Ebara Corporation · TSE:6361
Ebara — FY2012 Earnings Presentation
28 slides from Ebara's earnings presentation, May 10, 2013
Slide 1: Results Presentation for Fiscal Year Ended March 31, 2013
Results Presentation for Fiscal Year Ended March 31, 2013 EBARA (6361) May 10, 2013
Slide 2: Contents
Contents 1. Summary of Results Senior Managing Executive Officer Tetsuji Fujimoto Responsible for Finance& Accounting 2. Projection and Management Strategy President and Toichi Maeda Representative Director Results Presentation for Fiscal Year ended March 31, 2013
Slide 3: 1. Summary of Results
1. Summary of Results Senior Managing Executive Officer Tetsuji Fujimoto Responsible for Finance& Accounting 2. Projection and Management Strategy President and Toichi Maeda Representative Director Results Presentation for Fiscal Year ended March 31, 2013
Slide 4: Consolidated Results (1/2)
1. Summary of Results Consolidated Results for Fiscal Year Ended March 31, 2013 (1/2) （unit：¥bn） Fiscal Year ended March Fiscal Year ended March 31, 2012 31, 2013 Change （Results） （Results） Orders 394.9 428.5 +33.6 Net Sales 412.0 426.3 +14.2 Operating Income 23.2 25.0 +1.8 Ordinary Income 21.0 25.6
Slide 5: Segmental Results (2/2)
1. Summary of Results Segmental Results for Fiscal Year Ended March 31, 2013 (2/2) （unit：¥bn） Orders Net Sales Operating Income FY ended FY ended FY ended FY ended FY ended FY ended Mar 31, Mar 31, Change Mar 31, Mar 31, Change Mar 31, Mar 31, Change 2012 2013 2012 2013 2012 2013 Reportable Segment
Slide 6: FMS Results (1/6)
1. Summary of Results FMS Results for Fiscal Year Ended March 31, 2013 (1/6) FMS business ･･･Fluid Machinery & Systems business 320 310 Orders unit：¥bn 【Orders】Increased in YoY results 297.9 300 +19.8 290 ・Compressors & Turbines and Chillers business 280 278.1 steadily changed in emerging countries
Slide 7: FMS Results (2/6)
1. Summary of Results FMS Results for Fiscal Year Ended March 31, 2013 (2/6) Breakdown of Changes in Operating Income 【Factors in changes】 （unit: ¥bn） Sales Profitability 19.0 Fixed cost ＋2.4 18.0 Foreign Exchange 17.0 ＋1.7 16.0 -1.8 15.0 15.9 ＋0.3 14.0 15.5 -2.0 13.0 FY ended Mar 31, FY ended Mar 3
Slide 8: EE Results (3/6)
1. Summary of Results EE Results for Fiscal Year Ended March 31, 2013 (3/6) EE business ･･･Environmental Engineering business unit：¥bn 90 82.5 Orders 【Orders】Increased in YoY results 80 70 66.6 ・ EPC: some projects were posted incl. DBO‐projects 60 +15.3 (DBO: Design‐Build‐Operate) 51.2 50 ・ Some pr
Slide 9: EE Results (4/6)
1. Summary of Results EE Results for Fiscal Year Ended March 31, 2013 (4/6) Breakdown of Changes in Operating Income 【Factors in changes】 （unit: ¥bn） Sales Profitability 6.0 ＋0.6 Fixed cost 5.1 5.0 ＋0.7 ＋4.0 4.0 -0.5 ＋4.8 3.0 2.0 The loss‐making 1.0 overseas project 0.3 was finalized 0.0 FY ended Ma
Slide 10: PM Results (5/6)
1. Summary of Results PM Results for Fiscal Year Ended March 31, 2013 (5/6) PM business ･･･Precision Machinery business 80 74.6 Orders unit：¥bn 【Orders】Comparable to YoY results +0.4 ・ Demands from the semiconductor industries still 70 61.7 62.2 60 remained low due to the worsened business sentiment
Slide 11: PM Results (6/6)
1. Summary of Results PM Results for Fiscal Year Ended March 31, 2013 (6/6) Breakdown of Changes in Operating Income 【Factors in changes】 （unit: ¥bn） Sales 7.0 Profitability 6.0 6.5 -0.7 5.0 4.0 -3.2 3.0 -2.5 2.0 3.3 1.0 0.0 FY ended Mar 31, FY ended Mar 31, 2012 results 2013 results 10 Results Pres
Slide 12: Sales Composition by Region
1. Summary of Results Sales Composition by Region (1/1) FY ended Sales ¥412.0bn FY ended Sales ¥426.3bn Mar 31, 2012 Mar 31, 2013 2.0% 3.0% 8.8% 10.7% 6.1% 5.9% 3.0% 3.5% 49.4% 56.0% 24.1% 27.5% Japan Asia Middle East Europe North America Percentage of Percentage of Overseas Sales Others Overseas Sa
Slide 13: Balance Sheet (1/2)
1. Summary of Results Balance Sheet for Fiscal Year Ended March 31, 2013 (1/2) 600 Cash & Time Deposit （unit：¥bn） ＋ Securities 500 Cash&Time Cash&Time Increased by ¥26.4bn Deposit+Securites Deposit+Securites (114.3) (87.8) 400 300 Current Current Assets Assets 346.2 Deferred Tax Assets 363.2 Deferre
Slide 14: Balance Sheet (2/2)
1. Summary of Results Balance Sheet for Fiscal Year Ended March 31, 2013 (2/2) 600 （unit：¥bn） 500 Current Liabilities 400 245.7 Current Liabilities 250.3 300 Interest‐bearing Debt Interest‐ Interest‐ bearing Debt Fixed bearing Debt Decreased by ¥4.7bn (138.9) Liabilities Fixed (143.6) 67.0 200 Liabi
Slide 15: Supplementary information (1/2)
1. Summary of Results Supplementary information (1/2) Capital Expenditure / Research and Development Depreciation & Amortization Expenses Expenses Capital Expenditure (1st Half) Capital Expenditure (2nd Half) R&D Investment (1st Half) Depreciation & Amortization (1st Half) R&D Investment (2nd Half)
Slide 16: Supplementary information (2/2)
1. Summary of Results Supplementary information (2/2) Cash Flows Interest‐bearing Debt Interest-bearing Debt Cash Flow from operating activities Cash and cash equivalents Cash Flow from investing activities Net Interest-bearing Debt （unit：¥bn） （unit：¥bn） （unit：fold） D/E-Ratio 40 34.0 200 2.5 30.0 30
Slide 17: 2. Projection and Management Strategy
1. Summary of Results Senior Managing Executive Officer Tetsuji Fujimoto Responsible for Finance& Accounting 2. Projection and Management Strategy President and Toichi Maeda Representative Director Results Presentation for Fiscal Year ended March 31, 2013
Slide 18: Business Environment of Fiscal Year Ending March 31, 2014
2. Projection and Strategy Business Environment of Fiscal Year Ending March 31, 2014 (1/1) FY ended Mar 31, 2013 (RH‐circle) Sales ¥426.3bn Overview of industry‐wise breakdown PM business of FMS business ¥66.5bn Oil and Gas Semiconductor Building Equipment Public Works FMS business ¥305.5bn Public W
Slide 19: Summary of Projection for Fiscal Year Ending March 31, 2014 (1/2)
2. Projection and Strategy Summary of Projection for Fiscal Year Ending March 31, 2014 (1/2) （unit：¥bn） Fiscal Year ended Fiscal Year ending March 31, 2013 March 31, 2014 Change （Results） （Plans） Orders 428.5 497.0 +68.4 Net Sales 426.3 422.0 -4.3 Operating Income 25.0 29.0 +3.9 Ordinary Income 25.6
Slide 20: Segmental Projection for Fiscal Year Ending March 31, 2014 (2/2)
2. Projection and Strategy Segmental Projection for Fiscal Year Ending March 31, 2014 (2/2) （unit：¥bn） Orders Net Sales Operating Income FY ended FY ending FY ended FY ending FY ended FY ending March 31, March 31, March 31, March 31, March 31, March 31, Change Change Change 2013 2014 2013 2014 2013
Slide 21: FMS Projection for Fiscal Year Ending March 31, 2014 (1/3)
2. Projection and Strategy FMS Projection for Fiscal Year Ending March 31, 2014 (1/3) FMS business ･･･Fluid Machinery & Systems business unit：¥bn 320 Orders +17.0 【Projection of Orders】 315.0 310 300 297.9 Exceed the results of FY ended Mar 31, 2013 290 280 278.1 ・Add up Energy‐related investment (S
Slide 22: EE Projection for Fiscal Year Ending March 31, 2014 (2/3)
2. Projection and Strategy EE Projection for Fiscal Year Ending March 31, 2014 (2/3) EE business ･･･Environmental Engineering business unit：¥bn 140 Orders 【Projection of Orders】 1 18 .0 120 +51.3 Rise far more than the results of FY ended Mar 31, 2013 100 ・ EPC: Add up the projects unofficially anno
Slide 23: PM Projection for Fiscal Year Ending March 31, 2014 (3/3)
2. Projection and Strategy PM Projection for Fiscal Year Ending March 31, 2014 (3/3) PM business ･･･Precision Machinery business unit：¥bn 80 Orders 【Projection of Orders】 -0.2 70 Same as the results of FY ended Mar 31, 2013 61.7 62.2 6 2 .0 60 ・ Demands from the semiconductor industry still remain l
Slide 24: Management Strategy (1/4): Management Policy
2. Projection and Strategy Management Strategy (1/4) (1) Management Policy Continuity Taking over the basic policy of the present Midterm Plan『E‐Plan2013』 1.1. Promoting Promoting“Regional “Regionalproduction productionfor forregional regionalsupply” supply”ininpriority priorityareas areasand and es
Slide 25: Management Strategy (2/4): Compressors & Turbines
2. Projection and Strategy Management Strategy (2/4) (2) Needs for strategic investment Strategic priority areas 1. Strength of Compressors & Turbines business ▲ ▲ ▲ ▲▲ ▲ ▲ ● ▲ ● ▲▲ Elliott Elliott Ebara ▲▲▲ Company (US) ▲▲ ▲ Turbomachinery ▲ ▲ Coporation (Japan) ▲ ▲ ● Production base / Service & Su
Slide 26: Management Strategy (3/4): Pumps business
2. Projection and Strategy Management Strategy (3/4) (2) Needs for strategic investment Strategic priority areas 2. Challenge of Pumps business ◎◎ ◎ ◎ ◎ ◎▲ ◎ ◎ Futtsu Plant ◎ ◎ Fujisawa Plant ◎ ◎ ◎ Production base ▲ ▲ Service＆Support base ◎ Leading Brands ◎ Globalization Aftermarket Service＆ Support
Slide 27: Management Strategy (4/4): Strategic investment in pump business
2. Projection and Strategy Management Strategy (4/4) (3) Plan of strategic investment in the pump business Ebara to reinforce Service and Support business swiftly by; ・Allocating appropriate areas for the service & support bases → Assign the areas with many delivery records as priority ・Enforcing hi
Slide 28: Forward-looking statements
This release contains forward‐looking statements which involve certain risks and uncertainties that could cause actual results to differ materially from those projected. Readers are cautioned not to place undue reliance on these forward‐ looking statements which are valid only as of the date thereof