Hitachi, Ltd. · TSE:6501
Hitachi — Investor Day (June 2019)
17 slides from Hitachi's investor day presentation, Jun 4, 2019
Slide 1: Smart Life Sector
Smart Life Sector Hitachi IR Day 2019 June 4, 2019 Keiji Kojima Executive Vice President and Executive Officer General Manager of Smart Life Business Management Division Hitachi, Ltd. © Hitachi, Ltd. 2019. All rights reserved.
Slide 2: Key Messages Today
Key Messages Today 1 Contributing to improving people’s QoL by creating livable cities Accomplishing structural reform, positioning the 2021 Mid-term 2 Management Plan as preparation for future growth Significantly improving profitability through business portfolio 3 changes and operational reforms
Slide 3: 1. Scope of Businesses
3 Defense Systems BU © Hitachi, Ltd. 2019. All rights reserved. IT Social Infrastructure Systems BU Financial Institutions BU Energy BU Energy Nuclear Energy BU Services & Platforms BU Product Business Water & Environment BU Industry Industry & Distribution BU 1. Scope of Businesses Healthcare BU Sm
Slide 4: 2. Business Portfolio
2. Business Portfolio Aimed at solving social issues with the keywords of health, safety and comfort Healthcare 20% * Automotive Systems 53% Diagnostic Powertrain systems Treatment systems FY2018 revenues Chassis parts Smart Life & Eco-friendly Systems 27% 1.8 trillion yen Home Safety sy
Slide 5: 3. Vision
3. Vision Contributing to improving people’s QoL by creating livable cities Social value Supporting healthy, safe and comfortable lives with competitive products and Lumada Data economy Society 5.0 Automating operations by connecting products Environmental value Healthcare Automotive Systems Smart L
Slide 6: 4. Value Creation
4. Value Creation Creating social and environmental values by continuing technological innovations Cancer treatment maintain QoL with technologies for particle therapy system Contributing to treating a cumulative total of 80,000 cancer patients by 2021 Eliminating fatal traffic accidents with auto
Slide 7: 5. Goal of the 2021 Mid-term Management Plan
5. Goal of the 2021 Mid-term Management Plan Accomplishing structural reform by positioning the period of the 2021 Mid-term Management Plan as a time of preparation for future growth FY2022 - Achieving growth by fully operating the digital service business Accomplishing business structural reform FY
Slide 8: 6. Financial Targets of the 2021 Mid-term Management Plan
6. Financial Targets of the 2021 Mid-term Management Plan Accomplishing business structural reform to achieve an operating income ratio exceeding 10% in FY2021 FY2018 results* FY2021 targets* Accomplishing business structural reform Cumulative total Revenues 1.8 trillion yen Over 2.1 trillion yen in
Slide 9: 7. Structural Reform in the Automotive Systems Field
7. Structural Reform in the Automotive Systems Field Significantly improving profitability through business portfolio changes and operational reforms President Koch, Hitachi Automotive Systems Status of structural reform Issues to solve (2018 Mid-term Management Plan) Reform began under President
Slide 10: 8. Structural Reform in the Smart Life & Eco-friendly Systems Field
8. Structural Reform in the Smart Life & Eco-friendly Systems Field Reforming the structure of the home appliances business following the air-conditioning systems, with a focus on the bottom line President Taniguchi, Hitachi Global Life Solutions Status of structural reform Issues to solve (2018 Mid
Slide 11: 9. Structural Reform in the Healthcare Field
9. Structural Reform in the Healthcare Field Improving global competitiveness by mobilizing the capabilities of the Hitachi Group CEO Yamamoto, Healthcare BU Status of structural reform Issues to solve (2018 Mid-term Management Plan) Expedited strategy implementations with Integrative investment
Slide 12: 10. Establishing the Smart Life Sector's Lumada Business Model
10. Establishing the Smart Life Sector’s Lumada Business Model Service business model: Smart Life Infrastructure as a Service Providing comprehensive systems including financing and reducing TCO with Lumada Expanding the digital economy by providing the operation data openly Investing approx.
Slide 13: 11. Developing Smart Digital Solutions in the Smart Life Sector
11. Developing Smart Digital Solutions in the Smart Life Sector Building a structure for expanding the Lumada business through joint efforts with regional headquarters and the IT Sector General Manager Osumi, Smart Digital Solution Business Development Division Regional headquarters IT Sector Smart
Slide 14: 12. Roadmap
12. Roadmap Completing business portfolio change during FY2019 to FY2020 and focusing efforts on integration in FY2021 FY2019 FY2020 FY2021 Accomplishing business structural reform Profiting from Automotive Process for the synergy Systems enhancing Completion of portfolio portfolio change
Slide 15: Cautionary Statement
Cautionary Statement Certain statements found in this document may constitute “forward-looking statements” as defined in the U.S. Private Securities Litigation Reform Act of 1995. Such “forward-looking statements” reflect management’s current views with respect to certain future events and financial
Slide 16: Hitachi Social Innovation is POWERING GOOD
Hitachi Social Innovation is POWERING GOOD
Slide 17: HITACHI Inspire the Next
HITACHI Inspire the Next