Mitsubishi Electric Corp. · TSE:6503
Mitsubishi Electric — Investor Day (November 2021)
33 slides from Mitsubishi Electric's investor day presentation, Nov 9, 2021
Slide 1: Mitsubishi Electric Key Growth Businesses: Automotive Equipment [xEV / ADAS]
Mitsubishi Electric Key Growth Businesses < Automotive Equipment [xEV / ADAS] > November 9, 2021 Mitsubishi Electric Corporation ©Mitsubishi Electric Corporation
Slide 2: Executive Summary
Executive Summary Promote growth strategies that contribute to society toward the realization of a decarbonized society. 1 Enhancement of compact, high-power, high-efficiency technologies for supporting automobiles electrification Flexible response to the expanding HEV/BEV market amid rapid chan
Slide 3: Contents
Contents 1. Business Overview 1-1. Business Structure 1-2. Automotive Equipment Strengths 1-3. Business Management Policy 2. Medium-term Management Plan of Key Growth Businesses 2-1. Business Environment 2-2. Recent Business Environment and Medium-term Target 2-3. xEV Growth Strategy 2-4. ADAS Growt
Slide 4: Business Overview
1 Business Overview ©Mitsubishi Electric Corporation 4
Slide 5: Business Structure
1-1 Business Structure Business Structure Key Growth Segment Sub-segment Businesses Social Infrastructure Energy & Electric Systems Building Systems Building Systems Factory Automation FA Control Systems Industrial Automation (FA) Systems (PLC, Servo, and CNC) Systems Automotive Equipment xEV/ADAS I
Slide 6: Vehicle Control Products and ADAS Component
1-1 Business Structure Enhance ADAS and xEV technologies and expand the business by leveraging the knowledge and assets accumulated in the automotive equipment business for vehicle control, powertrain and other products. Vehicle Control Products ADAS Car Navigation Display Driver Component Monitorin
Slide 7: Automotive Equipment Strengths
1-2 Automotive Equipment Strengths Interaction of the technology of engine and electric vehicle products in the automotive equipment business and the extensive knowledge/experience of other business fields in our company makes a wealth of synergies and then creates new value in a future society of s
Slide 8: Business Management Policy
1-3 Business Management Policy Objectives of Prioritized Growth Projects Provide all people with equal opportunities for safe, low-cost and accessible mobility with low environmental impact Contribute to the sustainable development of society and grow our company business by expanding the value
Slide 9: Medium-term Management Plan of Key Growth Businesses
Medium-term Management Plan 2 of Key Growth Businesses ©Mitsubishi Electric Corporation 9
Slide 10: Business Environment
2-1 Business Environment Rapid growth of electrification toward realization of a decarbonized society Implementing renewable energy and expansion of charging infrastructure investment toward the goal of carbon neutrality Complying with CO2 regulations and electric vehicle sales obligations by ca
Slide 11: Recent Business Environment and Medium-term Target
Recent Business Environment 2-2 a n d M e d i u m - t e r m Ta r g e t Automobile production was severely constrained in 2021 due to the resurgence of COVID-19, supply shortage and high demand for semiconductors. Automobile sales are expected to be affected in 2022 and beyond. It will take a long ti
Slide 12: xEV Growth Strategy
xEV Growth Strategy ©Mitsubishi Electric Corporation 12
Slide 13: xEV Growth Strategy: Market environment
2-3 xEV Growth Strategy Market environment As a medium- to long-term trend, both HEV and BEV will expand until 2030. After 2030, the demand of BEV is expected to increase rapidly due to the serious efforts to become carbon neutral. Forecast of automobile production by powertrain (as of September 202
Slide 14: xEV Growth Strategy
2-3 xEV Growth Strategy In response to the needs for electrification, which are progressing at various rates for each market and customer, it is necessary to standardize and evolve technologies from MHEV to BEV to meet market needs. Source: IHS Markit with our company forecast Market size (as of Sep
Slide 15: xEV Growth Strategy
2-3 xEV Growth Strategy To respond to customers' regional and full-line strategies in the diverse HEV and rapidly expanding BEV markets, we will expand our lineup of electric parts by expanding our supply model variations. Challenges Diversification of customer procurement policies A wide range of c
Slide 16: xEV Growth Strategy
2-3 xEV Growth Strategy With over 20 years of experience in the electrification market and a wide range of products from 48V ISG to HEV/BEV, we can meet various needs for electric vehicle from power devices to integrated motor/inverter systems. Our company: 600,000 units *Market performance is as of
Slide 17: eAxle Support for Full-Scale EV Popularization
2-3 xEV Growth Strategy eAxle Support for Full-Scale EV Popularization Establish a business structure that enables selective and combined supply of eAxles, components, key parts, etc., to follow procurement and development policies (in-house manufacturing/outsourcing, etc.) of car manufacturers and
Slide 18: Differentiated Technologies
2-3 xEV Growth Strategy D i f f e r e n t i a t e d Te c h n o l o g i e s Using advanced in-house key parts and control technologies developed in various businesses, our company achieves downsizing, weight reduction and high density of motors and inverters, and improves both of driving performance
Slide 19: Intellectual property benchmarking
2-3 xEV Growth Strategy Example of strength analysis of in-house technology (intellectual property benchmarking) Our company holds similar number of patents as competitors in the technical fields we focus on. The partnership strategy aims to improve competitiveness by utilizing our company's intelle
Slide 20: Expanding contributable areas with differentiated technology
2-3 xEV Growth Strategy E x p a n d i n g t h e c o n t r i b u t a b l e a r e a s a n d c o m p a n y va l u e w i t h d i f f e r e n t i a t e d t e c h n o l o g y The importance of power conversion efficiency increases as motors and batteries will be the main drivetrain for vehicle. The roles
Slide 21: ADAS Growth Strategy
ADAS Growth Strategy ©Mitsubishi Electric Corporation 21
Slide 22: ADAS Growth Strategy: Market environment
2-4 ADAS Growth Strategy Market environment Business opportunities will increase due to the expansion and diversification of social needs for automobile safety and comfort, while automakers and suppliers will be required to invest heavily in development and strengthen their development capabilities
Slide 23: Changes in the business environment
2-4 ADAS Growth Strategy Changes in the business environment On-board Electronics & Electrical architecture : In order to cope with the increasing complexity of systems and the increasing size of SWs due to the increase in required functions, consolidation of ECUs for centralizing information and
Slide 24: ADAS Growth Strategy
2-4 ADAS Growth Strategy Establish an ADAS system which responds to changes by complementing necessary technologies through cooperation and evolving existing components. We are going to adapt the ADAS technology into MaaS businesses to propose solutions to social challenges Challenges Robust percept
Slide 25: ADAS system area and integrated ECU
2-4 ADAS Growth Strategy Aim to reduce development costs, development time, and to expand the business by letting customers to be able to select H/W, S/W or combination of them with our technology elements for perception, judgement, operation, and all required functions on ADAS system Our company AD
Slide 26: Environmentally Independent Sensor Fusion Technology
2-4 ADAS Growth Strategy D i f f e r e n ti at ed Te c h n o l o g y: E n v i r o n m e n ta l l y I n d e p e n d e n t S e n s o r F u s i o n Te c h n o l o g y Our ADAS function would be active even in environments where other companies’ system could not maintain. This is due to our sensor fusio
Slide 27: Driver Monitor technology
2-4 ADAS Growth Strategy D i f f e r e n t i a t i o n Te c h n o l o g y: “ D r i v e r M o n i t o r ” t e c h n o l o g y w h i c h d e t e c t s s u d d e n c h a n g e s i n p h ys i c a l c o n d i t i o n Contribution to zero fatal accidents by integrating industry's first proprietary image p
Slide 28: Smooth Vehicle Control Considering Surrounding Environment
2-4 ADAS Growth Strategy D i f f e r e n ti at ed Te c h n o l o g y: S mo o th Veh i cle Co n t rol Co n si dering S u rro unding E n vi ro nment Path planning that realizes smooth vehicle behavior and adaptability to complicated environments. Precise vehicle control with Model Predictive Control u
Slide 29: Autonomous driving service in dedicated area
2-4 ADAS Growth Strategy Autonomous driving service in dedicated area cooperated with infrustructure Our company will develop this system into a platform which the technology is based on ADAS development to solve various social issues Based on the operational know-how which we obtained throughout th
Slide 30: Exhibiting at CES2022
2-5 Exhibiting at CES2022 Our company will be exhibiting at CES 2022. In Mobility exhibition, we will introduce future visions such as ADAS technologies and products, infrastructure-coordinated dedicated short range autonomous driving, and various use cases through videos, and hands-on/live demos. D
Slide 31: Initiatives on Social Challenges
2-6 Initiatives on Social Challenges Contributing to the resolution of social challenges to achieve sustainability Contributing to the resolution of social challenges such as decarbonization and a safe and secure society through business expansion of electrification and ADAS with core technologies ■
Slide 32: 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 33: Mitsubishi Electric: Changes for the Better
9 MITSUBISHI ELECTRIC Changes for the Better N11 / A Anniversay