Fujikura Ltd · TSE:5803
Fujikura — Corporate Update (November 2020)
15 slides from Fujikura's corporate update, Nov 2, 2020
Slide 1: Looking Toward 2nd Half FY2020
nd Looking Toward 2 Half FY2020 Masahiko Ito, President & CEO November 2, 2020
Slide 2: Introduction
Introduction • The impact of COVID-19 on our three main businesses is broadly divided between infrastructure-related businesses and other businesses. While conditions remain unstable, there are rays of light in the telecommunication systems business. • The sales cycle for electronics differs from no
Slide 3: Abandoning the Mid-Term Business Plan and Moving to the Operational Turnaround Phase
(* From materials published on June 10, 2020) Abandoning the Mid-Term Business Plan and Moving to the Operational Turnaround Phase Current Mid-Term Business Plan Operational Turnaround Strategic Turnaround Abandon the 2020 Mid-Term Business Plan mid-course & move to the operational turnaround phase
Slide 4: Contents
Contents 1. Turnaround Plan Implementation 2. Main Business Initiatives 3
Slide 5: 1. Turnaround Plan Implementation
1. Turnaround Plan Implementation 4
Slide 6: Turnaround Plan Implementation Structure (1): Management Innovation Committee Structure
Turnaround Plan Implementation Structure (1): Management Innovation Committee Structure Management Project team response Management Resource Efficiency as the driver of plan implementation Innovation Subcommittee during the operational turnaround period Committee ・ Revise the business portfolio Flex
Slide 7: Turnaround Plan Implementation Structure (2): Driven by Project Teams
Turnaround Plan Implementation Structure (2): Driven by Project Teams • Response by project teams will serve as the driver of plan implementation during the operational turnaround period. • Project teams will vigorously pursue implementation and the Management Efficiency Improvement Committee will m
Slide 8: Turnaround Plan Implementation Structure (3): PDCA Cycle-based Management
Turnaround Plan Implementation Structure (3): PDCA Cycle-based Management • Biggest management challenge Creating an effective framework for vigorous implementation Build a framework for implementing the plan and Stakeholders disclose progress in a timely and appropriate manner. Business turnaroun
Slide 9: View on Investment and Cash Flow in Each Business During the Operational Turnaround Period
View on Investment and Cash Flow in Each Business During the Operational Turnaround Period Policy on capital investments in main businesses this fiscal year and next fiscal year View on subsequent Business FY2019 FY2020 FY2021 investment Telecommunication Reduced from mid-year Concentration on growt
Slide 10: Impact During Operational Turnaround Period
Impact During Operational Turnaround Period At present, we project the following benefits, in accordance with the turnaround plan (Billions of yen) FY2023 Category FY2020 FY2021 FY2022 onward Early retirement, etc. 0.7 1.9 1.9 1.9 Structural business improvements (location reorganization, etc.) 3.5
Slide 11: 2. Main Business Initiatives
2. Main Business Initiatives 10
Slide 12: Telecommunication Business Expansion in the U.S. & Europe (1)
Telecommunication Business Expansion in the U.S. & Europe (1) Fujikura established a joint venture in the U.S. in 1984, acquired it as a Expansion of sales related to North American locations in the cable business during the wholly owned subsidiary in 2005, and is continuing to expand in the COVID-1
Slide 13: Telecommunication Business Expansion in the U.S. & Europe (2)
Telecommunication Business Expansion in the U.S. & Europe (2) SWR & WTC business is growing rapidly and making progress in the FTTx, CATV, 5G, and HSDC markets in North America and Europe. Determination of locations for expansion: ・ Technology & product development: Japan ・ Cable manufacturing: Japa
Slide 14: Conclusion
Conclusion • Implementation of the operational turnaround plan is our commitment to all of our stakeholders. We will operate the PDCA cycle and steadily make progress on the turnaround plan. • Additional new measures will be formulated and implemented as necessary. • Initiatives in each business
Slide 15: Disclaimer
Disclaimer: These materials contain Fujikura’s management policy (intentions) for FY2020. Statements about sales, profits, and other forward-looking statements about FY2020 and future fiscal years are based on market decisions made according to the latest information available at the time. Fujikura’