Slide 1: Consolidated Financial Results for the Year Ended March 31, 2011
Consolidated Financial Results for the Year Ended March 31, 2011 May 13, 2011
Slide 2: FY2010 Highlights
1. FY2010 Highlights (April 1, 2010 – March 31, 2011) 1 z Orders remained strong. Net sales increased slightly. z Cuts in selling, general, and administrative expenses as well as a recovery in the performance of subsidiaries contributed to earnings, however, net income declined by changes in account
Slide 3: FY2010 Results (Consolidated)
2-1. FY2010 Results (Consolidated) 2 Operating income recovers substantially. (Billion yen) (FY2010) (FY2009) (Year-on-year) Orders 180.2 133.2 (35.3%) Net Sales 159.2 154.2 (3.3%) Operating income 1.7 0.08 (1.6) Ordinary income 1.3 -0.1 (1.4) Net income 0.2 1.0 (-73.5%) Comprehensive income -1.7 2.
Slide 4: Comprehensive Income
2-2. Comprehensive Income 3 Daifuku announces financial statements, including comprehensive income for the fiscal year under review. Foreign currency translation adjustments are affected by the strong yen. (Billion yen) (FY2010) (FY2009) Income before minority interests 0.5 1.0 Net unrealized gain (
Slide 5: FY2010 Q4 Results (Consolidated)
2-3. FY2010 Q4 Results (Consolidated, January – March 2011) 4 Results remain strong. FY2010 Q1 FY2010 Q2 FY2010 Q3 FY2010 Q4 FY2009 Q4 (Billion yen) (Apr – Jun 2010) (Jul – Sep 2010) (Oct – Dec 2010)(Jan – Mar 2011) (Jan – Mar 2010) Orders 39.0 38.0 50.1 52.9 46.3 Net sales 32.4 41.5 37.7 47.5 48.0
Slide 6: FY2010 Results by Segment
2-4. FY2010 Results by Segment 5 Subsidiaries return to profitability ahead of Daifuku. (Billion yen) Note: Using the current reporting segments for the same period in the previous fiscal year. Net sales Net income (FY2010) (FY2009) (FY2010) (FY2009) Daifuku 100.26 91.86 0.88 0.85 Contec 8.58 5.92 0
Slide 7: Sales of Products and Services
3. Sales of Products and Services 6 (Billion yen) (FY2010) (FY2009) (Year-on-year) Logistics Systems 139.8 137.8 (1.5%) Electronics 8.5 6.0 (42.0%) Other 10.7 10.3 (4.5%) Total 159.2 154.2 (3.3%) Note: Figures are rounded down to the nearest 0.1 billion yen
Slide 8: Trends in Non-Japan Sales Ratio (Consolidated)
4. Trends in Non-Japan Sales Ratio (Consolidated) 7 52% 47% 50% (Billion yen) 126.6 72.4 79.5 FY2008 FY2009 FY2010 Sales Sales Sales 242.1 154.2 159.2
Slide 9: Non-Japan Net Sales by Area (Consolidated)
5. Non-Japan Net Sales by Area (Consolidated) 8 Sales increase rapidly in China. Other Other Other 1.5% North 2.5% North 1.8% North America America America 27.0% 34.4% 30.7% Asia Europe Asia Asia 65.6% 5.9% 56.5% 61.7% Europe Europe 5.8% 6.6% FY2008 FY2009 FY2010 (Billion yen) FY2008 FY2009 FY2010 A
Slide 10: Sales in China (Consolidated)
6. Sales in China (Consolidated) 9 (Billion yen) Sales of systems for flat-panel display and pharmaceutical industries increased. 25.0 Capital spending by 21.3 Japanese automakers was active. Daifuku set up 12.2 China’s first 11.0 subsidiary in 10.3 Shanghai. 8.5 7.2 6.1 3.7 2.3 FY2002 FY2003 FY2004
Slide 11: Trends in Service Business (Consolidated Sales)
7. Trends in Service Business (Consolidated Sales) 10 Note: Sales in the service business include maintenance, retrofitting, and remodeling work for products and systems Daifuku delivered Aftermarket Sales / Net sales (%) (Billion yen) 26% 27% 21% 51.9 40.2 43.3 FY08 FY09 FY10 Sales Sales Sales 242.
Slide 12: Orders and Net Sales by Industry (Consolidated)
8. Orders and Net Sales by Industry (Consolidated) 11 (Billion yen) Orders Net Sales FY2010 FY2009 FY2010 FY2009 Industry Orders Ratio (%) Orders Ratio (%) Sales Ratio (%) Sales Ratio (%) Automobile and 36.85 20.4% 22.14 16.6% 25.04 15.7% 23.72 15.4% Auto Parts Electronics 57.60 32.0% 35.98 27.0% 53
Slide 13: Trends in Quarterly Orders and Sales
9. Trends in Quarterly Orders and Sales 12 (Billion yen) 90.7 Note: Orders An order backlog of 18.5 billion yen at the close of the term ended December 31, 2007 for Jervis B. Webb Company, a U.S. company that was wholly acquired Sales by Daifuku at the end of 2007, is included in orders 72.2 receive
Slide 14: Trends in Order Backlogs
10. Trends in Order Backlogs 13 (Billion yen) 158.1 147.6 Order backlog Moving Average 124.2 93.4 93.4 87.9 75.5 72.0 74.0 72.4 79.0 75.5 Note: An order backlog of 18.5 billion yen at the close of the term ended December 31, 2007 for Jervis B. Webb Company, a U.S. company that was wholly acquired by
Slide 15: FY2011 Management Policy
11. FY2011 Management Policy 14 Respond quickly and flexibly to market changes to rebuild sales and reach the goal set in the Three-Year Business Plan z Focus on developing new products and markets. z Increase production and procurement worldwide. z Expand the service business to return to profitabi
Slide 16: FY2011 Interim Estimates (Consolidated, Apr-Sep 2011)
12. FY2011 Interim Estimates (Consolidated, Apr-Sep 2011) 15 (Billion yen) (FY2011 H1) (FY2010 H1) (Year-on-year) Orders 100.0 77.0 (35.2%) Net Sales 90.0 73.9 (21.7%) Operating income 0.7 -0.7 (1.4) Ordinary income 0.4 -0.7 (1.1) Net income -0.3 -1.1 (0.7)
Slide 17: FY2011 Estimates (Consolidated)
13. FY2011 Estimates (Consolidated) 16 (Billion yen) (FY2011) (FY2010) (Year-on-year) Orders 200.0 180.2 (10.9%) Net Sales 190.0 159.2 (19.3%) Operating income 3.0 1.7 (73.8%) Ordinary income 2.5 1.3 (85.8%) Net income 0.8 0.2 (197.0%)
Slide 18: Progress in Three-Year Business Plan
14. Progress in Three-Year Business Plan 17 Three-Year Business Plan (Billion yen) Final Year: Fiscal 2012 ending March 31, 2013 Sales Sales Sales 250.0 242.1 Sales 231.6 220.0 Sales Operating income 190.0 25.0 Operating Sales income Sales 159.2 20.6 154.2 Operating income 15.0 Operating income 11.0
Slide 19: Financial Standing (Consolidated)
15. Financial Standing (Consolidated) 18 (Billion yen) of net sales 3.9% 4.0% 3.7% Depreciation R&D Expenses & Amortization Capital Investment (Billion yen) 7.0 6.0 6.3 3.6 3.9 3.2 3.5 3.1 2.2 FY2009 FY2010 FY2011 FY2009 FY2010 FY2011 (Estimate) (Estimate)
Slide 20: Liabilities, Expenses, Employees (Consolidated)
16. Liabilities, Expenses, Employees (Consolidated) 19 Interest-bearing liabilities (Billion yen) FY08 FY09 FY10 Short-term 15.9 9.4 2.8 Long-term 39.5 35.9 38.1 Total 55.4 45.3 40.9 Expenses and employees (Billion yen) FY08 FY09 FY10 Fixed cost 72.9 58.2 59.7 Personnel expenses 41.9 36.3 36.8 Emplo
Slide 21: Basic Policy for Dividends
17. Basic Policy for Dividends 20 1. Performance-based policy for dividends adopted in FY2004 ended March 2005 Dividend payout ratio: 20-30% of consolidated net income 2. FY2010 ended March 2011: 15 yen* per share *5 yen interim dividend + 10 yen year-end dividend Average dividend payout ratio (From
Slide 22: Topics: Business Tie-Up and M&A
18-1. Topics 21 Business Tie-Up and M&A z Daifuku Forms Business Tie-Up with Knapp AG, Austria (October 2010) To increase market share in Europe and Latin America and bolster the piece- picking systems business z Daifuku Acquires Competitor’s Car Wash Business (January 2011) To improve earnings by
Slide 23: Topics: Corporate Bond Rating Maintained; Intel PQS Award
18-2. Topics 22 Corporate Bond Rating Maintained (July 2010) Receiving a favorable evaluation of its strong financial foundation, Daifuku maintained an A minus (A-) rating for its corporate bonds, with its short-term bond rating unchanged at “a-1” as well. Both ratings are from the Rating and Inve
Slide 24: Topics: Established Environmental Vision 2020
18-3. Topics 23 Established Environmental Vision 2020 (April 2011) Daifuku sets environmental goals to achieve by fiscal 2020. We aim to cut CO2 emissions from our business activities to a sixth, while introducing more environmentally friendly products and services.
Slide 25: Impact on Japan's Earthquake
19. Impact on Japan’s Earthquake 24 • Shiga works, Daifuku’s main manufacturing facilities, were not affected by the March 11 earthquake. • Daifuku moved quickly to undertake recovery work for customers affected by the earthquake and is now engaged in reconstruction. • Daifuku aims to minimize the i
Slide 26: Cautionary Statement with Respect to Forward-Looking Statements
Cautionary Statement with Respect to Forward-Looking Statements The strategies, beliefs and plans related to future business performance as described in this document are not established facts. They are business prospects based on the assumptions and beliefs of the management team judging from the m