Automotive Systems Business Strategy - Hitachi Global

© Hitachi, Ltd. 2017. All rights reserved. Automotive Systems Business Strategy [Contents] 1.Business Overview 2.Market Trends 3.Growth Strategy 4.Sum...

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Automotive Systems Business Strategy Hitachi IR Day 2017 June 8, 2017

Hideaki Seki President & CEO Hitachi Automotive Systems, Ltd.

© Hitachi, Ltd. 2017. All rights reserved.

Automotive Systems Business Strategy [Contents] 1. Business Overview

2. Market Trends 3. Growth Strategy

4. Summary

© Hitachi, Ltd. 2017. All rights reserved.

1-1. Business Concept Corporate Credo We will contribute to the realization of an affluent society by creating new value-added systems, products and services through the harmonization of people, vehicles and society.

Contribute to Society by Providing New Solutions for Vehicle Manufacturing to Solve Social Issues Business fields of automotive device business

Environmental Conservation

Environment Advanced Vehicle Control 次世代車両 System 制御システム

Traffic Congestion Reduction Comfort Improvement

Safety

Hitachi Automotive Systems Clarion Hitachi Ltd.

Accident Elimination

Information Social Infrastructure

Services

Mobility Support for the Elderly

Meet the needs of society with an Advanced Vehicle Control System that integrates social infrastructure and services with vehicle environment, safety and information technologies © Hitachi, Ltd. 2017. All rights reserved.

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1-2. Business Structure Structure the Automotive Systems business segment around systems and products in environmental, safety, and information fields that together form an advanced vehicle control system

Safety Field: 40%

Environmental Field: 40%

Integrated Chassis Control System All-round External Recognition System

Aftermarket Div./ Others 10% Drive Div. 20%

Engine Management System PT Div. 30%

High-efficiency Combustion Control System

FY2016 Revenues 992.2 billion yen Overseas Revenue Ratio 60%

Clarion 20%

EN Div. 20%

Electric Powertrain System Hybrid/electric Vehicle System

Advanced Drive Control System

Information Field, Other: 20% Car Information System In-vehicle Information Device System Advanced Human-Machine Interface Telematics Communication Unit

PT Div.: Powertrain & Electronic Powertrain Systems Division, EN Div.: Engine & Chassis Division, Drive Div.: Drive Control Systems Division, Aftermarket Div.: Aftermarket Division

© Hitachi, Ltd. 2017. All rights reserved.

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1-3. Summary of FY2016 Capacity utilization rate improved although business forecast*1 was not achieved due to the influence of currency market fluctuations ■The deviation factors of the FY 2016 forecast in Hitachi IR Day 2016 and the comparison between the forecast and result excluding currency exchange rate

Forecast

Revenues

(billion yen)

Result

Forecast

1 trillion yen

99%

992.2 billion yen Deviation (7.8) billion yen

Adjusted operating income ratio Forecast

60 billion yen

56.3 billion yen Deviation (3.7) billion yen

100%

Result 112%

59.0

65.8 billion yen Deviation +6.8 billon yen

100%

(2.7)

Capacity Others Utilization Improvement

Forecast

Forecast

(16.0) 992.2 99%

Deviation factors

+1.1

101%

Result (2.1)

56.3

Influence of currency market fluctuations

94%

Deviation factors

+10.5 (3.7) Asset sales, etc.

The forecast ratio exclu. currency market fluctuation

Result

Capacity Influence of Utilization currency Improvement market fluctuations

60.0 100%

EBIT ratio

59 billion yen

1,000.0 +8.2

Forecast

Result 94%

Deviation factors

Operating income

Result 65.8 112%

The forecast ratio exclu. currency market fluctuation 97%

The forecast ratio exclu. currency market fluctuation

Including Influence of currency market fluctuation (2.1)

115%

To address exchange risks, enhance global procurement and accelerate local production for local consumption Result vs Target

Local procurement rate

FY2016

FY2018

82%

85%

Pure local rate*2 (China)

FY2016

FY2018

51%

60%

*1: Forecast as of 2016 IR Day. *2: The rate at which overseas group companies locally procure both parts and materials that are produced locally.© Hitachi, Ltd. 2017. All rights reserved.

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1-4. Business Performance Trends Enhance the potential for growth, aiming for a growth rate that substantially exceeds the market growth rate by FY2020 Revenues 18,000 (billion yen)

16,000 1.600.0

: Overseas revenue ratio for global customer bases

60%

60%

60%

60%

ScheduleThe ratio of FY 2015 result excluding currency market fluctuation* based CAGR (*Premising the same overseas sales rate as FY 2016 after FY2017) 135% FY17-20

1.400.0 14,000

Result 12,000 1.200.0 1.000.0 10,000

115% 106%

106% 1,001.1

992.2

6.2% 61.9 5.4% 53.9

6.6% 5.7% 65.8 56.3

1,300.0 1,100.0

6.2% 6.1% 62.0 61.0

+9.1%

VS +2.5%

1,000.0

8,000 800.0 600.0 6,000

Adjusted Operating Income 1,800 /EBIT (billion yen)

7.0% 6.9% 77.0 76.0

1,600 160.0 140.0 1,400

120.0 1,200

1,000 100.0

Automotive market 80.0 growth rate 800

600 60.0

4,000 400.0

400 40.0

200.0 2,000

200 20.0

0

0

FY2015(Result) Revenues

FY2016(Result)

FY2017(Forecast) FY2018(Target)

Powertrain & Electronics Control Systems Div. Engine & Chassis Div. Drive Control Systems Division Car Information Systems(Clarion) Aftermarket Division/Others CAGR: Compound Annual Growth Rate

FY2020(Target)

Adjusted Operating Income (Ratio) EBIT(Margin) © Hitachi, Ltd. 2017. All rights reserved.

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1-5. Portfolio Trends Increase the ratio of electronics products while maintaining base in conventional products

Trends for the ratio in revenues between conventional products and electronics products

FY2016 (Result)

FY2020 (Target)

FY2018 (Target)

Electrification and Autonomous Driving Products Increase from 20% to 30% Electrification and autonomous driving products

Growth driver

26% 21%

18%

50%

992.2 billion yen

Conventional Products

50%

Electronics Products

47%

1,100.0 billion yen

53%

44%

1,300.0 billion yen

56%

Electrification and autonomous driving products are the growth drivers to driven more high earnings structure. © Hitachi, Ltd. 2017. All rights reserved.

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Automotive Systems Business Strategy [Contents] 1. Business Overview

2. Market Trends 3. Growth Strategy

4. Summary

© Hitachi, Ltd. 2017. All rights reserved.

2-1. Automobile Society Issues and Solutions Keys to solve issues in automobile society are Electrification, Autonomous Driving, and Connectivity.

Safety

Social needs

Social trends

Environmental issues

Environmental conservation

Environmental regulations become strengthened

Traffic accidents

Accident elimination

Safe drivingsupport vehicles become popular

Information

Aging society

Mobility support for the elderly

Personal mobility for the elderly people becomes widespread

Traffic congestion

Traffic congestion reduction

Traffic control

Driving Workloads

Comfort improvement

Electrification System

Autonomous Driving System

Connected Services Utilization of IT

Advanced vehicle control system

Environ ment

Social issues

Data center Connected service

ElectricDrive System

Autonomous Driving System

Hitachi Automotive Systems provides systems and devices that Support Hitachi Group Solutions

© Hitachi, Ltd. 2017. All rights reserved.

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2-2-1. Market Trends – Roadmap of Electric-driven and Autonomous Driving Vehicles Autonomous vehicles based on electric-drive cars will be introduced into the market continuously from around 2020 Roadmapof Top5* Japanese,U.S., and Europeanautomobilemanufacturers

VW 日産

2015 Present

HEV・PHEV・EV

Autonomous vehicles (Highway)

AD(Lv3)

Nissan 日産

HEV・PHEV・EV

Autonomous vehicles (Highway)

Autonomous vehicles (Highway)

AD(Lv4,5)

AD(Lv3)

AD(Lv4,5)

AD(Lv3)

PHEV

HEV・EV AD(Lv3)

AD(Lv4,5) HEV・PHEV・EV

Electric-drive

Ford 日産

EV

Autonomous vehicles (Highway)

Electric-drive

2030

AD(Lv4)

HEV・PHEV

Electric-drive

日産 GM

2025

Electric-drive

Electric-drive

日産 Toyota

2020

Autonomous vehicles (Highway)

AD(Lv3)

* Based on production volume in FY2016

Source: Arthur D. Little Japan, Inc.

AD(Lv4,5) Public Information released by automobile manufacturers

Source survey

Automobile manufacturers are accelerating market introduction of electric and autonomous vehicles HEV: Hybrid Electric Vehicle, EV: Electric Vehicle, PHEV: Plug-in Hybrid Electric Vehicle, AD: Autonomous Driving

© Hitachi, Ltd. 2017. All rights reserved.

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2-2-2. Market Trends - Changes in Production of EVs Global electric vehicle production volume will increase sharply, driven by China, the world’s largest automobile market Changes in Global Production Volume by Powertrain Type

Market Shares of Electric-driven Vehicle OEMs in 2030

135

(Million units)

38 million units 4.2 times higher than the 2017 level

EV

120

95 100

HEV

PHEV

Others 39%

80

Internal combustion engine

60 40

0

2017

2030

【China】 Market Shares of OEMs in 2030

Electric Vehicle Production Volume Forecasts inf the Two Major Markets

C 14% 43%

9.97 million units

C D 10% 8% Source:Arthur D. Little Japan

【US】 Market Shares of OEMs in 2030

2017

F 15%

27%

E 15%

2020

D 8%

2025

B 10%

E D A J 6% 4%4%6%

Others

2018

F 13%

Others

B 13%

38 million units 28% of the total market

F E 6% 8%

ICE

20

A 16%

2030 1000 10 800 8 600 6 400 4 200 2

(Million units)

(Year)00

0

2 200

4 400

6 600

8 1000 10 800

(Million units)

6.76 million units

G 11%

A 12%

B 12%

In China, EV production volume will reach around 10 million units in 2030, and in the U.S., production will be more than three times higher than the level in 2017 © Hitachi, Ltd. 2017. All rights reserved.

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2-2-3. Market Trends -Changes in Production of Autonomous Vehicles Global production volume of autonomous driving vehicles will expand dramatically, especially in China and the U.S. Changes in Global Production Volume of Autonomous Driving Vehicles 135

(Million units) 120 100

Market Shares of Autonomous Driving Vehicle OEMs in 2030

41.4 million units 5 times higher than the 2017 level

AD ADAS

95

80

C 19%

Others 41.4 39% million units 31% of the total market

Without ADAS

60 40

I F 6% H 9% 6%

20 0

2017

2030

【US】 Market Shares of OEMs in 2030

2017

C 25%

G 22%

Others

2018

29%

2020

Others

47%

Source:Arthur D. Little Japan

Autonomous Driving Vehicle Production Volume Forecasts in the Two Major Markets

【China】 Market Shares of OEMs in 2030

A 11% G 10%

10.19 million units

F 9% A G 5% H I 5% 4%5%

2025

D 4%C 4%

2030 1200 12 1000 10 800 8 600 6 400 4 200 2

(Million units)

0 (Year) 00

200 2 400 4 600 6 800 8 1000 10 1200 12

(Million units)

10.42 million units

B 12%

F 16%

A 13%

From FY2025, production in China and the U.S. will be up to speed, and these two major markets will account for half of global production *ADAS: Advanced Driver Assistance System

© Hitachi, Ltd. 2017. All rights reserved.

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Automotive Systems Business Strategy [Contents] 1. Business Overview

2. Market Trends 3. Growth Strategy

4. Summary

© Hitachi, Ltd. 2017. All rights reserved.

3-1. Targets in the Two Major Markets In the two major markets, strengthen focus on expanding sales to automakers with large market shares in electric and autonomous vehicles, and who already hold Hitachi in high regard. Plot Diagram of Market Shares in Electric and Autonomous Vehicle Production in China and the US in 2030

China

US

(%) 20

(%) 20



Company C

Company F

10



Company B Company A

Company D

Company G

Company I

0

10

20 (%)

Share of Autonomous Vehicle Production

Share of Electric Vehicle Production

Share of Electric Vehicle Production



★ Company F



Company B



Company G

10

Company A

Company D

Company C

Company I

0

10

20 (%)

Share of Autonomous Vehicle Production

:Customers holding Hitachi Automotive Systems in high regard (automakers that are already supplied with EV/autonomous driving-related products by Hitachi Automotive Systems or that have decided to use Hitachi products) :Customers targeted for sales expansion of electric-drive products :Customers targeted for sales expansion of autonomous driving products (customers with production share of 10% or more) :Customers targeted for sales expansion of both electric-drive and autonomous driving products

★ :Target of increased sales expansion efforts Seek business growth by stepping up sales expansion to meet growing “megatrend” needs in the two major markets © Hitachi, Ltd. 2017. All rights reserved.

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3-2. Customers Continuing to Use or Starting to Use Electric-drive and Autonomous Driving Products Customers which continue to use or have decided to start using Hitachi Automotive Systems electrification and autonomous driving related products are increasing *The photographs of vehicles of makers currently using Hitachi products show the models for which products were first supplied

:Timing of decision by auto maker to start using Hitachi Automotive Systems products

2000

Electrification

TOYOTA 2005~

Inverter

HONDA GM

ISUZU

2006~

ISUZU

GM

2005~

Lithium-ion battery

Ford Daimler

Autonomous driving

Stereo camera

Automatic parkingsystem

Centralgateway

ECU: Electronic Control Unit

Company ●

Ford

2016 Company ●

2015

ISUZU

NISSAN

Due to Hitachi Automotive Systems’ good reputation among customers, the number of automakers that continuing to do business with Hitachi Automotive Systems and are starting to use Hitachi Automotive Systems products is growing.

2017

2009~

Ford

GM

1999~

ADAS-ECU

Now

2015

2010

2005

Motor

:Expected to start supply this fiscal year

SUZUKI

2011~

2016~

NISSAN 2009~

SUZUKI SUBARU

2015~ Company ●

2008~ Also already developed remote parking plan to promote valet parking in the future Product that is essential for the security of connected services

2016 Company●

Company●

2017

2015 Company ●

2016 © Hitachi, Ltd. 2017. All rights reserved.

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3-3. Example of Initiatives for Electric-drive Products - Motors Collaborate with Honda Motor Co. to create synergy by combining knowledge and scale to strengthen competitive advantage and business base in the motor business Plan to establish new company in Japan in July and then establish subsidiaries to manufacture and sell motors in China and the US

Contribution of 51% of capital

Subsidiary (China) Manufacturing and sales

Contribution of 49% of capital

New Company (Japan) Development, manufacturing and sales

Subsidiary (US)) Manufacturing and sales

Expand sales of competitive motors to meet growing demand for electric vehicle motors from automakers around the world © Hitachi, Ltd. 2017. All rights reserved.

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3-4 Example of Initiatives for Autonomous Driving Products –Autonomous Driving ECU Already demonstrated test driving with a prototype electronic control unit (ECU) equipped with various applications, aiming for early market introduction Test driving vehicle

Demonstrated Test Driving on Hitachi Automotive Systems’ Test Course Steering Wheel Expressway Level 2 (2016) Level 3 (Planned in 2017)

Accelerator In-vehicle Display

Autonomous Driving ECU Autonomous driving system fits compactly into trunk

Equipped with database capable of real-time high-speed data processing required for autonomous driving

Examples of applications demonstrated using prototype ECU for mass production vehicles

Low speed car passing

Auto lane changing

Traffic jam assist

Strengthen cooperative development with customers through repeated demonstrations using Hitachi Automotive Systems’ test course © Hitachi, Ltd. 2017. All rights reserved.

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3-5-1. Technologies for Megatrends – Superiority Securing fundamental business and use system integration of electronic products as basis for increasing edge in technologies for megatrends in cooperation with Hitachi Group companies

Megatrend Enterprises driving growth

System Parts level level

Superiority

Basis

Electrification

Autonomous Driving

Hitachi Automotive Systems Provides highly efficient systems with three main key parts

Clarion

Cooperation

Produces highly costcompetitive systems made up of a small number of parts Wide-range of high-precision products

Possesses capable production technology and technology to develop high output and compact

Recognition Outsiderecognitionsensors Judgement Autonomous driving ECU Control

Connectivity Hitachi, Ltd. Hitachi’s strengths Highly reliable infrastructure systems Highly secure security technologies

Infrastructure-linked solutions and services

Steering, brakes

Strengthen electronic and electricdrive products and system integration

Securing fundamental business Strengthen competitiveness of conventional products

Expand business by maintaining an edge at both a parts level and a system level © Hitachi, Ltd. 2017. All rights reserved.

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3-5-2. Technologies for Megatrends -Benchmarking Comparison with global mega-suppliers shows that Hitachi has the all-round ability required to respond to megatrends Determination of all-round ability based on average score when ability to respond to three megatrends was rated out of 100

Source:Arthur D. Little Japan

Company A

Hitachi

Company B

Company C

Connected 100

100

100

100

80

80

80

80

60

60

60

60

40

40

40

40

20

20

20

20

0

0

0

0

81

53

Autonomous driving

Electric-drive

Overall Score 92

91

Main Assessment Criteria

Connectivity Availability of parts

Infrastructure linkage

Data center linkage

Electrification Availability of parts

Eco performance

Proposal ability

Timing of market introduction of ADECU

AD-ECU demonstration/ testing

100

100

67

33

Electrification

81

85

83

55

Autonomous driving

96

90

93

72

Connectivity Compactness

Autonomous driving Availability of parts

Company Company Company Hitachi A B C

Availability of ADECU AD-ECU multi-function SW compatibility

Aim to become a major global player in the megatrends of the future *SW: Software

© Hitachi, Ltd. 2017. All rights reserved.

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3-6. Collaborative Solutions Provided by Hitachi Group The Hitachi Group companies have the linkages to connect people, vehicles and society

People 人

Urban

Artificial Intelligence

Smart City

Industry & Smart Mobility Distribution

Hitachi, Ltd. Services & Platforms

CRM services

Different Industries

IoT Platform Lumada

VRM Services

Automotive industry

Markets driven by Hitachi Automotive Systems

Connected Cooperation

Society

Big Data

Vehicles

Predictive Diagnostics Maintenance

Software Update Service

Cooperation

Clarion

Data center

Advanced Vehicle Control System

Telematics Communication Unit

Vicinity Monitoring Camera

Secure communication System

Hitachi Automotive Systems

CRM: Customer Relationship Management, VRM: Vehicle Relationship Management

Smart Cockpit © Hitachi, Ltd. 2017. All rights reserved.

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3-7. Business Targeting in Response to Megatrends Significantly expand business in areas capitalizing on the electrification and autonomous driving megatrends by strengthening relationships with customers and offering one-stop-shop services

Systems and Products Business Targets (FY2016 Revenues =100) Electrification Systems/Products Main Products

Autonomous Driving Systems/Products* Main Products

*Excluding control system products

360

230 100

100 FY2016

FY2020

FY2016

FY2020

(Result)

(Target)

(Result)

(Target)

Measures Significantly increase revenues by expanding sales to customers in China, the world’s largest automobile market, through collaboration and joint development with customers

Measures Expand revenues by strengthening autonomous driving system proposals through one-stop-shop services by the Safety & Information Systems Division

Expand business in EV and autonomous driving system markets worldwide © Hitachi, Ltd. 2017. All rights reserved.

21

3-8. Example of Expansion of Sales to Customers -GM Double revenues (from FY2016 FY2020) by expanding sales to GM through product-based and region-based measures Customer Rating Received “Supplier Quality Excellence” Award for the fifth consecutive year this year in recognition of the quality of our products

Revenues

Examples of electric-drive products previously supplied

Measures to increase revenues Product-based Motor

Saturn Vue

Chevrolet Bolt Inverter

Expand orders received in electric-drive business (motors, inverters, batteries) New opportunities for autonomous driving business (outside recognition sensors, control units, etc.)

Region-based Buick LaCrosse

FY2016

Chevrolet Malibu

Battery

Significantly expand revenues in China

FY2020

Expand revenues through ability to make proposals that meet customer needs, leveraging ability to respond to technological trends © Hitachi, Ltd. 2017. All rights reserved.

22

3-9. Improvement of Performance in Two Major Markets Ensure growth rates that are significantly higher than the market growth rates of the world’s two largest markets China

Americas

Revenues (FY2010 Revenues = 100)

Revenues (FY2010 Revenues = 100)

(in CNY)

(in USD)

(CAGR:

270 FY2010-FY2020)

183

200

[Market:+5.9%]

100

2010

2016

2018

201

+10.3%

2020(FY)

Increase revenue from GM in China to nine times FY2010 level

210

100 2010

260

(CAGR: FY2010-FY2020)

+10.0% [Market:+2.8%]

2016

2018

2020(FY)

Increase revenue from Ford in Americas to three times FY2010 level

910 310 100 100 2010 2010

2020(FY)

2020(FY) © Hitachi, Ltd. 2017. All rights reserved.

23

3-10 Measures to Strengthen Global R&D Utilize Hitachi Group’s R&D assets and open innovation on a global scale Establish development centers with North American centers as hub to strengthen autonomous driving system development Identify cutting-edge technologies in Silicon Valley

Increase test drives on public roads

Strengthen global development cooperation

Ibaraki University Keio University Kyushu University

University of Michigan Stanford University

Hitachi Automotive Systems Technical Centers Changes in R&D Expenditure(Billion yen)

70.6

76.0

7.1%

7.6%

110.0 10%

FY2016 FY2017 FY2018 (Result) (Forecast) (Target)

RWTH Aachen University European Consortium

Hitachi R&D centers (automotive equipment-related)

Partner research institutions

Strengthen software development capability Establish Software Design Division in Safety and Information Systems Division Expand safety and information systems business to meet sophisticated development needs(from April 2017) Increase simulation-based development Increase software development efficiency by 30% in FY2017 (from FY2014) © Hitachi, Ltd. 2017. All rights reserved.

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3-11. Manufacturing Innovation by Utilizing IoT Utilize the IoT platform Lumada to promote manufacturing innovation through the establishment of digital production lines in five key regions. IoT Global Link Quality Assurance

Europe

Design

Finance

Americas

ERP

WMS

Vendors

Procurement

Lumada

Sales

WMS

Customers

MES Asia

Production Management

Equipment Maintenance Production Technology

China

ERP: Enterprise Resource Planning MES: Manufacturing Execution System WMS:Warehouse Management System

Japan Quality trend analysis

Prevention of mega recalls

Equipment maintenance management

Predictive maintenance

Optimum production schedule

Improvement of production efficiency

Improvement of asset efficiency

Improve asset efficiency by expanding the introduction of manufacturing execution systems to more than 900 manufacturing lines in 2017 © Hitachi, Ltd. 2017. All rights reserved.

25

3-12. Cost Structure Reform and Cash Generation Execute growth strategy through structural reform and continuous innovation Promotion Details

Improvement of CCC, Operating CF and ROA

Cost structure reform

Strengthen manufacturing and quality assurance capabilities through utilization of IoT Use Big Data to increase production efficiency, carry out predictive maintenance and ensure quality traceability

Strengthen investment management and improve asset efficiency Strengthen deliberation of investment by business divisions and regional headquarters to improve asset efficiency

Cash generation

Expand proposals of products and systems in response to megatrends Strengthen structure for development of EV and autonomous driving products and systems and expand cooperative development with customers

Strengthen cooperation among Hitachi Group companies Build up services business by utilizing Lumada

CCC: Cash Conversion Cycle, Operating CF:Cash flow from operating activities ROA:Return on Assets

CCC

FY2015

FY2016

FY2017

FY2018

(Result)

(Result)

(Forecast)

(Target)

42.1 days

40.5 days

40.7 days

40.6 days

89.4

75.5

88.0

105.0

CF

billion yen

billion yen

billion yen

billion yen

ROA

4.9%

6.2%

4.7%

5.3%

Operating

Improvement in gross margin and SG&A ratio Improvement (% point)

Selling, general and administrative expense (SG&A) ratio Gross margin

1 0.5

0.7 0.3

0.1

0

(0.5) -0.5 (1) -1

0.1 (0.2) (0.8) 2015年度 2016年度 FY2015 FY2016 2017年度 FY2017 2018年度 FY2018 (実績) (実績) (見通し) (目標) (Result) (Result) (Forecast) (Target) © Hitachi, Ltd. 2017. All rights reserved.

26

Automotive Systems Business Strategy [Contents] 1. Business Overview

2. Market Trends 3. Growth Strategy

4. Summary

© Hitachi, Ltd. 2017. All rights reserved.

4. Summary FY2018 Targets and Growth Beyond FY2018

FY2018 Targets

Revenues: 1.1 trillion yen (Increase of 10% from FY2015) Adjusted Operating Income Margin[EBIT Margin]:7.0%[6.9%] (Improvement of 0.8% [1.5%] from FY2015) ROA: 5.3% (Improvement of 0.4% from FY2015) Operating CF[Ratio]:105.0 billion yen[9.5%] (Increase of 15.6 billion yen (0.6%) from FY2015) FY2020 Targets

Enhance the potential growth aiming for growth rate of 9.1%, significantly higher than market growth rate of 2.5%. Revenues of 1.3 trillion yen © Hitachi, Ltd. 2017. All rights reserved.

28

Cautionary Statement Certain statements found in this document may constitute “forward-looking statements” as defined in the U.S. Private Securities Litigation Reform Act of 1995. Such “forward-looking statements” reflect management’s current views with respect to certain future events and financial performance and include any statement that does not directly relate to any historical or current fact. Words such as “anticipate,” “believe,” “expect,” “estimate,” “forecast,” “intend,” “plan,” “project” and similar expressions which indicate future events and trends may identify “forward-looking statements.” Such statements are based on currently available information and are subject to various risks and uncertainties that could cause actual results to differ materially from those projected or implied in the “forward-looking statements” and from historical trends. Certain “forward-looking statements” are based upon current assumptions of future events which may not prove to be accurate. Undue reliance should not be placed on “forward-looking statements,” as such statements speak only as of the date of this document. Factors that could cause actual results to differ materially from those projected or implied in any “forward-looking statement” and from historical trends include, but are not limited to:  economic conditions, including consumer spending and plant and equipment investment in Hitachi’s major markets, particularly Japan, Asia, the United States and Europe, as well as levels of demand in the major industrial sectors Hitachi serves;  exchange rate fluctuations of the yen against other currencies in which Hitachi makes significant sales or in which Hitachi’s assets and liabilities are denominated, particularly against the U.S. dollar and the euro;  uncertainty as to Hitachi’s ability to access, or access on favorable terms, liquidity or long-term financing;  uncertainty as to general market price levels for equity securities, declines in which may require Hitachi to write down equity securities that it holds;  fluctuations in the price of raw materials including, without limitation, petroleum and other materials, such as copper, steel, aluminum, synthetic resins, rare metals and rare-earth minerals, or shortages of materials, parts and components;  the possibility of cost fluctuations during the lifetime of, or cancellation of, long-term contracts for which Hitachi uses the percentage-of-completion method to recognize revenue from sales;  credit conditions of Hitachi’s customers and suppliers;  fluctuations in product demand and industry capacity;  uncertainty as to Hitachi’s ability to implement measures to reduce the potential negative impact of fluctuations in product demand, exchange rates and/or price of raw materials or shortages of materials, parts and components;  uncertainty as to Hitachi’s ability to continue to develop and market products that incorporate new technologies on a timely and cost-effective basis and to achieve market acceptance for such products;  increased commoditization of and intensifying price competition for products;  uncertainty as to Hitachi’s ability to achieve the anticipated benefits of its strategy to strengthen its Social Innovation Business;  uncertainty as to the success of acquisitions of other companies, joint ventures and strategic alliances and the possibility of incurring related expenses;  uncertainty as to the success of restructuring efforts to improve management efficiency by divesting or otherwise exiting underperforming businesses and to strengthen competitiveness;  the potential for significant losses on Hitachi’s investments in equity-method associates and joint ventures;  general socioeconomic and political conditions and the regulatory and trade environment of countries where Hitachi conducts business, particularly Japan, Asia, the United States and Europe, including, without limitation, direct or indirect restrictions by other nations on imports and differences in commercial and business customs including, without limitation, contract terms and conditions and labor relations;  uncertainty as to the success of cost structure overhaul;  uncertainty as to Hitachi’s ability to attract and retain skilled personnel;  uncertainty as to Hitachi’s access to, or ability to protect, certain intellectual property rights;  uncertainty as to the outcome of litigation, regulatory investigations and other legal proceedings of which the Company, its subsidiaries or its equity-method associates and joint ventures have become or may become parties;  the possibility of incurring expenses resulting from any defects in products or services of Hitachi;  the possibility of disruption of Hitachi’s operations by natural disasters such as earthquakes and tsunamis, the spread of infectious diseases, and geopolitical and social instability such as terrorism and conflict;  uncertainty as to Hitachi’s ability to maintain the integrity of its information systems, as well as Hitachi’s ability to protect its confidential information or that of its customers; and  uncertainty as to the accuracy of key assumptions Hitachi uses to evaluate its employee benefit-related costs. The factors listed above are not all-inclusive and are in addition to other factors contained in other materials published by Hitachi.

© Hitachi, Ltd. 2017. All rights reserved.

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© Hitachi, Ltd. 2017. All rights reserved.