Aim at Securing a Firm Position as a Top 3 Global Construction Machinery Manufacturer in the World
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1 April 24, 2014 New Mid-term Management Plan ( fiscal year) GROW TOGETHER 2016 Aim at Securing a Firm Position as a Top 3 Global Construction Machinery Manufacturer in the World President, Chief Executive Officer and Director Yuichi Tsujimoto
2 Review of "" 2 Enhancement of Mining Operation GT2013 Accomplishment Enhancement of Parts and Service Operation Reduction of Direct Material Cost and Logistic Cost Establishment of RSS System at Hitachi Construction Machinery Japan Co., Ltd. (Unit: 100 Mil. Yen,%) SOH 2010 FY2010 FY2013 Consolidated Net Sales 7,738 8,030 Mining Operation Ratio 16% 16% Parts and Service Operation Ratio 18% 21% Operating Income Ratio 5.4% 8.6% Exchange rate $85yen/ 112yen $100yen/ 135yen
3 Accomplishing the 2020 VISION VISION Close and Reliable Partner Anywhere on the earth with best solutions through Kenkijin Spirit Encourage Growth and Seeds for the next 2020 VISION Seeds for growth Go Together st Step '11-'13 GROW TOGETHER nd Step '14-'16 3 rd Step
4 Market Environment 4 More or Less Flat in 2014, with Moderate Growth Thereafter Anticipate the Change of Market Demands, and Keep up with the Market Fluctuation Global Demand for Hydraulic Excavators Year-on-year fluctuation range *Estimates by HCM 20% 0% Global Demand for Mining Machinery Year-on-year fluctuation range *Estimates by HCM 50% (1000 Units) Performance Outlook -20% China Local mfg. China Foreign mfg. Performance Outlook 0% -50% '11 '12 '13 '14 '15 '16 Previous plan New plan Others Asia- Pacific North America W. Europe Japan (Thousands of units) '11 '12 '13 '14 '15 '16 Previous plan New plan Ultra Large Excavator 100t Truck 150t
5 GROW TOGETHER 2016 Key Strategies 5 6 Imperatives GROW TOGETHER 2016 Key Activities Enhancement of Development Marketing and Advanced Technology Development Enhancement of Sales and Marketing Enhancement of Mining Operation Enhancement of Parts and Service Operation SCM Reform and Enhancement of MONOZUKURI Enhancement of the Entire Value Chain
6 Strengthening Global Competitiveness 6 Repeat Resale/Scrap of machinery Recycling of Parts Sales of Used Machines Customers needs & /Information gathering and analysis Research Sales of Parts After Sales Service Product development that meets the customers needs Enhancement of Sales Marketing and SCM Reform Enhancement of the entire value chain Development Rental Finance Demand forecasting/ Segment analysis Production and procurement Sales of New Machinery Hitachi Group Collaboration / Human resource development / Localization & Governance / ICT Utilization
7 Enhancement of Development Marketing and Promotion of Advanced Technology Development 7 Establishment of Development Marketing Scheme Machines specified for Indian market Creation of Hitachi Synergy Hybrid Hydraulic Excavator ZX-3 type comparison Fuel Consumption 1 st gen. 20% 2 nd gen. 30% GROW TOGETHER 2016 Key Activities Establishment of Development Marketing Scheme that Focuses on the Demand of Each Region Enhancement of the Global R&D in Collaboration with the Mother Plant Development of Local Specification Machines for Each Region Expansion of Localization Mobilization of Hitachi Group Technology and Utilization of Open Innovation Research Development (Electronics and Electro-Machanics, ICT) Innovative MONOZUKURI Prognostic Diagnosis and Optimal Maintenance Increase of Market Share by Overwhelming Differentiation from Competitors
8 Further Enhancement of Mining Operation 8 Truck Operation Enhancement Third Generation AC truck Exploring Emerging Markets Expansion of Support Base Trolley Truck GROW TOGETHER 2016 Key Activities Mining Truck Sales Expansion Measures (Offering Sales on Trial) Smart Truck Sales Expansion (Deployment of Differentiated Technologies) Development of Autonomous Haulage System (AHS) Trucks (Shifting to the Next Phase) Sales Expansion by Deployment of Measures in Key Regions and Countries Expansion of Alliance with the Global Account Mining Operation Expansion with Hitachi Mining Fleet Management System Promotion to Use Cloud Computing of Wenco FMS Enhancement of Solutions Business in Collaboration with Hitachi Group (Optimization of Mine Operation Management and Maintenance of Mining Machinery) Prioritizing Resources as a Driver of Growth
9 SCM Reform and Enhance MONOZUKURI 9 GROW TOGETHER 2016 Key Activities Launch of SCM reform project Information flow Order Entry Production planning Shipment planning Demand forecasting/ Sales plan Synchro Synchro Synchro Synchro Procurement and Production Flow of goods Local prod. & modification Delivery Shipping and transportation Promote Total Group companies project by sales companies and manufacturing plants working together Customer Dealer Distributor Strict management of standard inventory Reduction of the total order lead time Order Entry lead time Production lead time Local production lead time Total cost reduction activities with a focus on Japan and China Brazil/Russia plant operations Production capacity development of each region Global development of total cost reduction activities Further enhancement of collaboration with strategic partnerships Promotion of global production reform (Rationalization and streamlining) Responding to Market Change and Establishing a Strong Business Foundation
10 Enhancement of the Entire Value Chain (Further Utilization of ICT) 10 GROW TOGETHER 2016 Key Activities New Machine Sales Finance Rental After Sales Service Parts Sales Rcycling of Parts Sales of Used Machines Establishment of HCM Japan RSS Global enhancement of sales and marketing capabilities Global deployment of know-how on sales of used machines and expansion of the finance program Development of Dealer Support Program Further enhancement of the overseas dealers support program ConSite development (differentiation) Global expansion of ConSite Further enhancement of the mining support Enhancement of parts operation base (Expansion of sales in mining parts) Further enhancement of parts supply network (utilization of 3PL) Improvement of parts coverage rate Improveing Customer Satisfaction and Pursueing Sales and Profits Enlargement
11 Group Basic Policy VISION Close and Reliable Partner anywhere on the earth with best solutions through Kenkijin Spirit Enhancement of competitiveness and promotion of total optimization Overwhelming differenciation from competitors and comprehensive prioritization Establishment of management foundation to prevail in the market Utilization of ICT, SCM reform, operational efficiency improvement Pursuit of solid Reliability" Expression of Kenkijin Sprit
12 Group Financial Objectives 12 Mid-and longterm challenges Further improvement in profitability and expanded capability for generating cash flow FY2013 GROW TOGETHER 2016 FY2016 Operating Income Ratio 8.6% 13~16% ROE 7.7% 13~16% Net D/E ratio The preconditions used for March 2017 projection Net sales 1trillion ± 100billion Exchange rate Continuous and stable payout 20% and upwards (consolidated base) $98yen/ 130yen Innovating our Business Structure to Prevail in the Market beyond Decades
13 VISION Close and Reliable Partner Anywhere on the earth with best solutions through Kenkijin Spirit END For further inquiries, please contact Corporate Management Division, Public Relations Strategy Office Norio Hayamizu TEL: FAX:
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