Mitsubishi Electric Corp. · TSE:6503
Mitsubishi Electric — Investor Presentation (November 2020)
28 slides from Mitsubishi Electric's investor presentation, November 2020
Slide 1: Corporate Strategy November 2020
November 2020 © Mitsubishi Electric Corporation
Slide 2: Contents
Contents 1. Corporate Principle 2. Management Policy 3. Strategy 4. Outlook for FY2020 5. Growth Targets for FY2020 6. Formulating the Medium-term Management Plan towards 2025 7. Trends in Capital Allocation 8. Enhancement of Business Foundation 9. Business Model Transformation 10. Initiatives for t
Slide 3: 1. Corporate Principle
1. Corporate Principle Corporate Mission The Mitsubishi Electric Group will continually improve its technologies and services by applying creativity to all aspects of its business. By doing so, we enhance the quality of life in our society. Seven Guiding Principles 1. Trust: Establish relationships
Slide 4: 2. Management Policy – Maintain and evolve Balanced Corporate Management
2. Management Policy － Maintain and evolve Balanced Corporate Management － ■ Pursue the Satisfaction of Growth the Four Stakeholder Categories ⚫ Sustainable growth through providing solutions to Social Contributions Excellent Products and Services social challenges ⚫ Technology Synergies/ Society Cu
Slide 5: 3. Strategy
3. Strategy 《Strategy》 Mitsubishi Electric will provide integrated solutions to address diversifying social challenges, in the four fields of Life, Industry, Infrastructure and Mobility, uniting all the capabilities inside and outside of the Group. For this purpose, we will enhance our business foun
Slide 6: Contribute through value creation and all corporate activities
Based on its strategy, Mitsubishi Electric Group will pursue value creation for addressing social challenges, and contribute to achieving the 17 goals of the SDGs, through all corporate activities. Contribute through value creation … Contribute through all corporate activities … Further promote init
Slide 7: 4. Outlook for FY2020 (Consolidated performance)
4. Outlook for FY2020 (Consolidated performance) FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 *1 U.S.GAAP IFRS Actual Actual Actual Actual Actual Forecast (Oct. 2020) 6-Month 6-Month 109JPY/USD 111JPY/USD 111JPY/USD 111JPY/USD 109JPY/USD 109JPY/USD 106JPY/USD 106JPY/USD (Billions of JPY) 119JPY/EUR 130
Slide 8: 4. Outlook for FY2020 (Segment Forecast)
4. Outlook for FY2020 (Segment Forecast) FY2016 FY2017 FY2017 FY2018 FY2019 FY2020 U.S.GAAP IFRS *1 Actual Actual Actual Actual Actual Forecast (Oct. 2020) 6-Month 6-Month 109JPY/USD 111JPY/USD 111JPY/USD 111JPY/USD 109JPY/USD 109JPY/USD 106JPY/USD 106JPY/USD (Billions of JPY) 119JPY/EUR 130JPY/EUR
Slide 9: 5. Growth Targets for FY2020
5. Growth Targets for FY2020 Performance in FY2020 is expected to fall short of the FY2020 growth targets set in FY2014, partly due to the impact of COVID-19. 5,000 or more OPM Target Revenue Operating profit 4,444 4,519 4,462 4,323 4,394 by Segment (¥Bn.) (¥Bn.) 4,238 4,054 4,050 6% or more 3,639 3
Slide 10: 6. Formulating the Medium-term Management Plan towards 2025
6. Formulating the Medium-term Management Plan towards 2025 * The Medium-term Management Plan will be announced in FY2021 【Principles】 In order to address diversifying social challenges, we will focus on strengthening our solutions business. We will also revise our business portfolio to improve prof
Slide 11: 7. Trends in Capital Allocation
7. Trends in Capital Allocation In the past years, we have been investing aggressively toward the FY2020 growth targets. Under the new medium-term management plan, we will steadily reap the results of these investments, and will seek to further improve profitability through such means as strengtheni
Slide 12: 8. Enhancement of Business Foundation – Business Group
8. Enhancement of Business Foundation Energy & Electric Systems – Business Group – Information & Communication Systems Power Systems Power generation systems, Substation systems, Space Systems Transmission & distribution ICT systems, Satellites, Ground systems for Power distribution systems, etc. sa
Slide 13: 8. Initiatives of Major Businesses (1)
8. Enhancement of Business Foundation – Initiatives of Major Businesses (1) – Power Systems Business Building Systems Business Provide products, systems and services which contribute to Provide total support from new installation to maintenance, and stable utilization of electricity and efficient bu
Slide 14: 8. Initiatives of Major Businesses (2)
8. Enhancement of Business Foundation – Initiatives of Major Businesses (2) – Factory Automation (FA) Systems Business Space Systems Business Contribute to the smartification of factories by further evolving Contribute to building a global social infrastructure through the『e-F@ctory』 satellite syste
Slide 15: 8. Research and Development
8. Enhancement of Business Foundation – Research and Development – Create new value that contribute to business model transformation, and develop future technologies in a well-balanced way from a short, medium, and long-term perspective, while working to thoroughly strengthen present businesses Life
Slide 16: 8. Intellectual Property Activities
8. Enhancement of Business Foundation – Intellectual Property Activities – Protect technology based business advantages through patents over the medium and long term, and actively pursue intellectual property activities worldwide Patent PCT application ranking No. 2 globally Design registration numb
Slide 17: 9. Business Model Transformation
9. Business Model Transformation Accelerate the creation and cultivation of new business models and new businesses, including the renewal and maintenance business, the data utilization business, and the platform business, that unite all the capabilities inside and outside of the Group and actively u
Slide 18: 9. Next-generation Transportation System Solution
9. Business Model Transformation Next-generation Transportation System Solution Contribute to safe and comfortable transportation ■ Railcar Maintenance Solution ■ Lane Hazard Warning System “Railway LMS on INFOPRISM” Contribute to safe driving by sharing location information of Contribute to labor s
Slide 19: 9. Energy Solutions
9. Business Model Transformation Energy Solutions Contribute to the realization of sophisticated, sustainable lifestyle by turning natural energy into stable, high-quality electrical energy ■ Received two awards jointly with local Variable natural energy Large-scale storage battery control governmen
Slide 20: 9. Manufacturing Solutions
9. Business Model Transformation Manufacturing Solutions Solve issues at manufacturing sites through automation that combines advanced technologies Cooperation/Automation with Robots × Labor shortage Humans concentrate on high value-added tasks ■ Promote collaborative work with robots using “quick-
Slide 21: 9. Safe and Secure Urban Development Solutions
9. Business Model Transformation Safe and Secure Urban Development Solutions Visualize objects and concepts that were not noticed thus far, and realize an eco-friendly smart city that is easy to live and stay in High-precision Video analysis video surveillance solutions Open Innovations Video and se
Slide 22: 9. Key Technologies That Support Transformation
9. Business Model Transformation Key Technologies That Support Transformation Promote the use of our proprietary “compact artificial intelligence (AI) technology” and “5G technology” in a wide range of businesses, as well as their development and demonstration in order to create new businesses 5G te
Slide 23: 10. Initiatives for the New Normal
10. Initiatives for the New Normal ■ Responding to the changes in business style • [Expanding remote work] Turn the expanded work from home program into a permanent system, and establish online communication between bases spread over a wide area • [Digital marketing] Disseminate information through
Slide 24: 11. ESG Initiatives
11. ESG Initiatives Continue our Commitment to the Awarded “Gold,” the highest UN Global Compact rating, in the evaluation of Continue CSR activities in accordance companies’ CSR performance with UN Global Compact principles in the conducted by EcoVadis (*1), a areas of Human Rights, Labour, the glo
Slide 25: 11. ESG Initiatives
11. ESG Initiatives Employee engagement Realizing a work environment where all employees can work with vitality ●Transform the workplace culture by continuous ●Support career development through leave programs that monitoring using engagement survey results as accommodate individual life plans for t
Slide 26: 11. ESG Initiatives – Corporate Governance
11. ESG Initiatives Corporate Governance In June 2003, Mitsubishi Electric became a company with a committee system (currently: nomination committee system company) and separated the supervisory and executive functions of management, to further continue with the promoting flexibility of operations a
Slide 27: Cautionary Statement
Cautionary Statement While the statements herein including the forecast of the Mitsubishi Electric Group are based on assumptions the Group considers to be reasonable under the circumstances on the date of announcement, actual results may differ significantly from forecasts. Such factors materially
Slide 28: © Mitsubishi Electric Corporation
27 © Mitsubishi Electric Corporation
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