identify future ◆ Through D2C e-commerce sales, Mitsui implements PDCA consumer trends and enables swift progress from concept cycles while simultaneously obtaining hi
Slide 39: Appendix: AI-based cancer diagnostics
Appendix: Mitsui & Co. DX Activities Key strategic area ❺ AI-based cancer diagnostics ◆ In November 2018, HS Business Unit staff led the establishment of Preferred Medicine in Silicon Valley as a joint venture with Preferred Networks (PFN), a leading AI company in which the ICT Business Unit has inv
Slide 40: Appendix: Dynamic pricing
Appendix: Mitsui & Co. DX Activities Key strategic area ❺ Dynamic pricing ◆ By using big data and AI for demand forecasts, prices are automatically adjusted, which has led to increased total ticket sales. ◆ Dynamic Plus was established in June 2018 with Yahoo!, Pia, and Avex as shareholders. Sales T
Slide 41: Appendix: Real estate STO
Appendix: Mitsui & Co. DX Activities Key strategic area ❺ Real estate STO * STO =Security Token Offering Mitsui & Co. Digital Asset Management (Co., Ltd.) Established 04/01/2020 Established on April 1, 2020 in partnership with Location Chuo-ku, Tokyo LayerX—a company with a comprehensive digital Bus
Slide 42: Appendix: Business creation platform
Appendix: Mitsui & Co. DX Activities Key strategic area ❻ × Business creation platform DX Strategy ◆ Moon Creative Lab, based in the U.S. and Japan, was established in August 2018. ◆ Looks for creative ideas from its global staff based on the idea that “business is the birthplace of new ideas.” ◆ In
Slide 43: Appendix: DD management
Appendix: Mitsui & Co. DX Activities DD management Initiatives to improve the monthly reports of affiliate companies Before After ・Different formats used at different affiliates ・Information displayed in the same forms across companies after ・Difficult to make comparisons between centralized managem
Slide 44: A Cautionary Note on Forward-Looking Statements
A Cautionary Note on Forward-Looking Statements: This material contains statements (including figures) regarding Mitsui & Co., Ltd. (“Mitsui”)’s corporate strategies, objectives, and views of future developments that are forward-looking in nature and are not simply reiterations of historical facts.
Slide 45: 360° business innovation.
360° business innovation. MITSUIECO.

Mitsui & — Investor Day (2020) on 6ix

Mitsui & Co.,ltd — Investor Day (2020)

Slide 1: Energy Solutions Business Strategy

Slide 2: Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED.

Slide 3: Growing green energy business

Slide 4: Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED.

Slide 5: Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED.

Slide 6: Aiming for comprehensive energy management company

Slide 7: Global business development

Slide 8: Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED.

Slide 9: Quantitative vision

Slide 10: Healthcare / Nutrition Business Strategy

Slide 11: Megatrends: Healthcare market trends

Slide 12: A paradigm shift in healthcare initiated by Mitsui & Co.

Slide 13: Core assets: IHH

Slide 14: IHH: COVID-19 Impact, measures, and current situation

Slide 15: IHH: Growth strategy after Mitsui's additional investment

Slide 16: IHH: Growth strategy after Mitsui's additional investment

Slide 17: IHH: Growth strategy after Mitsui's additional investment

Slide 18: Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED.

Slide 19: Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED.

Slide 20: Copyright © MITSUI & CO., LTD. ALL RIGHTS RESERVED.

Slide 21: Appendix: COVID-19 response

Slide 22: DX Comprehensive Strategy

Slide 23: Contents

Slide 24: What is Digital Transformation at Mitsui?

Slide 25: Background to Mitsui's Digital Transformation (DX)

Slide 26: Two initiatives in Mitsui's DX comprehensive strategy

Slide 27: Outline of vision for Mitsui's DX Comprehensive Strategy

Slide 28: DX Business Strategy Vision: Business Model

Slide 29: Six Key Strategic Areas

Slide 30: DD Management Strategy Vision

Slide 31: DX HR

Slide 32: Driving DX: d.space

Slide 33: Appendix: Digital twin / MODEC

Slide 34: Appendix: Fintech / Credit scoring

Slide 35: Appendix: Shipping operations optimization

Slide 36: Appendix: Using AI to analyze subsurface structures

Slide 37: Appendix: Construction platform

Slide 38: Appendix: D2C product development

Slide 39: Appendix: AI-based cancer diagnostics

Slide 40: Appendix: Dynamic pricing

Slide 41: Appendix: Real estate STO

Slide 42: Appendix: Business creation platform

Slide 43: Appendix: DD management

Slide 44: A Cautionary Note on Forward-Looking Statements

Slide 45: 360° business innovation.