FY2016 Financial Results ended March 31, 2016

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1 FY2016 Financial Results ended March 31, 2016 Apr 28, 2016

2 Overview of FY2016 Financial Results 1 / Revenue increased due to overseas production volume increase and the growth in sales as well as the depreciation of yen. The operating profit (excludes other income/expenses) increased due to cost reduction effort, production volume increase and the depreciation of yen. 2. Annual dividend per share is 120 yen (increased by 10 yen from the previous year) 3. Despite production volume increase and the growth in sales, revenue and operating profit will decrease in FY2017 due to the exchange rate.

3 Precondition FY2016 Financial Results 2 / 32 Revenue Operating Profit ( Excludes other income/ expenses) Other income/ expenses Operating Profit Finance income/ costs & others(*1) Profit before Income Taxes Profit (*2) Foreign Exchange Rate Domestic Car Production FY16 FY15 Change 4, , % (8.1%) (8.3%) % (7.0%) (7.7%) % (7.7%) (8.6%) % (5.4%) (6.0%) % JPY 120/$ JPY 110/$ +10 JPY JPY 133/Euro JPY 139/Euro -6 JPY (Unit:Millions of Units) % Overseas Car Production of Japanese Manufacturers % (North America) (6.26) (6.00) (+0.26) (+4.3%) 1 Finance income,finance costs, Foreign exchange gains/loss, Share of the profit of associates accounted for using the equity method 2 Profit attributable to owners of the parent company

4 FY2016 Consolidated Revenue(By Customer) After-market, New business&others OE Revenue for others 1, % 42.2% After-market, New business&others OE Revenue for others 2, % (+9.7%) FY15 4,309.8 Billions of Yen 10.5% (-0.6%) FY16 4,524.5 Billions of Yen Toyota Group 2, % Toyota Group 2, % (+2.0%) (Unit: Billions of Yen) 2,000 1,500 1, OE Revenue for others 2, , (+9.7%) Others Isuzu Nissan Fuji VW AUDI Suzuki Mazda Hyundai Kia GM Ford FCA (Fiat Chrysler) Honda ( ):Change from FY15 (+3.0%) (+2.4% ) (+31.0%) (+8.2%) (-5.4%) (-6.1%) (+8.2%) (+5.6%) (+16.1%) (+50.3%) (+6.1%) (+15.3%) 3 / 32 0 FY15 15/3 FY16 16/3

5 FY2016 Consolidated Revenue ( By Product) 4 / 32 (Unit: Billions of Yen) ,000 3,000 4, , New Business (-5.8%) 64.5 Other Automotive (-6.1%) Small Motors (+1.4%) Electronic (-0.3%) Information (+10.0%) & Safety Systems ( ):Change from FY15 2,000 1, ,409.9 Thermal (+4.9%) 1,000 1, ,619.7 Powertrain Control (+5.9%) 0 FY15 FY16

6 Change in Operating Profit Other income / expenses 5 / 32 (Unit: Billion of Yen) Other income / expenses Operating profit Operating profit ( Excludes other income/expenses) Expense Labor cost Depreciation Others (Product Mix etc.) Production volume increase Variable cost reduction +5.0 Raw material cost Currency exchange increase Operating profit ( Excludes other income/expenses) Operating profit FY15 FY16

7 Geographical Segments by Company Location 3,000 2,500 2,000 1,500 1, , ,646.6 Japan Revenue -0.7% +15.1% 1, North America +7.0% , FY15 年 16 FY16 年 +10.6% 1, % 73.8 Europe Asia Others [7.4%] [5.8%] Japan -21.5% +20.8% 39.5 Operating Profit 47.7 [4.3%] [4.1%] North America -14.3% [3.0%] [2.4%] +19.4% 80.9 [7.7%] 15 FY15 年 16 FY16 年 96.6 [8.3%] 0.3 Europe Asia Others 6 / 32 (Unit: Billions of Yen) [ ]: Ratio to Revenue [0.4%] -2.0 [-3.4%]

8 Geographical Segments by Company Location (Local Currency Base,excludes other income/expenses) 7 / 32 Revenue Operating Profit (Unit: Billions of Yen) [ ]: Ratio to Revenue 3,000 2,500 2, , % 15 FY15 年 16 年 FY [8.5%] [7.5%] -11.7% 15 年 FY15 16 年 FY16 2,000 1,500 1, Japan +7.8% +7.6% 1, , , % North America +3.9% Europe Asia Others Japan +28.4% [4.1%] [4.9%] North America -8.3% 16.3 [2.9%] [7.4%] % [2.4%] [8.3%] 0.4 [0.5%] -2.8 [-3.7%] Europe Asia Others

9 Trend of Capital Expenditures, Depreciation and R&D Expenditures 8 / 32 [Bil.Yen] ( ) Ratio to Revenue (9.0%) (9.2%) (8.8%) (9.2%) FY14 FY15 FY16 FY17F FY14 FY15 FY16 FY17F FY14 FY15 FY16 FY17F CAPEX Depreciation R&D

10 Precondition FY2017 Financial Forecast 9 / 32 Revenue Operating Profit ( E x cl udes ot her i ncom e/ ex p ens es ) Other income/ expenses (Ratio to Revenue) (Unit:Billions of Yen, %) FY17 FY17F Forecast FY16 FY16 Actual Change 4, , % (7.0%) (8.1%) % Operating Profit Finance income/ costs & others( 1) (7.0%) (7.0%) % Profit be fore Income Profit ( 2) Foreign Exchange Rate Domestic Car Production Overseas Car Production of Japanese Manufacturers (7.6%) (7.7%) % (5.2%) (5.4%) % (Unit:Millions of Units) JPY 110/$ JPY 120/$ -10 JPY JPY 125/Euro JPY 133/Euro -8 JPY % % (North America) (6.48) (6.26) (+0.22) +3.6% 1 Finance 1 Finance income,finance income,finance costs, costs, Foreign Foreign exchange exchange gains/loss, gains/loss, Share 2 of Profit the profit attributable of associates to owners accounted of the parent for company using the equity method Share 2 of the Profit profit attributable of associates to owners accounted of the for using parent the company equity method

11 Return to Shareholders 10 /32 Policy of shareholders return DENSO intends to allocate retained earnings not only to the capital investment, R&D investment and M&A required to maintain Long-term business development but also to, 1.Improve the dividend level stably on an ongoing basis by comprehensively taking into account the consolidated operating results, the payout ratio and the amount of dividends. 2.The acquisition of treasury stock while paying attention to the status of funds and market condition.

12 Return to Shareholders 11 / 32 FY16 Annual Dividend per Share: Increase by 10 yen to 120 yen FY17 Annual Dividend per Share: 120 yen same as FY16 ( 円 ) (%) % 30.2% 105 Year-end 58 Pay-out Ratio % % Interim FY14 FY15 FY16 FY17F 0

13 Topics 12 /32 DENSO Group s growth strategy 1.Mid-term policy Business field to concentrate (1) Environment and Security & Safety (2) Aftermarket & New business (3) World Market (4) Measures that underpin sustainable growth

14 1.Mid-term policy / Goal Recognition of the current business environment Business field to concentrate Function to reinforce Strengthen corporate fundamentals 1.Emerging countries lead automobile market continuously <Sales volume forecast> (Mil pcs/ y) Emerging countries Developed countries FY11 FY16 FY21 2.Expand of environment, security and safety needs Gasoline Diesel Hybrid HEV sub system MG/ISG Automati c Driving Highly Automate Collision d Driving Imminent 3.Accelerate standardization of parts & unit Preparation to quality risks due to standardization is needed Concentrate on Environment and Security& Safety, Aftermarket & New business & World market.

15 2 (1) Environment and Security & Safety 14 /32 Environment Environmental technologies for reducing CO2 emission Technology Products ICE Electrification Improve efficiency Cost reduction Variety Injector ISG Diesel common rail system Pump Stop / Start System Lithium battery pack ISG Rail ISS Starter Improve fuel economy by omnidirectional technology (Combustion, exhaust gas, start,charge, HV etc.) Gasoline direct injection system Injector Components for HV Inverter Pump MG Heat recovery /air- Conditioning Improve the fuel economy by reducing gap between catalog and actual fuel economy Collection of waste heat Thermal storage / conversion Heat distribution Total thermal management Air conditioning Power-saving, efficiency improvement For CO2 reduction, pursue fuel efficiency.

16 2 (1) Environment and Security & Safety 15 /32 Improving the efficiency of internal combustion engines Efforts taking full advantage of engine ECU (ABILCORE) technology Development philosophy Completely utilize fuel Completely recover energy Completely purify emissions Injector ECU Data IC Achieve higher precision Detection/ analysis Instruction Software Good Design Award Winner Achieving ideal combustion by increasing the precision of the fuel injection amount (creating improved fuel economy) CORE that embodies DENSO s high ABILITY High-precision injection control technology helps improve fuel economy.

17 2 (1) Environment and Security & Safety 16 /32 Improving actual fuel economy Power-saving/efficiency improvement efforts for thermal and A/C products Current situation Conventional vehicles HVs Fuel economy based on the catalog value (e.g. A/C etc. off) Actual fuel economy (e.g. A/C etc. on) Actual fuel economy (e.g. A/C etc. on) Approx.30% Approx.40% 100 Gap Main cause of the gap Summer: Increased load due to the use of A/C (Engines, even those in vehicles with stop/start system, must be switched on.) Winter: Insufficient heat source (Electric heaters have a high power consumption.) Cold storage case Solution for summer Cold Storage Evaporator Operates while engine stops by stop/start system Power-saving air conditioning technology Ejector DENSO s proprietary ejector was added to save power Solution for winter Heat source creation technology Heat Pump System High efficiency heating technology by endothermic change from air Inner fin DENSO s proprietary inner fin was added to improve cold storage performance A compact structure integrating the evaporator tank achieve high efficiency and lower cost DENSO s proprietary cycle structure was added to operate at low ambient temperature DENSO helps improve actual fuel economy by providing solutions for reducing the gap.

18 2 (1) Environment and Security & Safety 17 /32 Security & Safety Security & Safety Traffic accident analysis Safe driving support Active safety/ Driving support Creation of comfortable cabin 18NCAP ADAS * Level 2,3* Sophisticatedly safe mobility/society <Example> Accident free No traffic jam Mobility support for elderly people Eco-friendly driving etc. Basic study of human being *ADAS: Advanced Driver Assistance System *Level2,3 : partical automated driving, automated driving in specific conditions For zero car accident, pursue Sophisticatedly safe mobility/ society.

19 2 (1) Environment and Security & Safety 18 /32 Structure required for achieving safe mobility through sophisticated technology ADAS Promotion Div. established Tokyo Office Development of advanced technologies Recruitment/ exchange of human resources IT Laboratory Image recognition Signal processing HMI Recognition Electronic Div. ADAS Promotion Div. Morpho, Inc. Image processing technology Deep learning Information & Safety Systems Div. Total system control R&D Center Partner corporations Universities /Research institutions Silicon Valley office Development of Lidar AI etc. Information Communication Control A structure has been established to accelerate development toward automated driving in 2020 and beyond.

20 2 (1) Environment and Security & Safety 19 /32 Safe driving support (active safety/driving support) Technologies to achieve 2018 NCAP + extra functionality Millimeter-wave radar sensor High-resolution signal processing technology Vision sensor Recognition algorithm that achieves high identification performance Toyota Safety Sense P functions (from 2015) High performance sensor New functions (from 2018) 2018 NCAP + extra Autonomous Emergency Braking Lane Keeping Assist Automatic High Beam Autonomous Emergency Braking (Pedestrians/Night) Lane Keeping Assist Autonomous Emergency Braking (Pedestrians) Full-scale Adaptive Cruise Control Autonomous Emergency Braking (Bicycles/Head-on) Lane Change Assist DENSO will offer functions exceeding 2018 NCAP by combining sensors featuring enhanced technology and performance.

21 2 (2) Aftermarket & New business New Business Biotechnology (Microalgae) Total life support Environment Low-carbon society Environment protection / Resource recycling 20 /32 Comfortable Varied lifestyle Realization of ubiquitous society Vehicle Micro grid Electric mobility Automotive components: Motor, sensor, control, thermal management, etc. Vehicle related Cold chain Agricultural support system Security Health & Medical Safety & Security Healthy lifestyle Accident avoidance / Crime prevention Disaster-resistant towns Non-Vehicle (Taking advantage of DENSO s core technologies) Offer products and services to meet the needs of society and end users.

22 2 (2) Aftermarket & New business 21 /32 Electric Power Assist Robot technology that supports happiness in daily life Exhibited in International Robot Exhibition 2015 (December 2015) Inspection services for bridges, structures, etc. Experiment support at laboratories Training engineers and users UAV (Unmanned Aerial Vehicle) Maintenance inspection for bridges etc. High weather resistance & Stability Collaborative work at plants Coexistence/ cooperation with people Dual-arm robots DENSO helps solve various social issues by utilizing advanced robot technologies.

23 2 (3) World Market 22 /32 World Market Sales trend Market expansion +α Overseas production Domestic production North America Solution for sales expansion Technology development Optimal products in each region global competitiveness South America Europe China India Asia Technical Centers in global 7 regions Production Cost- competitive production network Japan Expand sales exceeding market growth mainly in overseas.

24 2 (3) World Market 23 /32 Global production supply structure Efforts at DENSO Indonesia New Plant 3 (since 2014) Spark plugs SIFSs ECUs VCTs Instrument clusters Alternators Starters WSSs 10 products launched in the past 2 years! (Plants 1, 2, and 3 combined) Manufacture the products of 4 business groups (powertrain, thermal, information & safety systems and electronic) Increased the efficiency of management functions after integrating the 3 plants by 25% In-house academy (DENSO Training Academy) Education and human resource development underpin stable manufacturing Training executives Education for new employees Education for general employees Training WorldSkills International Competition contestants With a structure for global production and supply established, DENSO will further increase its competitiveness.

25 2 (4) Measures that underpin sustainable growth 24 /32 Global HR system introduced (in January 2016) Objective Develop and promote more leaders who can be active beyond the borders of their regions Old system Mainly Japanese employees New system Global human resources Global training center AQUA WINGS Employees within and outside Japan work according to the same grading system. They are fairly evaluated and trained on the same criteria. Global business promotion measures are accelerated to enhance competitiveness.

26 2 (4) Measures that underpin sustainable growth 25 /32 Secure human resources Objective Respond to the accelerated efforts to promote automated driving systems and Factory IoT Train advanced and skilled technicians (1) Recruitment Concept Actively recruit individuals to work on cutting-edge technologies in areas new to DENSO Means M&As, alliances, clear career path, etc. Build personal networks with authorities in respective industries, and enhance information dissemination (2) Training Concept Continuously produce human resources who can learn, think, and take action independently Means Quickly train advanced and skilled technicians, upgrade training in new technology fields, etc. Silicon Valley office Utilization of Tokyo Office 9th International Abilympics (France) 43rd WorldSkills International Competition (Brazil) DENSO will implement active measures to secure human resources and enhance competitiveness.

27 DENSO CORPORATION All rights reserved.

28 Appendix Change in FY2016 Geographical Segments by Company Location Forecast 4th Quarter(3months) Geographical Segments by Company Location Non-Consolidated Financial Results Pre-Conditions (Foreign Exchange Rate/Car Production) Consolidated Revenue by Customer Consolidated Revenue by Product Trend of Capital Expenditures, Depreciation and R&D Expenditures Capital Expenditures, Depreciation, and R&D Expenditures

29 4th Quarter(3months) Geographical Segments by Company Location 26 (Unit: Billions of Yen) Revenue [ ]: Ratio to Sales Japan -1.7% +5.2% North America +0.6% 年 4Q 16 年 4Q +0.1% FY15 4Q FY16 4Q -19.8% Europe Asia Others [7.2%] Japan 28.1 [4.1%] -43.4% [5.5%] [4.6%] +24.6% North America -39.1% 6.1 [4.0%] 3.7 [2.4%] -12.3% [9.5%] 15 年 4Q FY15 4Q 16 年 4Q FY16 4Q [8.3%] [-4.7%] [-3.1%] Europe Asia Others

30 4th Quarter (3months) Geographical Segments by Company Location( Local Currency Base,excludes other income/expenses) Revenue Operating Income (Unit: Billions of Yen) [ ]: Ratio to Sales % +10.5% +9.9% % 年 4Q FY15 4Q 16 年 4Q FY16 4Q +17.1% Japan Japan North North Europe Europe Asia Asia Others Others America Amerika [8.7%] -22.0% 46.9 [6.9%] +36.6% [4.6%] [5.7%] -31.8% % 22.0 [7.9%] 27.5 [9.0%] FY15 4Q 15 年 4Q FY16 4Q 16 年 4Q [3.8%] [2.4%] [-4.5%] [-2.7%] Japan North Europe Asia Others Amerika America

31 Non-Consolidated Financial Results 28 Income Statements(Japanese accounting standards) (Ratio to Sales) FY16 FY15 Account FY2016 FY2015 (Unit: Billions of Yen,%) Change Amount Percent Net Sales ( ) 2,425.0 ( ) 2, Operating Income ( 5.9 ) ( 7.0 ) Income Before Income Taxes ( 7.8 ) ( 11.0 ) Net Income ( 6.5 ) ( 8.1 )

32 Pre-Conditions (Foreign Exchange Rate/Car Production) 29 FY2016 First-Half FY2016 Second-Half FY2016 Full Year FY2017F Full Year Foreign Exchange Rate (Yen) Forex Impact on Operating Income per Yen (Billions of Yen) Car Production of Japanese Manufacturers (Millions of Units) USD EUR USD EUR Domestic North America Overseas Prior Year Actual Change Prior Year Actual Change Prior Year Actual Change Forecast Change % % % % % % % % % % % %

33 Consolidated Revenue (By Customer) 30 (Unit: Billions of Yen) Amount % to Total Amount % to Total Amount % Toyota 1, , Daihatsu Hino Toyota Group 2, , Honda FCA Ford GM Hyundai/Kia Mazda Suzuki VW/AUDI Fuji Nissan Isuzu Mitsubishi BMW Benz PSA Volvo Jaguar/Land Rover OE Sales for others OEM Total 4, , After-market, New business & Others(*) Total 4, , * OES (through OEM for aftermarket), Sales for After Market, Sales of industrial and consumer products, Sales of property/equipment and dies lease are included. FY16 FY15 Change

34 Consolidated Revenue (By Product) 31 (Unit: Billions of Yen) FY16 FY15 Change Amount % to Total Amount % to Total Amount % Powertrain Control 1, , Thermal 1, , Information & Safety Systems Electronic Small Motors Others(*) Automotive Total 4, , New Business Total Total 4, , * Sales of property/equipment, original brand products of subsidiaries are included.

35 Capital Expenditures, Depreciation and R&D Expenditures 32 (Unit: Billions of Yen) FY15 FY16 Change Change FY17F Percent Percent Japan % % North America % % Europe % % Asia % % Others % % Capital Expenditures % % Japan % % North America % % Europe % % Asia % % Others % % Depreciation % % R&D Expenditure % (Ratio to Sales) (9.2%) (8.8%) (9.2%) 3.9%