Mitsubishi Electric Corp. · TSE:6503
Mitsubishi Electric — Investor Presentation (June 2020)
32 slides from Mitsubishi Electric's investor presentation, June 2020
Slide 1: June 2020
June 2020 © Mitsubishi Electric Corporation
Slide 2: Contents
Contents Introduction 1. Corporate Principle 2. Management Policy 3. Strategy 4. Outlook for FY2020 5. Growth Targets for FY2020: Review 6. Formulating the Medium-term Management Plan towards 2025 7. Enhancement of Business Foundation 8. Business Model Transformation 9. For New Lifestyles and Work S
Slide 3: Introduction
Introduction I would like to express my deepest sympathy and condolences for all the people who have lost their lives to COVID-19, as well as for everyone who has suffered through the pandemic and their families and acquaintances. In addition, I would like to express my sincere gratitude and respect
Slide 4: 1. Corporate Principle
1. Corporate Principle Corporate Mission The Mitsubishi Electric Group will continually improve its technologies and services by applying creativity to all aspects of its business. By doing so, we enhance the quality of life in our society. Seven Guiding Principles 1. Trust: Establish relationships
Slide 5: 2. Management Policy
2. Management Policy － Maintain and evolve Balanced Corporate Management － ■ Pursue the Satisfaction of Growth the Four Stakeholder Categories Sustainable growth through providing solutions to Social Contributions Excellent Products and Services social challenges Technology Synergies/ Society Cu
Slide 6: 3. Strategy
3. Strategy 《Strategy》 Mitsubishi Electric will provide integrated solutions to address diversifying social challenges, in the four fields of Life, Industry, Infrastructure and Mobility, uniting all the capabilities inside and outside of the Group. For this purpose, we will enhance our business foun
Slide 7: Contribute through value creation and all corporate activities
Based on its strategy, Mitsubishi Electric Group will pursue value creation for addressing social challenges, and contribute to achieving the 17 goals of the SDGs, through all corporate activities. Contribute through value creation … Contribute through all corporate activities … Further promote init
Slide 8: 4. Outlook for FY2020 (Consolidated performance)
4. Outlook for FY2020 (Consolidated performance) FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 *1 U.S.GAAP IFRS Actual Actual Actual Actual Actual Forecast (Jun. 2020) Without the impact *4 With the impact of of COVID-19 COVID-19 109JPY/USD 111JPY/USD 111JPY/USD 111JPY/USD 109JPY/USD 105JPY/USD 105JPY/U
Slide 9: 4. Outlook for FY2020 (Segment Forecast)
4. Outlook for FY2020 (Segment Forecast) FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 *1 U.S.GAAP IFRS Actual Actual Actual Actual Actual Forecast (Jun. 2020) Without the impact *2 With the impact of COVID-19 of COVID-19 109JPY/USD 111JPY/USD 111JPY/USD 111JPY/USD 109JPY/USD 105JPY/USD 105JPY/USD (Bill
Slide 10: 5. Growth Targets for FY2020: Review (1)
5. Growth Targets for FY2020: Review (1) The outlook for FY2020 projects revenue of ¥4.1 trillion and operating profit margin (OPM) of 2.9%, which is expected to fall short of the FY2020 growth targets set in FY2014, partly due to the impact of COVID-19. 5,000 or more 4,519 4,462 4,540 OPM Target Re
Slide 11: 5. Growth Targets for FY2020: Review (2)
5. Growth Targets for FY2020: Review (2) The analysis of our performance from FY2014 to FY2020 is as follows. The chart starts with FY2013 that is the year before the target-setting. While certain results have been achieved, targets have not been reached. Some external factors contributed, such as s
Slide 12: 5. Growth Targets for FY2020: Review (2)
5. Growth Targets for FY2020: Review (2) The analysis of our performance from FY2014 to FY2020 is as follows. The chart starts with FY2013 that is the year before the target-setting. While certain results have been achieved, targets have not been reached. Some external factors contributed, such as s
Slide 13: 5. Growth Targets for FY2020: Review (2)
5. Growth Targets for FY2020: Review (2) The analysis of our performance from FY2014 to FY2020 is as follows. The chart starts with FY2013 that is the year before the target-setting. While certain results have been achieved, targets have not been reached. Some external factors contributed, such as s
Slide 14: 5. Growth Targets for FY2020: Review (3)
5. Growth Targets for FY2020: Review (3) Trends in Capital Allocation In order to achieve sustainable growth, we have made active investments focused on the enhancement of sales, development, and production systems for strengthening global expansion, as well as the promotion of technology developmen
Slide 15: 6. Formulating the Medium-term Management Plan towards 2025
6. Formulating the Medium-term Management Plan towards 2025 【Principles】 In order to address diversifying social challenges, we will focus on strengthening our solutions business. We will also revise our business portfolio to improve profitability and effectively utilize management resources, and en
Slide 16: 7. Enhancement of Business Foundation – Business Group
7. Enhancement of Business Foundation Energy & Electric Systems – Business Group – Information & Communication Systems Power Systems Power generation systems, Substation systems, Space Systems Transmission & distribution ICT systems, Satellites, Ground systems for Power distribution systems, etc. sa
Slide 17: Initiatives of Major Businesses (1)
7. Enhancement of Business Foundation – Initiatives of Major Businesses (1) – Power Systems Business Building Systems Business Provide products, systems and services which contribute to Provide total support from new installation to maintenance, and stable utilization of electricity and efficient bu
Slide 18: Initiatives of Major Businesses (2)
7. Enhancement of Business Foundation – Initiatives of Major Businesses (2) – Factory Automation (FA) Systems Business Space Systems Business Contribute to the smartification of factories by further evolving Contribute to building a global social infrastructure through the『e-F@ctory』 satellite syste
Slide 19: Research and Development
7. Enhancement of Business Foundation – Research and Development – Create new value that contribute to business model transformation, and develop future technologies in a well-balanced way from a short, medium, and long-term perspective, while working to thoroughly strengthen present businesses Life
Slide 20: Intellectual Property Activities
7. Enhancement of Business Foundation – Intellectual Property Activities – Protect technology based business advantages through patents over the medium and long term, and actively pursue intellectual property activities worldwide Patent PCT application ranking No. 2 globally Design registration numb
Slide 21: 8. Business Model Transformation
8. Business Model Transformation Accelerate the creation and cultivation of new business models and new businesses, including the renewal and maintenance business, the data utilization business, and the platform business, that unite all the capabilities inside and outside of the Group and actively u
Slide 22: Next-generation Transportation System Solution
8. Business Model Transformation Next-generation Transportation System Solution Contribute to safe and comfortable transportation ■ Railcar Maintenance Solution ■ Lane Hazard Warning System “Railway LMS on INFOPRISM” Contribute to labor savings and the safe and stable operation of Contribute to safe
Slide 23: Energy Solutions
8. Business Model Transformation Energy Solutions Contribute to the realization of sophisticated, sustainable lifestyle by turning natural energy into stable, high-quality electrical energy ■ Received two awards jointly with local Variable natural energy Large-scale storage battery control governmen
Slide 24: Manufacturing Solutions
8. Business Model Transformation Manufacturing Solutions Solve issues at manufacturing sites through automation that combines advanced technologies Cooperation/Automation with Robots × Labor shortage Humans concentrate on high value-added tasks ■ Promote collaborative work with robots using “quick-
Slide 25: Safe and Secure Urban Development Solutions
8. Business Model Transformation Safe and Secure Urban Development Solutions Visualize objects and concepts that were not noticed thus far, and realize an eco-friendly smart city that is easy to live and stay in High-precision Video analysis video surveillance solutions Open Innovations Video and se
Slide 26: Key Technologies That Support Transformation
8. Business Model Transformation Key Technologies That Support Transformation Promote the use of our proprietary “compact artificial intelligence (AI) technology” and “5G technology” in a wide range of businesses, as well as their development and demonstration in order to create new businesses 5G te
Slide 27: 9. For New Lifestyles and Work Styles
9. For New Lifestyles and Work Styles １．Work Style Transformation ・Promote group wide work style transformation by enforcing remote work and fully leveraging online meeting tools. ・Quickly establish the systems of marketing, commercial transactions, servicing and user trainings in the digital enviro
Slide 28: 10. ESG Initiatives
10. ESG Initiatives Continue our Commitment to the Awarded “Gold,” the highest UN Global Compact rating, in the evaluation of Continue CSR activities in accordance companies’ CSR performance with UN Global Compact principles in the conducted by EcoVadis (*1), a areas of Human Rights, Labour, the glo
Slide 29: 10. ESG Initiatives
10. ESG Initiatives Employee engagement Realizing a work environment where all employees can work with vitality ● Support career development through leave ● Transform the workplace culture by monitoring programs that accommodate individual life plans conditions using engagement surveys and for those
Slide 30: 10. ESG Initiatives – Corporate Governance
10. ESG Initiatives Corporate Governance In June 2003, Mitsubishi Electric became a company with a committee system (currently: nomination committee system company) and separated the supervisory and executive functions of management, to further continue with the promoting flexibility of operations a
Slide 31: Cautionary Statement
Cautionary Statement While the statements herein including the forecast of the Mitsubishi Electric Group are based on assumptions the Group considers to be reasonable under the circumstances on the date of announcement, actual results may differ significantly from forecasts. Such factors materially
Slide 32: © Mitsubishi Electric Corporation
31 © Mitsubishi Electric Corporation
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