Results Briefing for the Fiscal Year Ended March 31, 2015 Progress of Medium-Term Management Plan

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1 Results Briefing for the Fiscal Year Ended March 31, 2015 Progress of Medium-Term Management Plan (Fiscal Years Ending March 31, ) April 28, 2015

2 Contents 1. Basic Policies and Strategies of the Medium-Term Management Plan 2. Reflections on the Fiscal Year Ended March 31, 2015, and Initiatives to Meet Plan Goals 3. Summary

3 Basic Policies and Strategies of the New Medium-Term Management Plan 3 Achieve revenue and income growth by differentiating high-end products with material technologies and expanding on the global stage Strengthen organizational structure through structural reforms Growth Strategies Business Strategies: High functional materials Automotive parts Energy storage devices Life sciences Improve profitability by differentiating high-end products with material technologies as a revenue growth driver and expand product sales overseas Target position as a global supplier, improve profitability by increasing overseas production, expand overseas sales channels, and accelerate development of next-generation products Accelerate growth on global market and establish operating foundations for full-fledged growth starting in the fiscal year ending March 31, 2017, as future mainstay business Develop track record in diagnostics field as future base business and explore potential of new business areas R&D strategies: Revise research portfolio to contribute to the development of new businesses Investment strategies: Stringently select investment themes that will directly generate earnings (Introduce ROIC as an investment management index) Cost Structure Reforms Implement reforms from the perspectives of both business structures and workflow processes

4 Target Summary 4 Over 10% Operating margin(%) 6.2% Net Sales 5.1% Life sciences, etc. Energy storage devices Automotive parts High functional materials (Billion yen) (Fiscal Year)

5 Contents 1. Basic Policies and Strategies of the Medium-Term Management Plan 2. Reflections on the Fiscal Year Ended March 31, 2015, and Initiatives to Meet Plan Goals 3. Summary

6 Reflections on FY14 (Billion yen) Net Sales Operating Income Operating margin 5.1% % % (530.0) 6 * Figures in parentheses represent the targets announced in Jan (37.0) (Fiscal Year)

7 Reflections on FY Net Sales Target Met, Operating Income Target Unmet Net Sales Sales increased due to our ability to capture demand in the growing smartphone field. Growth jumped due to M&A activities (consolidation of CSB Battery Co., Ltd.). Operating Income Operating income target was unmet due to delays in commencing new mass production operations for touch panel supporting materials, reduced productivity for powdered metal products, and the delayed response of LiB sales promotions. 2. Response to Overseas Investment 3. Business Structure Improvement (Measures to Optimize Domestic Staff)

8 High Functional Materials Strategies of the Medium-Term Management Plan 8 Ongoing Introduction of New, Highly Profitable Products Differentiate high-end products with material technologies Uncover new customer needs Product Strategies to Win Out Against Global Competition (Middle-Range Strategy) Optimize sales, production, and development systems Lower production costs through volume benefits Improve profitability

9 High Functional Materials Results and Future Initiatives Ongoing Introduction of New, Highly Profitable, High-End Products Open Lab 9 15 companies 21 companies Material manufacturers Open laboratory Equipment manufacturers Customers 42 companies Numbers represent the number of companies to visit the open laboratory. Accelerate commercialization of new materials designed for next-generation packages

10 Automotive Parts Strategies of the Medium-Term Management Plan 10 Product Development and Sales Channel Expansion Develop products employing material technologies Explore various sales routes Accurate Response to Overseas Demand (Local Production and Consumption) Optimally enhance existing bases and current operations in overseas regions Establish supply systems in unexplored regions (Possibly employ M&A transactions and alliances) Strengthen business foundation

11 Automotive Parts Results and Future Initiatives 11 Accurate Response to Overseas Demand (Local Production and Consumption) Expanded ratio of overseas production (progress as anticipated) 37% 40% Progress 46% 55% Overseas Domestic Measures for final year Increase profitability of manufacturing sites Strengthen manufacturing capabilities (Introduce robots, pursue productivity increases by human workers) FY12 FY13 FY14 FY15 (Forecast) Improved profit margins (progress less than anticipated) Lower productivity for powdered metal products Increase profitability by improving productivity for powdered metal products Steadily advance productivity improvement measures, and complete response to overseas demand

12 Energy Storage Devices Strategies of the Medium-Term Management Plan 12 Gear-Like Advancement of New Businesses (LiB/Solution) by Base Business Accelerate overseas sales of batteries for new cars and replacement batteries (ISS*), otherwise further global expansion, and strengthen marketing as base business Accumulate local production knowledge Reduce costs by leveraging automotive-use lead-acid battery manufacturing expertise and shorten development times for production processes Automotive-use lead-acid batteris Industrial lead-acid batteries Leverage industrial lead-acid battery sales channels in marketing efforts Participate in verification testing for alternative energy sources Drastically reduce costs and develop cost reduction measures by utilizing material technologies Industrial LiB/LiC * Idling Stop System Develop 3rd core business Grow energy storage device operations into a 3rd core business for the Group by 2020

13 Energy Storage Devices Results and Future Initiatives 13 Automobile Batteries Progress Strengthened Global Position (progress as anticipated) Expanded customer base and sales channels through alliances Developed next-generation lead-acid batteries for ISS vehicles, etc. Developed new products utilizing technologies for high capacity Increased ratio of ISS sales (progress as anticipated) Measures for final year Strengthen Global Position Expand customer base and sales channels through M&A activities and alliances Develop next-generation lead-acid batteries for ISS vehicles, etc. Technologies for High Durability Control electrolyte density to limit deterioration of electrodes (stratification) 200% increase in durability Other 25% 28% 33% FY12 FY13 FY14 ISS/highly regenerative battery Accelerate growth by developing next-generation lead-acid batteries and expanding customer base and sales channels

14 Energy Storage Devices Results and Future Initiatives Industrial Batteries 14 Progress Progress Consolidated CSB Battery Actively acquired verification orders in the growing power storage application market Verification orders acquired in FY14 (income of 300 million or more per order) Application Product Order Power grid stabilization LiB 2 Hybrid 4 Output fluctuation control LiC 1 Measures for final year Leverage synergies with newly consolidated CSB Battery to accelerate global development Acquire large-scale verification orders and build track record in power storage application market Strengthen collaboration with systems companies (Hitachi Group, etc.) Provide solutions combining four energy storage devices (lead-acid batteries, LiBs, LiCs, capacitors) Develop new LiBs Complete products with high output, high cycle lifespan and ancillary compatibility Steady progress made toward creating third core business pillar

15 R&D Strategies Strategies of the Medium-Term Management Plan 15 Technology development Strengthen fundamental technologies Develop new resins, strengthen analytical technologies Reconstruct research portfolio (resource allocation) Prioritize allocation to environmental and energy fields Utilize open innovations (Hitachi R&D, external organizations) Commercialization Coordinate with operating divisions Accelerate approach from perspectives of market and customer needs Monitor progress Monitor progress through research, development, prototyping, and mass production stages using stage-gate methodology Create new businesses

16 Results of R&D Strategies 16 Anti-fouling paint Anode Material for Lithium Ion Batteries Wavelength Conversion Particles Anisotropic Conductive Films (ACF) Received Minister of the Environment Award as part of 13th Green and Sustainable Chemistry Award in Japan (2014) Received Asahi Shimbun Invention Award and Superior Invention Award as part of FY14 National Commendation for Invention For solar encapsulant sheets. Improves power generation +67% efficiency up to 2.2% over conventional products Developed two new circuitconnecting ACF that will enable further reduction in thickness of flat panel displays and achieve finer pitch. The two types of products (UV-boost type and particle-aligned type) has been sold since Jan Rapidly develop new products with unparalleled merits for various industries

17 Cost Structure Reforms Targets Net Sales Operating income 493.8billion 5.6% 534.0billion 6.6% billion Over 10% Cost of sales 75.8% 75.9% 74% SG&A expenses 18.6% 17.5% 16% FY13(actual) FY14(actual) FY15 (Mid-term Plan) Business Structure Reforms Strengthen new businesses and new products Shift operations overseas Address products lacking profitability Workflow Process Reforms Reduce production staff by utilizing robots Promote Group purchasing and procurement engineering Expand logistics outsourcing Standardize and rationalize sales and order receipt processes Create global standards for back office functions and consolidate these functions

18 Contents 1. Basic Policies and Strategies of the Medium-Term Management Plan 2. Reflections on the Fiscal Year Ended March 31, 2015, and Initiatives to Meet Plan Goals 3. Summary

19 Target Summary 19 Over 10% Operating margin(%) Life sciences, etc. Energy storage devices Automotive parts 5.6% % Net Sales 17.5 High functional materials (Billion yen) (Fiscal Year) (Mid-term Plan)

20 Dividend Policy 20 <Basic Policy> The Company considers its operating environment, performance, future business prospects, and the payout ratio in allocating earnings to dividends and internal capital reserves. The Company uses internal capital reserves to effectively build on its strong financial structures while investing in the R&D of promising new high-value-added products and adding vitality to existing businesses. <Trends in Dividends and the Consolidated Payout Ratio> Cash dividends per share(yen) Consolidated payout ratio(%) 36 (Fiscal Year)

21 (Notes) These materials contain projections based on information available at the time of formulation. Various factors may cause actual results in the future to differ. These materials may not be freely copied or redistributed without prior permission.

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