Panasonic Holdings Corporation · TSE:6752
Panasonic — Investor Day (April 2022)
25 slides from Panasonic's investor day presentation, Apr 1, 2022
Slide 1: Group Strategy Briefing
Group Strategy Briefing Yuki Kusumi, Group CEO Panasonic Holdings Corporation April 1, 2022 Notes: 1. This is an English translation from the original presentation in Japanese. 2. In this presentation, “Fiscal 2022” or “FY22” refers to the year ended March 31, 2022.
Slide 2: Starting New Structure & Looking Back on Previous Medium-term Period
Starting New Structure & Looking Back on Previous Medium-term Period © 2022 Panasonic Holdings Corporation 1
Slide 3: Panasonic Group New Structure (from April 2022)
Panasonic Group New Structure (from April 2022) Panasonic Holdings Corporation PHD Panasonic Operational Excellence Co., Ltd. Panasonic Corporation Communication Co., Ltd. Panasonic Entertainment & Panasonic Energy Co., Ltd. Panasonic Automotive Systems Co., Ltd. Panasonic Housing Solutions Co., Ltd
Slide 4: Looking Back on Previous Medium-term Period
Looking Back on Previous Medium-term Period Improved profitability (FY20-22): • Eliminated losses from businesses with loss-making structures • Thoroughly enhanced our management structure despite external business environment changes such as COVID-19, etc. First year of “2-year period (FY22-23) to
Slide 5: New Medium- to Long-term Strategy
New Medium- to Long-term Strategy © 2022 Panasonic Holdings Corporation 4
Slide 6: Future Direction for Panasonic Group
Future Direction for Panasonic Group Ideal society with affluence both in matter & mind E Environ- S ment Social Contribute to solving global Support health & well-being of people environment issues both in mind & body Panasonic GREEN IMPACT in “lifestyle” & “workstyle” Profit Contribution Contribut
Slide 7: Outline of New Medium- to Long-term Strategy
Outline of New Medium- to Long-term Strategy 2022 2023 2024 2027 2030 (CY) 1 Contribute to solving E global environmental issues Environ -ment -P Action for environmental issues KPI KPI KPI Long-term Back-casting from social changes and what S Panasonic can contribute Social Business innovation for
Slide 8: Panasonic GREEN IMPACT
Panasonic 1 GREEN IMPACT E Environ- ment May 2021: CEO Briefing Made commitment to “achieve net zero CO2 emissions at all operating companies by 2030” January 2022: CES 2022 Announced Group’s long-term environmental vision “Panasonic GREEN IMPACT” Toward 2050, in addition to CO2 reductions from own
Slide 9: Panasonic GREEN IMPACT
Panasonic 1 GREEN IMPACT E Environ- ment By 2050 Create an impact that reduces CO2 emissions by more than 300 Mt, equivalent to approximately 1% of the current total global emissions* 2020 2050 Impact ➊: Emissions reduction in our own value chain, including the effect of decarbonization occurring in
Slide 10: Medium-term Management Indicators: KGI
2 Medium-term Management Indicators: KGI Cumulative operating CF (FY23-FY25) 2.0 trillion yen ROE (FY25) 10% or more Cumulative OP (FY23-FY25) 1.5 trillion yen Improve cash generation capability by thorough enhancement of business competitiveness © 2022 Panasonic Holdings Corporation 9
Slide 11: Investment Policy under New Medium- to Long-term Strategy
3 Investment Policy under E S New Medium- to Long-term Strategy Environ- ment Social Capital allocation (FY23-FY25) CF generation CF allocation Dividend & lease repayment Cumulative operating CF Operating company’s investment for growth: 2.0 trillion yen Make own investment toward its long-term goal
Slide 12: Investment for Growth: Automotive Battery Area
Investment for Growth: E 3 Automotive Battery Area Environ- ment Accelerate electrification in mobility : Contributions to a decarbonized society that does not depend on fossil fuels - Improved battery cell performance & safety essential for Competi- tiveness evolution & penetration of EVs - Cost co
Slide 13: Investment for Growth: Supply Chain Software Area
Investment for Growth: E 3 S Supply Chain Software Area Environ- ment Social Autonomous solutions eliminate all wastefulness & stagnation in supply chain and contribute to reducing environment impact - Wide range of software solution packages & AI accuracy Competi- - Optimize operational processes b
Slide 14: Investment for Growth: Air Quality & Air-conditioning Area
Investment for Growth: 3 E S Air Quality & Air-conditioning Area Environ- ment Social Achieve healthy & comfortable lifestyle and society by air- & water-related technology ‐ Advanced coordinated system integrating air quality & air- Competi- conditioning with unique technologies* tiveness ‐ Integra
Slide 15: Global Strategy
3 Global Strategy E Environ- S ment Social • Regional strategy leveraging each business’s strengths • Expand through business China & Asia: Lifestyle appliances/Automotive/FA solutions - Refine cost competitiveness & speed to become the best lifestyle partner in China (environment, health, elderly c
Slide 16: Investment in Technology Pillars: Hydrogen energy
Investment in Technology Pillars: 3 E Hydrogen energy Environ- ment Contribute to clean energy transformation for society through producing and expanding effective use of hydrogen Hydrogen energy devices - Accelerate new energy transformation by producing green hydrogen and expanding its effective u
Slide 17: Investment in Technology Pillars: CPS
3 Investment in Technology Pillars: CPS * E Environ- S ment Social Promptly find & offer the optimum solution by linking real issues in “lifestyle” & “workstyle” with cyber space Value-creation by CPS technology - Hardware/services learning from Yohana’s strengths to bring better value in lifestyle
Slide 18: Groupwide Technology Pillars
3 Groupwide Technology Pillars E S Environ- ment Social Ideal society with affluence both in matter and mind PC PAS PEAC PHS PCO PID PEC Functional materials/Materials informatics ○ ○ ○ ● ● Technologies contributing to Power electronics ○ ● ○ “environment” Hydrogen energy devices/DERMS* ● ○ ○ CPS/AI
Slide 19: Groupwide Key Measures toward Enhancing Competitiveness at Each Operating Company
4 Groupwide Key Measures toward Enhancing Competitiveness at Each Operating Company Management that maximizes potential of each employee Create an environment to maximize potential of each employee’s unique characteristics Thoroughly strengthen operational capability - Panasonic Transformation: DX T
Slide 20: Management that Maximizes Potential of Each Employee
Management that Maximizes Potential of 4 Each Employee Attentively listen to employees who are willing to take up challenges; create a working environment that maximizes potential of unique characteristics Provide equal opportunities for taking up challenges - Diverse workstyle to maximize potential
Slide 21: Panasonic Transformation: DX
4 Panasonic Transformation: DX Thoroughly improve speed and quality of management Including workstyle and business practices with power of digital technologies Workstyle innovation Work that does not create added-value will become more efficient using IT Business process innovation - Operating compa
Slide 22: Gemba Innovations
4 Gemba Innovations Strengthen operational capability for overall supply chain with kaizen mindset & digital technologies April 2022: Operational Strategy Department established Firmly embed kaizen mindset - Designated specialists at each operating company will promote wastefulness-elimination at al
Slide 23: Brand Slogan
Brand Slogan In an ever-changing world, we continue our efforts to make life simpler, safer, healthier, more enjoyable, and more sustainable. Efforts to help our customers live their best. Panasonic Panasonic Panasonic Panasonic Panasonic Panasonic Panasonic Entertainment & Housing Automotive Connec
Slide 24: Panasonic
Panasonic
Slide 25: Disclaimer Regarding Forward-Looking Statements
Disclaimer Regarding Forward-Looking Statements This presentation includes forward-looking statements about Panasonic and its Group companies (the Panasonic Group). To the extent that statements in this presentation do not relate to historical or current facts, they constitute forward-looking statem