Biprogy Inc. · TSE:8056
Biprogy — Nihon Unisys — Q2 FY2019 Earnings Presentation
19 slides from Biprogy's earnings presentation, Nov 6, 2019
Slide 1: Results for the 2nd Quarter of FY March 2020
Results for the 2nd Quarter of FY March 2020 November 6, 2019 Nihon Unisys, Ltd.
Slide 2: Financial Overview / Progress under Mid-term Management Plan
1 Financial Overview 2 Progress under Mid-term Management Plan (Note) The expression ‘FY/Fiscal Year’ utilized in this document indicates a fiscal year which finishes at the end of March of the following year. Example: The expression of FY2019 refers to the fiscal year ending March 2020. 1
Slide 3: FY2019 H1 Consolidated Performance Results
FY2019 H1 Consolidated Performance Results An increase in system services and a demand for products drove net sales substantially. A continuously improved productivity helped a 36% increase in operating income. (Unit: Billion Yen) H1 (Apr-Sep) Changes <Key Points of H1 Performance Results> FY2019 FY
Slide 4: FY2019 H1 Net Sales and Gross Profit by Segment
FY2019 H1 Net Sales and Gross Profit by Segment (Unit: Billion Yen) Net Sales Gross Profit +15.9 +3.6 【Reference】 （+11.9％） （+10.5％） 149.7 37.4 Order Backlogs Order Backlogs (Total) (in the current FY) 133.8 33.8 +5.4 +3.0 System 47.6 services Accumulation of 14.8 ｰ12.4 42.2 small-scale projects and
Slide 5: FY2019 H1 Situations of Focal Areas
FY2019 H1 Situations of Focal Areas (Unit: Billion Yen) Net Sales of Focal Areas Net Sales of ICT Core Areas -1.5 Full-year Forecast 263.5 (262.0) Full-year Forecast +9.5 (45.0) Q4 88.0 35.5 Q4 12.1 Q3 56.6 Q3 8.5 67.0 +7.5 74.5 Q2 H1 +0.3 10.1 H1 +11.2 Q2 9.8 +4.7 9.5 Q1 51.9 +3.7 55.6 Q1 5.1 +4.4
Slide 6: Full-Year Performance Forecast for FY2019
Full-Year Performance Forecast for FY2019 The full-year forecasts of net sales, operating income, and profit attributable to owners of parent have not been revised since they were announced on August 1, 2019. (Unit: Billion Yen) FY2019 FY2019 FY2019 H1 Actual H2 Forecast Full-Year Forecast Amount Yr
Slide 7: Progress under Mid-term Management Plan
1 Financial Overview 2 Progress under Mid-term Management Plan 6
Slide 8: Policies of the Mid-term Management Plan
Policies of the Mid-term Management Plan Become a sustainable company following a cycle of sustainable growth that is predicated on solving, through business activities in our areas of focus, social issues that lie behind issues experienced by customers Sustainable Growth Cycle for the Nihon Unisys
Slide 9: Efforts in accordance with the Mid-term Management Plan
Efforts in accordance with the Mid-term Management Plan Promote business digitization in coordination with financial Reform business environments and improve business institutions and companies in order to improve productivity through the use of IoT and AI technologies. convenience for ordinary citi
Slide 10: Sustainable Energy Society
Efforts in accordance with the Mid-term Management Plan Neobanks Sustainable Energy Society Digital Acceleration Smart Towns Contribute to creating a clean and sustainable energy society Case Energy management service charge-discharge control POC finished For Kansai Electric Power Assets Guardian fo
Slide 11: Responses to climate change towards a decarbonized society
Efforts in accordance with the Mid-term Management Plan Neobanks Sustainable Energy Society Digital Acceleration Smart Towns Responses to climate change towards a decarbonized society Assets Guardian Take on a non-fossil fuel energy value trading market Launch of a business to certify non-fossil pow
Slide 12: MaaS: Towards Smart Living
Efforts in accordance with the Mid-term Management Plan Neobanks Towards Smart Living Digital Acceleration Smart Towns Creation of a smart consumption society enabled through sharing/cashless economy Assets Guardian POC Case Financial Institutions POC for the ‘Eki Rent a Car Self’, a App to help per
Slide 13: Safe, secure and wholesome cities and regional circulation
Efforts in accordance with the Mid-term Management Plan Neobanks Towards Smart Living Digital Acceleration Smart Towns Aim to create safe, secure and wholesome cities and a regional circulation symbiotic area Assets Guardian Sightseeing, Inbound tourism Cashless economy 40 QR and bar code payment/se
Slide 14: Cope with aging social infrastructure
Efforts in accordance with the Mid-term Management Plan Responses to society Neobanks experiencing a declining labor force Digital Acceleration Contribute to improving labor productivity Smart Towns towards a sustainable economic growth through the use of new technologies such as AI and robots Asset
Slide 15: Aging × Labor shortage
Efforts in accordance with the Mid-term Management Plan Neobanks Cope with aging social infrastructure Digital Acceleration Smart Towns Maintain social infrastructure Reform a maintenance environment Assets Guardian BRaVS Library™, BRaVS Platform™ Release of ‘Marutto Tenken’, equipment inspection se
Slide 16: Strategic investments
Efforts in accordance with the Mid-term Management Plan Strategic investments Create dynamic innovations in cooperation with customers and start-up companies through investments in venture capital funds and start-ups Investments by Investments by Nihon Unisys, Ltd. Nihon Unisys, Ltd. JAFCO Fund
Slide 17: Reform of corporate culture
Efforts in accordance with the Mid-term Management Plan Reform of corporate culture Aim to strengthen capabilities for proactively creating value and designing business ecosystems Human Resource ForesightTM Encourage employees Strategic personnel Intrapersonal Diversity to develop their system refor
Slide 18: Corporate Governance
Efforts in accordance with the Mid-term Management Plan Corporate Governance 1. Composition of Board of Directors and Audit & Supervisory Board Percentage of Board Total Independent of Directors or Audit Members Officers Women & Supervisory Board Board of ⇨ Three independent outside directors Direct
Slide 19: Trademarks and forecast notes
Names of companies or products herein described are trademarks or registered trademarks of their respective organizations. (Note) Forecasts in this document rely on judgments and assumptions based on information available at present. Actual results may differ from the forecasts due to changes in ris