Nissei Asb Machine Co,. Ltd. · TSE:6284
Nissei Asb Machine Co — FY2023 Earnings Presentation
63 slides from Nissei Asb Machine Co's earnings presentation, Nov 30, 2023
Slide 1: Financial Results Year Ending September 2023
Global Niche Top Company selected by Japanese Ministry of Economy, Trade and Industry Financial Results Year Ending September 2023 November 30, 2023 Nissei ASB Machine Co., Ltd. (TSE Prime market, Code Number 6284)
Slide 2: INDEX
2 INDEX I. Results for the year ending Sept. 2023 II. Financial forecast for the year ending Sept. 2024 III. Focus measures for the year ending Sept. 2024 Reference Documents
Slide 3: I. Results for the year ending Sept. 2023
3 I. Results for the year ending Sept. 2023
Slide 4: Review of the period ending Sept. 2023
4 Review of the period ending Sept. 2023 Business environment is on a recovery trend. Orders received and sales were at a high level. Also strong results of after-sales services. Sales cycles are in good condition. ⚫ As a result of newly established Global sales Division and implementation of strate
Slide 5: Financial Results (Summary)
5 Financial Results (Summary) Good financial results with the highest record in value of orders received as well as the second highest in sales and operating profit. Disclosed forecast was almost achieved as a result of recording the highest quarterly sales ever in Q4. (Unit: million yen) Year on ye
Slide 6: Factors for Changes in Operating Profit
Factors for Changes in Operating Profit 6 (Year on Year Comparison) Operating profit increased due to increase in sales scale including influence of exchange rate and effect of price revision Increase Decrease Total (Unit: million yen) Increase in Increase in SGA expenses material cost, etc. (includ
Slide 7: Orders Received and Order Backlogs by Product
7 Orders Received and Order Backlogs by Product Orders received for molds and parts both hit record highs and total value of orders received recorded the highest. Order backlogs remain at a high level of 14 billion yen. (Unit: million yen) Year on year Comparison 2022/09 2023/09 Total Total Amount o
Slide 8: Orders Received and Order Backlogs by Region
8 Orders Received and Order Backlogs by Region In Europe, Eastern Europe performed well. In Southwest Asia, India progressed well. (Unit: million yen) Year on year Comparison 2022/09 2023/09 Total Total Amount Rate of Q1 Q2 Q3 Q4 of Change Change Americas 10,792 2,272 2,348 2,744 3,452 10,817 24 0.2
Slide 9: Long-Term Changes in Orders Received and Order Backlogs
9 Long-Term Changes in Orders Received and Order Backlogs Received the record-highest orders of 35.2 billion yen. Opened the door to a new stage. 35,000 35,000 (Unit: million yen) 35-40 billion 受注残高 受注残高 受注高通期 受注高通期 40,000 Order Full year backlogs orders 30-35 billion 35,181 35,000 30,000 30,000 34,
Slide 10: Long-Term Changes in Orders Received by Product
Long-Term Changes in Orders Received by Product 10 (moving average) Orders for molding machines tend to receive influence of external factors, whereas orders for molds are growing steadily 8,000 [Graph: 4 point moving averages for quarterly figures] 7,000 [Molding Machine Orders] 6,000 5,000 4,000 3
Slide 11: Sales Comparison by Product
11 Sales Comparison by Product As a result of progress in Q4, sales of all product categories achieved the amount exceeding the previous year. Each sales of molds and parts recorded the highest ever. (Unit: million yen) Year on Year Comparison 2022/09 2023/09 Total Total Amount Rate of Q1 Q2 Q3 Q4 o
Slide 12: Sales Trend by Molding Machine Category
12 Sales Trend by Molding Machine Category Sales of both small / mid-sized and large machines increased. No change in product mix. (Unit: million yen) 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 2014/09 2015/09 2016/09 2017/09 2018/09 2019/09 2020/09 2021/09 2022/09 2023/09 Small / mid-siz
Slide 13: Sales Comparison by Region
13 Sales Comparison by Region Led by Japan, East Asia recorded the highest sales ever. Other regions also maintained high levels, achieving sales exceeding the previous year in all regions. (Unit: million yen) Year on Year Comparison 2022/09 2023/09 Total Total Amount Rate of Q1 Q2 Q3 Q4 of Change C
Slide 14: Capital Investment/R&D Cost
14 Capital Investment/R&D Cost Large-scale capital investment has been once settled down. Projects are carefully selected for R&D. (Unit: million yen) 2022/09 2023/09 total total Capital expenditure 2,892 825 Depreciation cost 1,654 1,756 R&D cost 495 278 Capital Expenditure Trend R&D Cost Trend Str
Slide 15: Consolidated Balance Sheets (Overview)
15 Consolidated Balance Sheets (Overview) Securing abundant current cash on hand prospecting future growth investment (Unit: million yen) 2022/09 2023/09 Amount of Change Current Assets 48,296 50,699 2,402 Cash, deposits, and securities 19,188 23,578 4,390 Notes and accounts receivable-trade 6,687 7
Slide 16: Consolidated Statements of Cash Flows (Overview)
16 Consolidated Statements of Cash Flows (Overview) Cash and cash equivalents increased. Maintaining high level of capital. (Unit: million yen) 2022/09 2023/09 Cash flows from operating activities ➢ Cash flows from operating activities Cash flows from operating activities 3,454 7,885 increased mainl
Slide 17: II. Financial forecast for the year ending Sept. 2024
17 II. Financial forecast for the year ending Sept. 2024
Slide 18: Financial Forecast for the Year Ending Sept. 2024
18 Financial Forecast for the Year Ending Sept. 2024 Target to achieve the highest sales ever by strengthening global management system (Unit: million yen) 2023/09 Results 2024/09 Forecast Year on Year Comparison Ratio to Ratio to Amount of Rate of Full year Full year sales sales Change Change Net s
Slide 19: III. Focus measures for the year ending Sept. 2024
19 III. Focus measures for the year ending Sept. 2024
Slide 20: Focus Measures for the Year Ending Sept. 2024
20 Focus Measures for the Year Ending Sept. 2024 Major focus measures 1. Enhancement of product competitiveness 2. Strengthening global sales system 3. Construction of firm production system 4. Sustainability
Slide 21: Focus Measures for the Year Ending Sept. 2024
21 Focus Measures for the Year Ending Sept. 2024 Major focus measures 1. Enhancement of product competitiveness 2. Strengthening global sales system 3. Construction of firm production system 4. Sustainability
Slide 22: Enhancement of product competitiveness
22 Enhancement of product competitiveness Enhancement of product competitiveness Enhance competitiveness by combining environment-conscious technologies and DX strategy in addition to product power of machines Product Environment- power conscious DX strategy technologies • For beverage containers •
Slide 23: ASB's product power
23 Enhancement of product competitiveness ASB’s product power A diverse product lineup that meets market needs 1-Step 1.5-Step 2-Step Main product series having An innovative concept machine High-performance preform molding Double-blow heat-set molding superiority in production of which has advantag
Slide 24: ASB's environment-conscious technologies
24 Enhancement of product competitiveness ASB’s environment-conscious technologies [Climate change] [Waste] Social issues Reduction of CO2 Reduction of plastic waste • Reduction of electricity consumption 3R+Renewable • Reduction of transportation load New (Reduction of container weight, local eco R
Slide 25: ASB's DX strategy
25 Enhancement of product competitiveness ASB’s DX strategy ➢ Vision1 is ASB’s new controlling system ➢ Conforms to the world standard communication protocol, "OPC UA“ Industrial-IOT ➢ Realizes a link between molding machines, ancillary equipment, and the entire production line ➢ Realizes productivi
Slide 26: ASB's DX strategy: What Vision1 can do
26 Enhancement of product competitiveness ASB’s DX strategy What Vision1 can do Visualization of production line (Vision1 for Line) Three DX loops that ASB envisions (Operating status, amount of containers produced, Visualization of molding conditions electricity consumption, etc.) DX loop at custom
Slide 27: Focus Measures for the Year Ending Sept. 2024
27 Focus Measures for the Year Ending Sept. 2024 Major focus measures 1. Enhancement of product competitiveness 2. Strengthening global sales system 3. Construction of firm production system 4. Sustainability
Slide 28: Strengthening global sales system
28 Strengthening global sales system Increase orders by evolving the Global sales Division and strengthening proposal abilities to global customers Karel Keersmaekers-Michiels, Eva Alzas Guillen, Executive director*1 and head of Global sales Division Director*2 and deputy head of Global sales Divisi
Slide 29: Major exhibitions in this fiscal year
29 Strengthening global sales system Major exhibitions in this fiscal year (Showing only the exhibitions with molding demonstration) Japan : Open House Show 2023 Schedule: Oct. 2023 (Ended) USA : NPE 2024 Schedule: May 2024 Turkey : Eurasia Packaging 2023 Schedule: Oct. 2023 (Ended) China : Chinapla
Slide 30: Report of the Open House Show 2023
30 Strengthening global sales system Report of the Open House Show 2023 (at head office factory and Chikumagawa factory on Oct. 17, 2023) Customers in Japan 150 visitors from 50 companies Number of visitors Overseas customers 250 visitors from 100 companies, 40 countries (including staff of subsidia
Slide 31: Report of the Open House Show 2023 (head office)
31 Strengthening global sales system Report of the Open House Show 2023 (at head office factory)
Slide 32: Report of the Open House Show 2023 (Chikumagawa factory)
32 Strengthening global sales system Report of the Open House Show 2023 (at Chikumagawa factory) HDPE Molding
Slide 33: Market trends
33 Strengthening global sales system Market trends North Machinery demand is on a recovery trend as concerns about high interest rates and inflation are expected to recede. America In addition, demand for molds and parts remains strong. Americas Central and South Production transfer from China (loca
Slide 34: After-sales service and parts sales business
34 Strengthening global sales system Increasing customer satisfaction through after-sales service and parts sales business Measures taken so far Ratio of order growth by region 2,000 ➢ Eliminating failure to receive orders by analyzing necessary inventory +73% 2017 2023 ➢ Shortening delivery times b
Slide 35: Focus Measures for the Year Ending Sept. 2024
35 Focus Measures for the Year Ending Sept. 2024 Major focus measures 1. Enhancement of product competitiveness 2. Strengthening global sales system 3. Construction of firm production system 4. Sustainability
Slide 36: Construction of firm production system
36 Construction of firm production system Construction of global production system India Japan Functions: Production of small / mid-sized Functions: R&D, production of special machines, etc. machines and molds The India plant is a production base for mass Japanese factories promote R&D and DX, and a
Slide 37: Promotion of optimal production system for molds
37 Construction of firm production system Promotion of optimal production system for molds Increasing the efficiency of Shipping sample bottles mold production process Mold Mold Test Customer Mold Order design production molding approval shipment Instruction for correction ➢ As mold orders remain st
Slide 38: Four functions of TSC in USA
Reposted (with some additions): Presentation of Consolidated Financial Results 38 Construction of firm production system for the Six Months Ended March 31, 2022 Four functions of TSC in USA Increase customer satisfaction by providing one-stop service [Bottle design and mold design] [Retouch and corr
Slide 39: Focus Measures for the Year Ending Sept. 2024
39 Focus Measures for the Year Ending Sept. 2024 Major focus measures 1. Enhancement of product competitiveness 2. Strengthening global sales system 3. Construction of firm production system 4. Sustainability
Slide 40: Sustainability: Corporate Principles
40 Sustainability Promotion of sustainable management practicing corporate principles Corporate Principles ◆Generate affluence for people and society ◆Maintain company growth by providing high level technology and service Initiatives to climate change and Environment strengthen reduction of wastes,
Slide 41: Initiatives to environment and human capital
41 Sustainability Initiatives to environment and human capital Environment Human capital ➢ Climate change ➢ Respect for the human rights (1) Aug. 2022: Support for the TCFD recommendations Aug. 2023: Establishment of human rights policy and revision of compliance guidelines (2) Reduction of CO2 emis
Slide 42: Strengthen management foundation with new management structure
42 Sustainability Strengthen management foundation with new management structure Expand business scale and increase corporate value over the medium to long term with a diverse management structure. Consider to further strengthen effectiveness of our governance system over the next year, including in
Slide 43: Management conscious of cost of capital and stock price
43 Sustainability Action to Implement Management that is Conscious of Cost of Capital and Stock Price ➢ As a leading company in the stretch blow molding machine industry, we are proud of maintaining extremely high profitability, but in order to “maintain company growth" as stated in our corporate pr
Slide 44: Growth scenario
44 Growth scenario Three core technologies Support system Molding After-sales Machines Molds technique services Global sales force as the base Fusion of information technology Sustainability Maintain company growth through ASB's unique business model
Slide 45: Growth image
45 Growth image Accelerate company growth through ASB's unique business model 50,000 20,000 営業利益 Operating profit 売上高 Sales 45,000 18,000 40,000 16,000 35,890 34,798 35,000 14,000 30,277 29,289 30,000 27,834 12,000 27,254 26,129 25,396 25,526 25,000 22,605 10,000 8,735 19,985 19,769 20,000 17,459 7,
Slide 46: Thank you very much
46 Thank you very much Accounting and finance dept., NISSEI ASB MACHINE CO., LTD. Telephone： +81 (0)267-23-1560 Inquiries related to IR e-mail：ir-info@nisseiasb.com website： https://www.nisseiasb.co.jp/en/ Note regarding future outlook This document serves as an informational guide for investors and
Slide 47: Reference Documents
47 Reference Documents
Slide 48: Company Overview
48 Company Overview Company Name NISSEI ASB MACHINE CO., LTD. Established 8 November 1978 Representative Representative Director, Chairman and CEO: Daiichi Aoki Representative Director, President and COO: Makoto Fujiwara (as of 1 December, 2023) Headquarters 4586-3 Koo, Komoro-shi, Nagano The develo
Slide 49: ASB's Business Areas
49 ASB's Business Areas Leading company in container development ASB’s area of expertise is in “Small Quantity / Multi-products / High Difficulty” Estimated Container Container Container Filling Distribution Retail Composition R&D Molding Production Variety Difficulty Consumer Volume ratio Small Mor
Slide 50: ASB's Business Areas: 1-step machines
50 ASB's Business Areas Attention increases for 1-step molding machines Our areas of expertise expands through technical improvement in line with environmental changes and diversification of needs Capable of offering high value-added containers Container Expansion of demand for 1-step machines from
Slide 51: Examples of Containers Molded by our Machines
51 Examples of Containers Molded by our Machines Wide varieties of containers for living necessities Category Examples Beauty lotion, milky lotion, moisturizing lotion, perfume, mascara, hair- Cosmetics care and skin-care products, etc. Soy-sauce, sauce, ketchup, mustard, dressing, seasonings, spice
Slide 52: PET Bottle Production Method
52 PET Bottle Production Method ASB’s area of expertise is 1-step machine 1-Step machine Features of 1-Step machine ➢ PET container can be produced in one machine ➢ Small investment cost, small footprint ➢ Superiority in production of variety of containers in small- to mid-sized lots ➢ Suitable to p
Slide 53: Focus Measures for the Year Ending Sept. 2024 (1. Development)
Focus Measures for the Year Ending Sept. 2024 53 (1. Development) Major existing product lineup 1-Step 1.5-Step Main product series having superiority An innovative concept machine in production of variety of containers which has advantages of both in small- to mid-sized lots 1-step and 2-step machi
Slide 54: Zero Cooling System
54 (The most remarkable success in epoch-making development ever Zero Cooling System since the ASB’s establishment) Zero Cooling System, a technology that improves productivity and container quality Conventional Container production cycle production process Injection molding process Machine 1. Prefo
Slide 55: Changes in Business Activities
55 Changes in Business Activities Produced many industry-first technologies since its establishment Constructed a firm business foundation in technology, sales and production Production 2021 Acquired a building site for a new factory 2018 Chikumagawa factory Established a foundation began operations
Slide 56: Why Customers Support Us
56 Why Customers Support Us “Ironclad cycle” of trust from customers, created through 40 years of business End-Users Differentiation of own-product (High-end-oriented / Originality) Container development abilities Container Manufacturers Technical development Trust from Advanced / Complicated Trinit
Slide 57: Efforts Addressing the Environmental Issues
57 Efforts Addressing the Environmental Issues Leading the industry with efforts to environment-conscious technologies since its establishment ➢ Our molding machines are applicable to many kinds of plastic materials ➢ Promoting technological development for the “3R + Renewable” concept and supplying
Slide 58: Trends addressing plastic issues by countries
58 Efforts Addressing the Environmental Issues Trends addressing plastic issues by countries Resource Circulation Strategy for Plastics (abstract) ⚫ Suppress use of single-use plastics by 25% in accumulation by 2030 Japan ⚫ Reuse or recycle 60% of plastics packaging by 2030 ⚫ Effectively utilize 100
Slide 59: Consolidated Performance of Previous Years
Consolidated Performance of Previous Years 59 (Management indicators) (Unit: million yen, yen, %) 2014/09 2015/09 2016/09 2017/09 2018/09 2019/09 2020/09 2021/09 2022/09 2023/09 Amount % Amount % Amount % Amount % Amount % Amount % Amount % Amount % Amount % Amount % Net Sales 22,605 100.0 25,396 10
Slide 60: Sales Trend by Product
60 Sales Trend by Product Recorded the highest quarterly sales ever in this Q4. Molding machines recovered. Molds and parts remains strong (Unit: million yen) India Factory 2 India Factory 3 Entry into India — Enhancement of production in India Chikumagawa Factory 12,000 The highest Stretch Blow Mol
Slide 61: Sales Trend by Region
61 Sales Trend by Region Standing firm on balanced sales composition with Europe, Americas and Asia India Factory 2 India Factory 3 Entry into India — Enhancement of production in India Chikumagawa Factory (Unit: million yen) 米州 Americas 欧州 Europe 南・西アジア South / West Asia 東アジア East Asia 40,000 35,89
Slide 62: Corporate Principles and ASB Values
62 Corporate Principles Generate affluence for people and society ASB is committed to make people live more conveniently and affluently through our business of popularizing PET bottles around the world and for more applications. Maintain company growth by providing high level technology and service
Slide 63: Accounting and finance dept. contact
63 Accounting and finance dept., NISSEI ASB MACHINE CO., LTD. Telephone: +81 (0)267-23-1560 Inquiries related to IR e-mail: ir-info@nisseiasb.com Website: https://www.nisseiasb.co.jp/en/