Slide 1: Consolidated Financial Results for the Year Ended March 31, 2013
Consolidated Financial Results for the Year Ended March 31, 2013 May 14, 2013
Slide 2: Fiscal 2012 Highlights (April 1, 2012 – March 31, 2013)
Fiscal 2012 Highlights (April 1, 2012 – March 31, 2013) 1 ● Operating income increased significantly, attributable to the efforts of Daifuku Co., Ltd. in exacting and comprehensive project management together with cost cutting. ● Non-Japanese subsidiaries, especially in Asia, benefited the Group’s p
Slide 3: FY2012 Results (Consolidated)
FY2012 Results (Consolidated) 2 (Billion yen) (FY2012) (FY2011) (Year-on-year) Orders 210.99 195.21 8.1% Net Sales 202.33 198.05 2.2% Operating income 8.01 4.21 89.9% Ordinary income 7.99 4.02 98.9% Net income 4.43 1.22 262.9% Comprehensive income 11.04 0.74 10.30 Net income per share 40.12 yen 11.0
Slide 4: FY2012 Results by Segment
FY2012 Results by Segment 3 (Billion yen) Orders Net sales Net income FY2012 FY2011 FY2012 FY2011 FY2012 FY2011 Daifuku 106.56 111.87 110.09 114.61 5.60 1.88 Contec 9.32 8.35 8.93 8.16 0.17 0.06 Daifuku Webb Holding 44.85 25.77 38.15 28.27 0.56 1.12 Other 50.25 49.21 45.37 45.01 2.13 1.69 Consolidat
Slide 5: Trends in Non-Japan Sales Ratio (Consolidated)
Trends in Non-Japan Sales Ratio (Consolidated) 4 50% 50% 52% (Billion yen) Other 5.5 Other 4.0 Europe 9.0 Europe 9.2 Other 1.4 Europe 4.5 Asia 51.3 Asia 55.0 Asia 49.0 North America North America 39.3 North America 24.4 29.7 FY2010 FY2011 FY2012 Non-Japan Sales Non-Japan Sales Non-Japan Sales 79.5 9
Slide 6: Non-Japan Net Sales by Area (Consolidated)
Non-Japan Net Sales by Area (Consolidated) 5 Sales increased significantly in North America and Mexico. (Billion yen) FY2010 FY2011 FY2012 Area Sales Ratio (%) Sales Ratio (%) Sales Ratio (%) North America 24.46 30.7 29.70 30.3 39.33 37.4 49.05 61.7 55.06 56.2 51.36 48.7 Taiwan 9.21 11.6 14.63 14.9
Slide 7: Trends in Service Business (Consolidated Sales)
Trends in Service Business (Consolidated Sales) 6 Note: Sales in the service business include maintenance, retrofitting, and remodeling work for products and systems Daifuku delivered Aftermarket Sales / Net sales (%) 27% 29% 25% 58.7 (Billion yen) 50.1 43.3 FY2010 FY2011 FY2012
Slide 8: Orders and Net Sales by Industry (Consolidated)
Orders and Net Sales by Industry (Consolidated) 7 Orders and sales recovered in the automotive and auto parts sector. (Billion yen) Orders Net Sales FY2011 FY2012 FY2011 FY2012 Industry Orders Ratio (%) Orders Ratio (%) Sales Ratio (%) Sales Ratio (%) Automobile, Auto Parts 44.91 23.0% 56.23 26.6% 4
Slide 9: Trends in Quarterly Orders and Sales
Trends in Quarterly Orders and Sales 8 (Billion yen) Orders 59.7 56.5 56.4 Sales 52.9 54.5 50.1 48.8 49.6 50.1 57.7 47.6 55.1 41.5 39.0 47.5 48.8 44.4 45.4 45.6 45.1 40.6 38.0 37.7 32.4 Note: Orders in first quarter of FY2011 Note: include a backlog of about 6 billion yen Orders in the 4th quarter o
Slide 10: Trends in Order Backlogs
Trends in Order Backlogs 9 (Billion yen) (Estimate) 101.5 101.3 102.2 97.3 99.2 93.4 91.3 89.1 90.5 87.9 79.0 75.5 Note: Orders in first quarter of FY2011 Note: include a backlog of about 6 billion yen Orders in the 4th quarter of for orders received by Logan Teleflex FY2012 include a backlog of (UK
Slide 11: FY2013 Management Policy
FY2013 Management Policy 10 Rethinking the fundamentals of Safety, Quality, Cost, Development, and Ecology for the benefit of customers and society z Create a positive, accident-free working environment, adhere to safety practices and maintain a professional attitude while on customers’ premises. z
Slide 12: FY2013 Interim Estimates (Consolidated, Apr-Sep 2013)
FY2013 Interim Estimates (Consolidated, Apr-Sep 2013) 11 (Billion yen) (FY2013 H1) (FY2012 H1) (Year-on-year) Orders 120.0 106.0 (13.1%) Net Sales 110.0 94.4 (16.5%) Operating income 2.5 2.9 (-14.4%) Ordinary income 2.3 2.4 (-5.8%) Net income 1.4 1.2 (10.2%)
Slide 13: FY2013 Estimates (Consolidated)
FY2013 Estimates (Consolidated) 12 (Billion yen) (FY2013) (FY2012) (Year-on-year) Orders 230.0 210.9 (9.0%) Net Sales 225.0 202.3 (11.2%) Operating income 8.5 8.0 (6.1%) Ordinary income 8.0 7.9 (0.0%) Net income 5.0 4.4 (12.6%)
Slide 14: Financial Standing (Consolidated)
Financial Standing (Consolidated) 13 (Billion yen) of net sales 3.3% 3.4% 3.1% Depreciation (Billion yen) R&D Expenses & Amortization Capital Investment 6.8 7.0 6.4 5.6 4.1 4.0 3.6 3.3 2.3 FY2011 FY2012 FY2013 FY2011 FY2012 FY2013 (Estimate) (Estimate)
Slide 15: Liabilities, Expenses, Employees (Consolidated)
Liabilities, Expenses, Employees (Consolidated) 14 Interest-bearing liabilities (Billion yen) FY2010 FY2011 FY2012 Short-term 2.8 17.9 34.2 Long-term 38.1 33.1 19.2 Total 40.9 51.0 53.4 Expenses and employees (Billion yen) FY2010 FY2011 FY2012 Fixed cost 59.7 65.0 66.7 Personnel expenses 36.8 41.7 4
Slide 16: Basic Policy for Dividends
Basic Policy for Dividends 15 1. FY2012 ended March 2013: 15 yen* per share *5 yen interim dividend + 10 yen year-end dividend Dividend payout ratio: 37.4% 2. FY2013 ending March 2014 (estimate) : 15 yen* (maintained) per share *5 yen interim dividend + 10 yen year-end dividend 3. Dividend payment p
Slide 17: Topics: Favorable sales of the Shuttle Rack
Topics 16 Favorable sales of the Shuttle Rack in the agriculture and pharmaceutical wholesale sectors Potato shipping management systems consisting of the Shuttle Rack and other products
Slide 18: Topics: Favorable sales of Contec's photovoltaic-related business
Topics 17 Favorable sales of Contec’s photovoltaic- related business Sales and profits rose significantly in photovoltaic data measuring systems, backed by Japan’s renewable energy buyback program. Mega-Solar Monitoring System Solar radiation intensity Temperature Power output Today Monthly Yearly
Slide 19: Cautionary Statement with Respect to Forward-Looking Statements
Cautionary Statement with Respect to Forward-Looking Statements The strategies, beliefs and plans related to future business performance as described in this document are not established facts. They are business prospects based on the assumptions and beliefs of the management team judging from the m