Panasonic Holdings Corporation · TSE:6752
Panasonic — Corporate Update (February 2025)
14 slides from Panasonic's corporate update, Feb 4, 2025
Slide 1: Group Management Reform
Group Management Reform Yuki Kusumi, Group CEO Panasonic Holdings Corporation February 4, 2025 Notes: 1. This is an English translation from the original presentation in Japanese. 2. In this presentation, “Fiscal 2025” or “FY3/25” refers to the year ending March 31, 2025.
Slide 2: Summary of This Medium Term
Summary of This Medium Term Each business faces problems in both “competitiveness & profitability” and “indirect costs” - Automotive batteries: Due to slowdown in EV market growth, securing profit is becoming difficult Priority - Air quality & air-conditioning: Profitability deteriorated due to fier
Slide 3: Group Management Reform
Group Management Reform Contribute to society by helping people to live better lives over many years by always responding to changes - Organizational & cost structures that hamper enhancement of competitiveness must be fundamentally changed - Unify operations & resources in an optimally Groupwide wa
Slide 4: Issues That Must Be Solved
Issues That Must Be Solved Fixed-cost Enhancement of Priority structure competitiveness investment areas Lean HQs & Initiatives for indirect departments “businesses with issues” Focus on solutions Fixed-cost Business portfolio structural reform & management (PFM) profit improvement FY3/26 is the yea
Slide 5: Scrutinize low-profit businesses
Scrutinize low-profit businesses Businesses with - Industrial devices issues - Electromechanical control Sales: No expectation for growth＆ Approx. 900 billion yen “ROIC<WACC by business” - Kitchen appliances - TVs Businesses to be reconstructed / - Air-quality & air-conditioning Sales: Business cond
Slide 6: CE Business Reconstruction
CE Business Reconstruction - Offer globally competitive products with “Japan Quality” based on cost capability hat meets global standards - Fully scrutinize business structure & organization to thoroughly optimize R&D, manufacturing, & sales resources Change in business Group’s issues environments -
Slide 7: Solutions Area: Offer Customer-Centric Value through Integrated Contact Point
Solutions Area: Offer Customer-Centric Value through Integrated Contact Point Solutions area (Current scale: 3.5 trillion yen) Data centers Commercial Food Factories Logistics facilities/offices Detached houses/ Corporate/ distribution public spaces condominiums Aviation ・・・ Improve Improve ・・・ prod
Slide 8: Create Synergy in Solutions Area
Create Synergy in Solutions Area Create Groupwide synergy beyond the borders of Lifestyle business - Turn its divisional companies into operating companies Dissolve Panasonic to enhance autonomous responsible management Corporation (PC) - Integrate B2C businesses into Smart Life Company PHD PHD Smar
Slide 9: Expected Contribution to Profit by Management Reform
Expected Contribution to Profit by Management Reform Dissolve Groupwide optimization of Panasonic Corporation personnel (incl. employment Fixed-cost structure reform) structural reform & Integrate & close manufacturing/logistics/sales sites profit improvement Improve productivity & reduce fixed cost
Slide 10: Five Principles of Management Reform
Five Principles of Management Reform 1. Our management foundation must be rebuilt as sustainable and robust for Panasonic to make contributions to our customers over many generations as a public entity. 2. Our current reforms must provide benefits to all stakeholders working to make our enterprise v
Slide 11: What the Group Aims to Become
What the Group Aims to Become FY3/25 sales forecast: 3.5 trillion yen Solutions area Power sources for data centers / Energy creation, storage, & energy savings / SCM software / Cold chain / Area Avionics / Operational frontline & factory solutions / Electrical construction materials & lighting, etc
Slide 12: Profit Targets We Pursue through Management Reform
Profit Targets We Pursue through Management Reform Fixed-cost structural Business portfolio reform & profit + management improvement FY3/29 ROE 10% or more Adjusted OP ratio 10% or more Rebuild foundation to accelerate enhancement of enterprise value 11 © 2025 Panasonic Holdings Corporation
Slide 13: Panasonic Group
Panasonic Group
Slide 14: Disclaimer Regarding Forward-looking Statements
Disclaimer Regarding Forward-looking Statements This presentation includes forward-looking statements about Panasonic Holdings Corporation (the "Company") and its Group companies (the "Panasonic Group"). To the extent that statements in this presentation do not relate to historical or current facts,
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