Nippon Express Holdings, Inc. · TSE:9147

Nippon Express — Investor Day (September 2022)

15 slides from Nippon Express's investor day presentation, Sep 15, 2022

  1. Slide 1: Initiatives to Improve Capital Efficiency

    IR Day 2022 Session 3 Initiatives to Improve Capital Efficiency Director and Managing Executive Officer: Takashi Masuda NIPPON EXPRESS HOLDINGS, INC. September 15, 2022

  2. Slide 2: Initiatives Toward Improved Capital Efficiency

    Initiatives Toward Improved Capital Efficiency Generate Cash Operating Activities Cash Flows, Slim Down Balance Sheet (3) Return (1) M&A To (2) Capital Shareholders Investment Improved Equity income Improved control ROE 1 September 15, 2022 IR day 2021年12月期決算説明会資料 Copyright © 2022 NIPPON EXPRESS HOL

  3. Slide 3: Generate Cash (Results)

    Generate Cash (Results) (1) Slim Down Balance Sheet · Sale of former headquarters building in Shiodome (sales price: ¥73.2 billion; gain on sale: ¥65.8 billion) *Currently considering the sale of offices in the Kanto region · Liquidation of Yokkaichi Logistics Center: ¥3.6 billion *Currently conside

  4. Slide 4: Cash Generation Activities (Results)

    Cash Generation Activities (Results) (1) Capital Investments & M&A · Capital investments FY2021 (results) ¥56.5 billion FY2022 (plan) ¥64.0 billion *Excluding leased assets *FY2021 results are for the nine-month period (April-December) due to a change in the fiscal year end *Looking forward, we will

  5. Slide 5: Improve Business Indicators

    Improve Business Indicators (1) Slim Down Balance Sheet & Improve Business Indicators · Slim down the balance sheet and improve business indicators by selling real estate and strategic shareholdings. Results Results Results *1 Results Forecast Fiscal year FY2018 FY2019 FY2020 FY2021 FY2022 Ratio of

  6. Slide 6: Optimize Business Portfolio & Vision for 2037

    Optimize Business Portfolio & Vision for 2037  Reorganize and integrate overlapping businesses and functions within the group A logistics company with a strong presence in the global market • Reorganize logistics finance business (January 2023) • Reorganize real estate business and functions • Reor

  7. Slide 7: NX Group Ambidextrous DX Strategy

    NX Group Ambidextrous DX Strategy 6 September 15, 2022 IR day 2021年12月期決算説明会資料 Copyright © 2022 NIPPON EXPRESS HOLDINGS,INC., All rights reserved. Session 3

  8. Slide 8: NX Group Direction for DX

    NX Group Direction for DX The NX Group will leverage the knowledge and data obtained from physical assets and the solid physical layer (foundation) built on these assets that handles a wide variety and volume of cargo. In this way, we will engage in logistics-based DX through the accumulation of new

  9. Slide 9: DX Strategy Activities and Outcomes

    DX Strategy Activities and Outcomes 8 September 15, 2022 IR day 2021年12月期決算説明会資料 Copyright © 2022 NIPPON EXPRESS HOLDINGS,INC., All rights reserved. Session 3

  10. Slide 10: Overview of the NX Group x NEC Business Alliance

    Overview of the NX Group x NEC Business Alliance Eliminating labor shortages Supporting people’s lifestyles Adopting eco-friendly practices Transforming work styles Achieving a sustainable society (low-carbon/decarbonized society) Contributing to society Trading company/ Supplier Manufacturer wholes

  11. Slide 11: NX Group x NEC Value Co-Creation

    NX Group x NEC Value Co-Creation Ideal Result Logistics operations expertise Value co-creation Remote Global network robotic A logistics company with a control strong presence in the Customer base spanning Improved global market upstream to downstream Corporate Value Digitalization Improved value of

  12. Slide 12: 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 AGS The Americas March

  13. Slide 13: M&A Strategy (Toward Achieving Our Long-Term Vision)

    M&A Strategy (Toward Achieving Our Long-Term Vision) (3) Strengthen Post-Merger Integration (PMI) System • Strengthen domestic and overseas sales capabilities to increase the synergy creation effect. • Create mutual sales synergies through collaborations between acquired companies and overseas regio

  14. Slide 14: Reference: M&A Strategy (Toward Achieving Our Long-Term Vision)

    Reference: M&A Strategy (Toward Achieving Our Long-Term Vision) Global Forwarder Rankings Top 10 FY2020 5th FY2021 7th ⇒ * Based on the exchange rate as of December 2020 (US$1 = ¥104.50). * Based on the exchange rate as of December 2021 (US$1 = ¥114.02). Source: Armstrong & Associates, Inc. A&A's To

  15. Slide 15: 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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