Panasonic Holdings Corporation · TSE:6752

Panasonic — Investor Presentation (May 2019)

18 slides from Panasonic's investor presentation, May 9, 2019

Slide 3: Review of previous three years: sales growth, profit shortfall
 For the previous three years, we have aimed at achieving continuous sales and profit growth, mainly through our automotive- related business. However, as indicated in the graph on the right side, although we increased sales in FY19, profit generated from business ended far below our initial foreca
Slide 5: Three major points of the new Mid-term strategy
 These are the three major points of the new Mid-term strategy.  First, executing portfolio management.  Based on what we have learned from the previous three-year period, and considering the megatrends and social issues, we will set new business classifications. Our aim is to achieve both profit
Slide 6: Revision of portfolio management
 First, I will explain the revision of our portfolio management.  We have been carrying out our growth strategy based on the principle of using our own resources, under the categories of “High-growth,” “Stable-growth,” and “Low-profitable” businesses.  However, for High-growth businesses, sales e
Slide 7: Core growth, Revitalization and Co-creation businesses
 For “Core-growth business,” the Company will prioritize resources to expand solution-type businesses to help these businesses drive profit growth.  Automotive-related businesses, which are seeing low profitability, will be defined as “Revitalization business.” We will focus on areas where we have
Slide 8: Positioning of the Core growth business
 This slide shows how we position the “Core growth business.”  In recent years, various social issues have arisen along with megatrends and changes in society, such as urbanization and the declining working-age population.  Our “Core growth business” is an area where we can make direct or indirec
Slide 9: Growth strategy of Core growth business
 Next, the growth strategy of Core growth business.  With “Spatial Solutions,” we will strengthen our capabilities for BIM, which is expected to become the mainstream in the construction industry. We will combine BIM with products in which we have advantages, such as electrical construction materi
Slide 10: EBITDA of Core growth business
 This slide shows EBITDA of Core growth business.  Going forward, we will put emphasis on EBITDA for these businesses, as a cash flow indicator that represents return on investment and a way to evaluate increases in corporate value.  In FY20, we expect approximately 390.0 billion-yen EBITDA for C
Slide 11: Revitalization: automotive-related businesses
 Next, automotive-related businesses, classified as “Revitalization.”  For Automotive Solutions and automotive cylindrical battery businesses, where profit is sluggish, I will take the lead in radically rebuilding the business and improving profit.  For Automotive Solutions, first, to thoroughly
Slide 12: Co-creation business
 Now, I will explain our “Co-creation business.”  In this business classification, we aim to improve profitability by enhancing competitiveness through co-creation in regions and with external partners.  For consumer electronics, we will enhance competitiveness, including cost competitiveness. Th
Slide 13: Strengthening the management structure
 In addition to the portfolio management I have already explained, we will also work to thoroughly enhance our management structure.  Specifically, we will work on reducing fixed costs by taking radical measures with loss-making businesses and improving efficiency in indirect operations. In three
Slide 14: Management KPIs
 Here are the management KPIs going forward.  For FY2022, which is the final year of the new Mid-term, and onwards, Panasonic will aim towards Company-wide management that can stably achieve the following targets; for Core growth business, the goals are an EBITDA growth rate of 5–10% and an EBITDA
Slide 15: Aim toward Lifestyle Updates
 Finally, I will explain our aim toward “Lifestyle Updates.”  Panasonic’s “Lifestyle Updates” is to offer contributions through B2B businesses supporting people’s everyday lives, in addition to B2C businesses.  Here, we want to continue to offer products and services that are “most suitable” for

Panasonic Holdings — Investor Presentation (May 2019) on 6ix

Panasonic — Investor Presentation (May 2019)

Slide 1: New Mid-term strategy

Slide 2: Review of the previous three-year period

Slide 3: Review of previous three years: sales growth, profit shortfall

Slide 4: The new Mid-term strategy

Slide 5: Three major points of the new Mid-term strategy

Slide 6: Revision of portfolio management

Slide 7: Core growth, Revitalization and Co-creation businesses

Slide 8: Positioning of the Core growth business

Slide 9: Growth strategy of Core growth business

Slide 10: EBITDA of Core growth business

Slide 11: Revitalization: automotive-related businesses

Slide 12: Co-creation business

Slide 13: Strengthening the management structure

Slide 14: Management KPIs

Slide 15: Aim toward Lifestyle Updates

Slide 16: Thank you for your kind attention

Slide 17: Copyright (C) 2019 Panasonic Corporation All Rights Reserved.

Slide 18: Copyright (C) 2019 Panasonic Corporation All Rights Reserved.