Nippon Express Holdings, Inc. · TSE:9147
Nippon Express — Investor Day (September 2021)
12 slides from Nippon Express's investor day presentation, Sep 9, 2021
Slide 1: IR Day 2021: Initiatives to Improve Capital Efficiency, Session 3
September 9, 2021 IR Day 2021: Initiatives to Improve Capital Efficiency Nippon Express Co., Ltd. Session 3 Takashi Masuda, Director and Managing Executive Officer September 9, 2021
Slide 2: Initiatives Toward Improved Capital Efficiency
Initiatives Toward Improved Capital Efficiency Generate Cash (Operating Activities Cash Flows, Slim Down Balance Sheet) (1) M&A (2) Capital (3) Return to Investment Shareholders Improved Income Equity Control Improved ROE Copyright © 2021 NIPPON EXPRESS, All rights reserved. IR Day 2021 1
Slide 3: Generate Cash (Results)
Generate Cash (Results) (1) Slim Down Balance Sheet ·Liquidization of the Mizonokuchi Distribution Center and pharmaceutical locations ¥50.0 billion *We are currently developing a base in the Chubu region using a liquidization scheme. ·Spinning off leasing business Reduction in interest-bearing debt
Slide 4: Cash Generation Activities (Results)
Cash Generation Activities (Results) (1) Capital Investments and M&A ·M&A results M&A with U.S. Company MD in FY2020 ·Capital investment FY2020 (results) ¥123.0 billion (including ¥31.7 billion in pharmaceuticals) FY2021 (planned) ¥70.0 billion *Looking forward, we will leverage generated capital fo
Slide 5: Improve Business Indicators
Improve Business Indicators (1) Slim Down Balance Sheet and Improve Business Indicators ·Use transfers of our leasing business to slim down balance sheet and improve business indicators. Results Results Results Forecast Fiscal year FY2018 FY2019 FY2020 FY2021 Ratio of revenue 2.3% 0.8% 2.7% 2.3% to
Slide 6: Optimize Business Portfolio & Vision for 2037
Optimize Business Portfolio & Vision for 2037 Results (business selection and focus) Transfer of Seikan Ferry Security Out operator business transportation Overseas Automotive Heavy Out Transfer of driving school business construction Other Out Liquidation of travel business Ocean Warehousing transp
Slide 7: Nippon Express Thoughts on Direction of Digital Transformations and Value Co-Creation
Nippon Express Thoughts on Relationship between Direction of Digital Transformations and Value Co-Creation Ideas Nippon Express Thoughts on Relationship Between Direction of Digital Transformations and Value Co-Creation Ideas Nippon Express Thoughts on Direction of Digital Transformations Implement
Slide 8: Business Portfolio Management Framework
Business Portfolio Management Framework NX Group Approaches to Portfolio Management ~Toward Achieving Our 2037 Vision~ Create new value and make forays into new businesses themed around digital transformation and sustainability Existing business growth strategy and re-evaluation (selection and c
Slide 9: M&A Strategy (Toward Achieving Our Long-Term Vision)
M&A Strategy (Toward Achieving Our Long-Term Vision) (1) M&A Policy • M&A for ~“Dynamic Growth”~ ⇒Growing into a global mega-forwarder (secure global network, management foundation, non-Japanese customers, etc.) (2) M&A History (Since 2011) Company Name Region Acquisition Date 8 companies AGS The Am
Slide 10: M&A Strategy (Toward Achieving Our Long-Term Vision)
M&A Strategy (Toward Achieving Our Long-Term Vision) (3) Initiatives to Create Synergies Through M&A • Merged three Italian companies (Nippon Express Italia, FrancoVago and Traconf), and expanded on a global scale acting as a control tower for the fashion business in the Nippon Express Group. • Cons
Slide 11: Global Forwarder Rankings Top 10
M&A Strategy (Toward Achieving Our Long-Term Vision) Global Forwarder Rankings Top 10 FY2019 6th place FY2020 5th place ⇒ Copyright © 2021 NIPPON EXPRESS, All rights reserved. IR Day 2021 10
Slide 12: No information contained in this document is intended to solicit purchase or sale of
No information contained in this document is intended to solicit purchase or sale of the Company’s shares. Views, forecasts, and other forward-looking statements contained in this document are based on the Company’s assumptions, judgments and beliefs in light of the information currently available t
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