Panasonic Holdings Corporation · TSE:6752
Panasonic — Investor Presentation (May 2026)
21 slides from Panasonic's investor presentation, May 12, 2026
Slide 1: Group Growth Strategy
Yuki Kusumi, Group CEO Panasonic Holdings Corporation May 12, 2026 Group Growth Strategy 0 © 2026 Panasonic Holdings Corporation
Slide 2: Summary of FY3/26 Management Reform
Summary of FY3/26 Management Reform 1 © 2026 Panasonic Holdings Corporation
Slide 3: Fixed-cost structure reform: a foundation built for sustainable growth
Fixed-cost structure reform Through fixed-cost structure reform, a foundation built for sustainable growth End of FY3/27 (Forecast vs. FY3/25) Improvement of adjusted ＋ billion yen operating profit (Target: 122 billion yen) Workforce Worldwide: 12,000 people reduction （Japan: 8,000 / Overseas: 4,000
Slide 4: Effectiveness for profit growth validated and direction-setting completed
Set directions for businesses with issues and businesses requiring assessment of business conditions Effectiveness for profit growth validated and direction-setting completed Steadily reduce businesses with issues to zero by end of FY3/27 Businesses with Industrial device / ‐ Direction-setting compl
Slide 5: 100 Years from Meichi: Panasonic Group's Contribution toward 2032
Helping achieve an ideal society with affluence both in matter and mind 100 Years from Meichi* Panasonic Group’s Contribution toward 2032 *Revelation of our corporate mission, declared by founder Konosuke Matsushita in 1932 4 © 2026 Panasonic Holdings Corporation
Slide 6: Our contribution toward 2032
Our contribution toward 2032 Assist social/industrial development and evolve by solving rising social issues over time Support AI infrastructure and social operations Use energy more efficiently Alleviate frontline labor shortages 5 © 2026 Panasonic Holdings Corporation
Slide 7: Roadmap for profitability
Roadmap for profitability Devices area: Drive Group’s growth through businesses supporting AI infrastructure Solutions area: Transform business model for profit growth in future Contribute FY3/27 FY3/29 to evolution of customers’ Adjusted operations operating profit (yen: billions) or more AI infras
Slide 8: Devices Area: Businesses Supporting AI Infrastructure
Devices Area Businesses Supporting AI Infrastructure 7 © 2026 Panasonic Holdings Corporation
Slide 9: Devices area: Businesses supporting AI infrastructure
Devices area: Businesses supporting AI infrastructure • Support the “brain” and “heart” that power AI with devices • Contribute to evolution of social infrastructure Global market size Data centers of servers in 2028 Autonomous driving $224B1 Robotics CAGR 34% 2023 to 2028 Brain (GPU2- / ASIC3-relat
Slide 10: Businesses supporting AI infrastructure: Roadmap for growth
Businesses supporting AI infrastructure: Roadmap for growth Leverage our product competitiveness and relationships with key industry players to achieve steady growth Expand value for AI infrastructure through device evolution Multilayer PCB materials （MEGTRON） Super-high-density mounting Reduce Brai
Slide 11: Businesses supporting AI infrastructure: Business model
Businesses supporting AI infrastructure: Business model Help advance AI servers and data centers by proposing products through keen technological foresight Customer issues 5 years ahead Strengths Technological Roadmap progress Advanced materials & process technologies Hyperscalers Panasonic High-pow
Slide 12: Businesses supporting AI infrastructure: Business plan
Businesses supporting AI infrastructure: Business plan FY3/29 sales of approx. 1.4T yen / adjusted operating profit of 290B yen: Invest in advancing devices/systems and expanding production Sales and profit Investments FY3/29 achievements: 80% win rate* *Agreements to proceed with development / orde
Slide 13: Solutions Area: Businesses Supporting Social Operations
Solutions Area Businesses Supporting Social Operations 12 12 © 2026 Panasonic Holdings Corporation
Slide 14: Business model transformation in Solutions area
Business model transformation in Solutions area Shift focus from hardware-centric to service-centric value propositions: Support social operations with our “always-on, energy- and labor-saving” solutions Labor shortages Environmental issues & Surging energy costs regulations Factory Warehouse/ Store
Slide 15: Our strengths in Solutions area
Our strengths in Solutions area Leverage hardware advantage (MIF1) to broaden service offerings 1: Machines in the Field (products installed at customers’ sites, and in operation) Commercial facility/building/house Factory Aviation Distribution Indoor air Electrical In-flight Freezer/ quality Lighti
Slide 16: Hardware- and service-combined value propositions
Hardware- and service-combined value propositions Provide customers always-on, energy- and labor-saving operations through service engineering expertise backed by connected devices and specialists Showcase/freezer + services In-flight entertainment system + services Remote monitoring to predict fail
Slide 17: Phase 2: Growth potential in Solutions area
Phase 2: Growth potential in Solutions area Leverage robust MIF × service/engineering to upgrade customers’ operations Recurring revenue model Always-on Energy-saving Labor-saving ・・・ Customer needs Upgrade customers’ operations Number of units (MIF) × Service/engineering revenue per unit MIF MIF (c
Slide 18: Financial Discipline
Financial Discipline 17 17 © 2026 Panasonic Holdings Corporation
Slide 19: Financial discipline (FY3/27 to FY3/29)
Financial discipline (FY3/27 to FY3/29) Basic policy: Carry out initiatives, including investments for growth and returns to shareholders, within funds generated from our business Investment policy ‐ Strategic investment of 500B yen in businesses supporting CF generation CF allocation AI infrastruct
Slide 20: Our contribution toward 2032
Our contribution toward 2032 Assist social/industrial development and evolve by solving rising social issues over time Support AI infrastructure and social operations Use energy more efficiently Alleviate frontline labor shortages Panasonic Group’s Purpose Achieve an ideal society with affluence bot
Slide 21: Panasonic Group
Panasonic Group
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