Panasonic Holdings Corporation · TSE:6752
Panasonic — Investor Day (November 2024)
18 slides from Panasonic's investor day presentation, Nov 27, 2024
Slide 1: Progress in Medium- to Long-term Strategy
Progress in Medium- to Long-term Strategy Eiichi Katayama, President Cold Chain Solutions Company November 27, 2024 Notes: 1. This is an English translation from the original presentation in Japanese. 2. In this presentation, “Fiscal 2025” or “FY3/25” refers to the year ending March 31, 2025. Panaso
Slide 2: Agenda
Agenda 1. Progress of the current medium-term strategy 2. Direction of the next medium-term strategy 3. Executive summary Panasonic Corporation 1/15 © 2024 Panasonic Corporation, All Rights Reserved.
Slide 3: CCS: KGI for FY3/23-FY3/25
1. Progress of the current medium-term strategy CCS: KGI for FY3/23‐FY3/25 ◼ Sales significantly increased due to increased market share in NALA and Japan ◼ Profitability improved by approx. 4% points around the timing of the establishment of Cold Chain Solutions Company (CCS) due to profitability i
Slide 4: Changes in the Establishment of CCS
1. Progress of the current medium-term strategy Changes in the Establishment of CCS ◼ CCS was established as a dedicated divisional company to combine businesses in Japan, Americas and Oceania ◼ Started to initiate a global common strategy and executed necessary governance reform according to charac
Slide 5: Initiatives and Achievements in Display Cabinet Business
1. Progress of the current medium-term strategy Initiatives and Achievements in Display Cabinet Business ◼ Increased market share by targeting key existing customers and potential customers in each region ◼ Invested in manufacturing, engineering, and sales functions to strengthen competitiveness for
Slide 6: Environmental Performance of CO2 Refrigerants
1. Progress of the current medium-term strategy Environmental Performance of CO2 Refrigerants ◼ CO2 is a greenhouse gas, but its greenhouse effect when released into the atmosphere is significantly lower than that of fluorocarbon ◼ By replacing traditional Freon refrigerants with CO2 refrigerants, g
Slide 7: Initiatives and Achievements of Refrigeration System & Service Business
1. Progress of the current medium-term strategy Initiatives and Achievements of Refrigeration System & Service Business ◼ Refrigeration system: Japan & Europe : Growth of small Non-Freon(CO2) systems by capturing strong demand for natural refrigerants NALA: Began expanding our Non-Freon(CO2) systems
Slide 8: Market Landscape for Commercial Refrigeration Industry
1. Progress of the current medium-term strategy Market Landscape for Commercial Refrigeration (CR)*1 Industry ◼ In a stable profit industry, competitors have more than 10% ROIC ◼ Strengthen business competitiveness by investing within own CF ◼ Real competitors are European companies accelerating glo
Slide 9: Key Strategies for the Next Medium-term
2. Direction of the next medium-term strategy Key Strategies for the Next Medium-term ◼ Aim for high profitability by combining differentiation strategy, network strategy, and complementary goods strategy Differentiation Strategy Network Strategy Complementary Goods Strategy Enhance our strengths an
Slide 10: Industry Trends and Market Share of Natural Refrigerants
2. Direction of the next medium-term strategy Industry Trends and Market Share of Natural Refrigerants ◼ Natural refrigerant demand expands at a CAGR of 6.6% toward 2030 ◼ Aim at 20% global market share in 2030 (vs. 13% in 2023) Refrigeration system demand trends Refrigeration system market share fo
Slide 11: Strengthening Competitiveness of Natural Refrigerants
2. Direction of the next medium-term strategy Strengthening Competitiveness of Natural Refrigerants ◼ Accelerating global sales of Japan-made small-size Non-Freon(CO2) refrigeration systems ◼ Expanding non-freon line-up in NALA to meet a wide range of customer needs ◼ Strengthening business base in
Slide 12: Accelerating Business with Digital Capability
2. Direction of the next medium-term strategy Accelerating Business with Digital Capability ◼ Contributing to cost reduction and productivity improvement for customer stores ｔhrough the digitalization of service support and customer operations Reduction of loss cost Improvement of productivity Autom
Slide 13: Strengthening Collaborative Proposals between Equipment and Service
2. Direction of the next medium-term strategy Strengthening Collaborative Proposals between Equipment and Service ◼ Promoting integrated solution proposals leveraged by natural refrigerants and digital technologies across three businesses (display cabinet, refrigeration system, and service) ◼ Establ
Slide 14: Growth Strategy for Kitchen Equipment Business
2. Direction of the next medium-term strategy Growth Strategy for Kitchen Equipment Business ◼ Capturing growing market demand for kitchen equipment due to the expansion of the food service industry ◼ Enhancing customer engagement through integrated proposals with display cabinets and refrigeration
Slide 15: Medium- to Long-term Financial Outlook
2. Direction of the next medium-term strategy Medium- to Long-term Financial Outlook ◼ Maintaining ROIC at a level of 10% to match cost of capital, and aim to increase sales and profits ◼ Enhancing profitability through the execution of key strategies, aiming for double-digit profit margins by 2030
Slide 16: Executive Summary
Executive Summary Becoming Global No.1 Company in CR Industry Supporting customers’ businesses in the food industry, while contributing to reduction of environmental impact and improving productivity of society as a whole ✓ Achieving high profitability through a hybrid strategy of differentiation, n
Slide 17: Panasonic Corporation
Panasonic Corporation 16/15 © 2024 Panasonic Corporation, All Rights Reserved.
Slide 18: Disclaimer Regarding Forward-looking Statements
Disclaimer Regarding Forward-looking Statements This presentation includes forward-looking statements about Panasonic Holdings Corporation (the "Company") and its Group companies (the "Panasonic Group"). To the extent that statements in this presentation do not relate to historical or current facts,