XX战略规划书(pdf21)英文版(1)

1ManagementStrategyJune4,20022FY2001ResultsandFY2002Estimates　FY2001EndedMar.31,20027,993.7-117.4-586.0-483.835.7-163.655.0-14.6-22.03.237.4（73％）（－）（71％）（－）（－）（39％）（85％）（95％）（－）（－）（－）75-3811918436（210％）（－）（147％）（－）（－）（123％）（96％）19060（－）（－）8,100200（101％）（－）FY2002(E)EndingMar.31,2003Information&TelecommunicationSystemsElectronicDevicesPower&IndustrialSystemsDigitalMedia&ConsumerProductsHighFunctionalMaterials&ComponentsLogistics,Services&OthersFinancialServicesNetsales:Operatingincome:Incomebeforeincometaxesandminorityinterests:Netincome:：：：：y/y(%)(billionyen)y/y(%)3“V-Shaped”Recovery-200-1000100200300400FY2000FY2001FY2002(E)OperatingIncome(loss)FY2001:RestructuringchargesRestructuringofoperations:140.4billionyenSpecialterminationbenefits:185.1billionyenFY2001:Operatingloss:-117.4billionyenReductionoffixedcosts:+240.0billionyenRecoveryinutilization:+180.0billionyenLowercostofmaterials:+320.0billionyen(ProcurementRenewalProject(PRP):160.0billionyen)Lowersellingprices:-400.0billionyenOthers:-22.6billionyenNetimprovement:+317.4billionyenFY2002:Operatingincome:200.0billionyen(projected)(billionyen)4ReformsachievedbyMedium-TermBusinessPlan:“i.e.HITACHIPlan”(1)BestSolutionsPartner•Bolsteredglobalsolutionsbusiness•StructuralreformsbyGrouprealignments,alliances&acquisitions(2)Speedingupdecisionmaking,increasedefficiencyinmanagementsystems(3)Employeeevaluationandremunerationsystemsbasedonperformance(4)Implementationofbrandmanagement(5)Increasedcommunicationbothinternallyandexternally,drivingsenseofurgency-200-1000100200300400500FY1999FY2000FY2001FY2002(E)OperatingIncome(loss)PushingAheadWithMedium-TermBusinessPlani.e.HITACHIPlanRoller-coastertypeRope-waytype(billionyen)5AcceleratingCorporateInnovationInitiative(CII):(1)ProcurementRenewalProject(PRP)Reductionofmaterialspurchasingcosts:CentralizedNet-basedpurchasingRevisionofprocurementspecificationsandmethodsSlashingdistributioncostsOriginalplan:reducing600billionyeninFY2002(ComparedtoFY2000)FY2001:260billionyenFY2002:640billionyen(projected)(bothcomparedtoFY2000)6AcceleratingCII:(2)ProjectCTosecurefundsforstrategicinvestmentsandreduceinterest-bearingdebt:shortenby25%turnoverofinventoryandaccountsreceivableAtSeptember30,2000:Turnoverof204days(Inventory:99;Accountsreceivable:105)OriginalFY2001plan:175days;improvecashflowby800billionyenFY2001results:164days(Inventory:70;Accountsreceivable:94)Cashflowimprovement:1,060billionyen3,493.13,590.83,0001,5001,528.21,452.41,489.6Sep.2000Mar.2001Mar.2003(E)Mar.20022,998.2(1,450)(3,000)Debt(billionyen/termend)FinancialServicesoriginalplan7AcceleratingCII:(3)ProjectADevelopingbusinessesthatarethebestintheworldProjectASales–FY2001:1,110billionyen;FY2002:1,400billionyenExamples:Storagesolutions,e-governmentsolutions,electricitysales,advancedmedicalsolutions,ITS,PDPtelevisions,F-ZTATmicrocomputer－FY2003ProjectAtarget－30%ofnetsales40%ofoperatingincome02004006008001,0001,2001,4001,600FY2001FY200205101520253035netsalesoperatingincome（billionyen）（billionyen）8AcceleratingCII:(4)GlobalStrategy(5)ProjectE„GlobalStrategyOverseassalesratio:From32%inFY2001toprojected45%inFY2005AggressiveM&A’singrowingbusinessfieldsExpandbusinessinChina„ProjectEUsingITcapabilitiestodramaticallyupgradeHitachi’soperationalstructureInvesting15billionyentobuildatotalsupplychainmanagement(TSCM)systemanddailyclosesystembyApril2003(inadditionto200billionyenITinvestmentprojectedunderthei.e.Hitachiplan)9FinancialStrategyLong-termcreditrating:Aimtomaintainsingle-AorhigherImproveD/EratioMarch2002:0.97→March2004:0.8(projected)(Withoutfinancialservices:0.68→:0.5)„UseProjectCtoimprovecashflow„IncreaseuseoftheHitachiGroupPoolingSystemLoansforGroupcompanies(aimedtoreducedebt):From234.9billionyeninMarch2002to500billionyeninMarch200310VisionforHitachi’sFuture„Hitachiaimstobeaglobalsupplieroftotalsolutions,offeringIT-andknowledge-basedInformationSystemsServicesandSocialInfra-structuretogetherwithkeyhardware,softwareandhighfunctionalmaterialsandcomponents.Focusedontheabovetwokeyfields,Hitachiwilloffer:keyhardware,softwareandhighfunctionalmaterialsandcomponentsInformationSystemsServicesSocialInfrastructure11“FutureInspirationValue”(FIV)(FIV:MarketEfficiencyValueAdded+εxSocialandEnvironmentalValue)InvestmentcriteriaProfitablewithin3yearsandeliminateaccumulatedlosseswithin5yearsWithdrawalcriteria2consecutiveyearsinthered:warningissuedAfterwarning,iftherebuildingplanisnotapprovedorifwithin2yearsbusinessdoesbecomeprofitable:withdraworsellImplementingFIVUseFIVtoevaluateresultsineachbusiness.MakemanagersfullyawareofcostofcapitalbyreflectingFIVonbonusesstartingfromFY2002andthrougheducation12NewGroupManagementFrameworkIntegratedManagementoftheHitachiGroup„ReducethenumberofGroupcompaniesby300„ClarifythemanagementframeworkfortheGroup1）GroupA:ConsolidatedGroupManagementCompaniesfunctionbothstrategicallyandoperationallyinstepwiththeHitachiGroup2）GroupB:ConsolidatedVisionandBrandCompaniessharemanagementvisionandbrandasmemberoftheHitachiGroup3）GroupC:ConsolidatedFinancesCompanieswithautonomousma