Denso presentation fy2011-4

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April 2April 277, 201, 20122


1 / 24Overview of FY2012 Financial Results

３．Sales and income will increase in FY2013３．Sales and income will increase in FY2013

１．Despite the affect of the Great East Japan Earthquakeand Thailand flooding, sales increased from the previous year due to the effort of recover production. Income decreased mainly substantial currency exchange loss.

１．Despite the affect of the Great East Japan Earthquakeand Thailand flooding, sales increased from the previous year due to the effort of recover production. Income decreased mainly substantial currency exchange loss.

２．Annual dividend per share is 46 yen as the same as previous year

２．Annual dividend per share is 46 yen as the same as previous year


FY2012 Financial Results

+7.4%（- 0.3%）

+7.4%（- 0.3%）

+ 1.00（- 0.01）

+ 1.00（- 0.01）

-JPY 7-JPY 4-JPY 7-JPY 4

+3.0%+3.0%+ 0.27+ 0.27

+ 23.2+ 23.2

- 27.6- 27.6

- 48.2- 48.2

- 53.7- 53.7

+0.7%+0.7%

- 14.7%- 14.7%

- 22.8%- 22.8%

- 37.6%- 37.6%

(Unit: Billions of Yen)

(Unit: Millions of Units)

ChangeChange

(Ratio to Sales)

SalesSales

Operating IncomeOperating Income

Income before Income TaxesIncome before Income Taxes

Net IncomeNet Income

Foreign Exchange RateForeign Exchange Rate

Domestic Car Production Domestic Car Production

Overseas Car Production of Japanese Manufacturers(North America)


FY2012FY2012

3,154.63,154.6

160.7160.7

163.5163.5

89.389.3

JPY 79/$JPY 109/EuroJPY 79/$JPY 109/Euro

9.269.26

(5.1%)

(2.8%)

(5.2%)

2 / 24

13.45（3.96）

13.45（3.96）

3,131.53,131.5

188.3188.3

211.7211.7

143.0143.0

JPY 86/$JPY113/EuroJPY 86/$JPY113/Euro

8.998.99

(6.0%)

(4.6%)

FY2011FY2011

(6.8%)

14.45（3.95）

14.45（3.95）


10 .8%

40 .1% 49 .1%

40 .5 %49 .4%

10 .1%

2 2 1 .1 1 9 7 .1

9 3 .98 3 .3

8 4 .77 7 .7

8 1 .17 7 .9

6 9 .37 7 .9

6 1 .15 9 .9

5 8 .15 5 .3

5 6 .95 4 .8

5 0 .25 9 .5

4 8 .85 3 .8

4 4 1 .8 4 6 6 .9

0

100

200

300

400

500

600

700

800

900

1 ,000

1 ,100

1 ,200

'1 1 / 3 '1 2 / 3

1,300OE Sales for othersOE Sales for others1,267.0 1,264.1

( ):Change from FY11

Others

Fuji

Hyundai/K iaFord

SuzukiF iatＧＭ

Honda

Maｚda

ChryslerVW・AUDI

Toyota G roup

OESales

for others

After-market,New business&Others

FY11

By Customer (Unit: Billions of Yen)

FY12

Change in FY2012 Consolidated Sales

(- 10.8%)

(- 3 .9%)

(- 11.3%)

(- 8 .2%)

(- 2 .0%)

(- 3 .6%)

(+ 12.5%)

(+ 5 .7%)

(- 4 .8%)

(+ 10.2%)(+ 18.6%)

1,549.41,264.1

341.1

3,154.6

FY11

FY12

3,131.51,548.5

1, 267.0

316.0 1,200

After-market,New business&Others

OESales

for others

Toyota G roup

3 / 24

1,100


7 7 2 .0 7 8 6 .5

5 0 3 .9

2 8 8 .5 2 9 2 .3

2 7 3 .6 3 0 6 .52 3 0 .6 2 2 9 .8

9 4 3 .09 5 5 .2

5 2 4 .3

9 2 .68 7 .3

0

400

800

1,200

1,600

2,000

2,400

2,800

3,200

' 1 1 / 3 '1 2 / 3

Change in FY2012 Consolidated Sales

3,131.5

Thermal

Information & Safety Systems

Electronic

Electric

Small MotorsOthers

PowertrainControl

(Unit: Billions of Yen)( ):Change from FY11

FY11 FY12

By Business Segment3,154.6

(- 1 .3%)

(- 3 .9%)

(+ 1 .9%)

(+ 1 .3%)

(+ 12.0%)

(+ 6 .2%)

(- 0 .4%)

4 / 24


FY12

188.3-12.3Currency

exchange loss

160.7

Operating Income

+12.5

Operating Income

Expense

-30.7

Labor cost Raw

material cost

Others(Mix)

Variable cost

reduction

-8.0-9.5

+35.4

+19.0

Change in FY2012 Operating Income

Production volumeincrease


Depre-ciation

-17.5

FY11

5 / 24

-16.5Others

Temporary cost of

earthquake


6 .5

83 .0

1 0 .9

2 5 .4

6 3 .4

3 .2

5 9 .5

6 .48 .8

8 3 .9

0

10

20

30

40

50

60

70

80

90

日本北米欧州豪亜その他

2 ,1 1 2 .9

4 0 1 .3

5 3 6 .06 5 2 .5

6 0 .3

2 ,1 9 7 .6

5 1 2 .1

5 7 .7

6 2 6 .7

3 8 7 .2

0

200

400

600

800

1 ,000

1 ,200

1 ,400

1 ,600

1 ,800


SalesSales

EuropeJapan NorthAmerica

Asia & Oceania Others

( ): Local Currency Base(Unit: Billions of Yen)

Geographical Segments by Company Location

[ ]: Ratio to Sales

-4.5%（+3.2%）

+4.0%

-3.5%（+0.8%）

-4.3％（+2.0％）

-3.9%（+1.1%）

2,000

2,200

+32.3%

-41.6%（-39.0%）

-65.4%（-62.6%）

[3 .0%]

[3.8%]

[4.7%]

[2.7%]

[12.7%]

[10.7%]

-28.3%（-24.5%）

-51.0%（-47.6%）

Operating Operating IncomeIncome

6 / 24

FY11 FY12



FY11 FY12

[1 .7%][1.6%]

[9.5%]

[5 .5%]


FY2013 Financial Forecast

+12.2%（+20.8%）

+12.2%（+20.8%）

+ 1.76（+0.82）

+ 1.76（+0.82）

+JPY 1-JPY 4

+JPY 1-JPY 4

+2.4%+2.4%+ 0.22+ 0.22

+ 265.4+ 265.4

+ 44.3+ 44.3

+ 51.5+ 51.5

+ 60.7+ 60.7

+8.4%+8.4%

+27.5%+27.5%

+31.5%+31.5%

+68.0%+68.0%


(Unit: Millions of Units)

ChangeChange

(Ratio to Sales)

SalesSales


Income before Income TaxesIncome before Income Taxes

Net IncomeNet Income

Foreign Exchange RateForeign Exchange Rate

Domestic Car Production Domestic Car Production



FY2013FY2013

3,420.03,420.0

205.0205.0

215.0215.0

150.0150.0


9.489.48

16.21(4.77)

16.21(4.77)

(6.0%)

(4.4%)

(6.3%)

7 / 24

14.45（3.95）

14.45（3.95）

3,154.63,154.6

160.7160.7

163.5163.5

89.389.3


9.269.26

(5.1%)

(2.8%)

FY2012FY2012

(5.2%)


FY13F

160.7

-15.0

Currency exchange gain

205.0

Operating Income

+16.5

Operating Income

Expense-27.0

Labor cost

Raw material cost

Others(Mix)

Variable cost reduction

-6.4 -6.0

+15.0

+4.0

Change in FY2013 Operating Income Forecast

Production volumeincrease


Depre-ciation

-23.8

FY12

8 / 24

+87.0Others

Reversal of temporary cost of earthquake


3 .2

5 9 .5

6 .48 .8

8 3 .9

3 .5

5 8 .0

1 0 .55 .0

1 29 .5

0

20

40

60

80

100

120

140


5 7 .7

5 1 2 .16 2 6 .7

3 8 7 .2

2 ,1 9 7 .6

7 3 2 .0

3 8 3 .0

6 2 .0

5 6 5 .0

2 ,5 0 1 .0

0

200

400

600

800

1 ,000

1 ,200

1 ,400

1 ,600

1 ,800

2 ,000

2 ,200


SalesSales



( ): Local Currency Base(Unit: Billions of Yen)

Change in FY2013 Geographical Segments by Company Location Forecast

[ ]: Ratio to Sales

+10.3%（+9.9%）

+13.8%

-1.1%（+2.9%）

+7.4％（+14.0％）

+16.8%（+19.0%）

2,400

2,600

+54.4%

+64.6%（+70.3%）

-43.0%（-45.6%）

[3 .8%]

[5 .2%]

[1.7%][0.9%] [1.6%]

[2.7%]

[9.5%] [7.9%]

[5 .5%] [5 .6%]

-2.5%（-1.5%）

+10.4%（+17.4%）

Operating Operating IncomeIncome

9 / 24

FY12 FY13



FY12 FY13

2,200


１． 2015 Mid-term Policy２．Activities（１） R&D Maintain Sales Promotion（２） Outstanding Cost Competitive（３） New Business（４） Aftermarket Business

１．１． 2015 Mid2015 Mid--term Policyterm Policy２．２． ActivitiesActivities（１）（１） R&D Maintain Sales PromotionR&D Maintain Sales Promotion（２）（２） Outstanding Cost CompetitiveOutstanding Cost Competitive（３）（３） New BusinessNew Business（４）（４） Aftermarket Business Aftermarket Business

Topics 10 / 24


11 / 24

DENSO PhilosophyPhilosophy

Vision

2010 Long-termPlan

3-yearPlan

05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20

2015 Mid-term

Plan

Embody Ideal situation in 2015 as a result of accomplishment of the three-year structural reform.

Embody Ideal situation in 2015 as a result of accomplishment of the three-year structural reform.

2015 Mid2015 Mid--term Policyterm Policy

Mid-termplan

(from 2009 to 2011)

DENSO VISION 2015

(from 2012 to 2015)

Position of M id-term PolicyPosition of M idPosition of M id -- term Policyterm Policy


12 / 24

Company that continues to grow

GlobalCollaboration

Trust of customers and community membersTrust of customers and community members

Ideal SituationsIdeal Situations

Swing into Action

World-ClassExcellence

Construct an organization to achieve consolidated sales of 4,000 billion yen and an operating margin of 8% in FY2016.Construct an organization to achieve consolidated sales of

4,000 billion yen and an operating margin of 8% in FY2016.

Ideal situations for FY2015 Ideal situations for FY2015 Ideal situations for FY2015


Three FundamentalThree FundamentalTasksTasks


13 / 24

(1) Strengthen relationship with major automakers and expand business in growing emerging markets

(2) Develop system products that make vehicles more attractive for customers(3) Expand aftermarket business and develop new businesses

２．２． Evolve by continuing to develop the worldEvolve by continuing to develop the world’’s first productss first products(1) Improve capabilities of product development focused on world first technology(2) Establish global procurement, production, and supply systems that make us

outstanding (Dantotsu) cost competitive

３．３． Facilitating GroupFacilitating Group--wide collaboration worldwide and speedingwide collaboration worldwide and speeding--up up corporate managementcorporate management

(1) Strengthen the foundation to facilitate the collaboration of 120,000 associates in the DENSO Group

(2) Foster a corporate climate that encourages associates to act quickly

DENSO Group’s Global Mid-term PolicyDENSO GroupDENSO Group’’s Global Mids Global Mid--term Policyterm Policy


１．１． Strategies to expand business for ensuring our continuous Strategies to expand business for ensuring our continuous growth in future yearsgrowth in future years


14 /24

Global Car ProductionGlobal Car Production

SalesSales


ChangeChange

＋ 6％／ year＋ 6％／ year

＋ 7％／ year＋ 7％／ year

79.0079.00

3,154.63,154.6

160.7160.7

FY12 YTD

99.6099.60

4,000.04,000.0

320.0320.0

FY16 YTD

Operating Profit RatioOperating

Profit Ratio 5.1％5.1％ 8.0％8.0％

Target for FY 2016Target for FY 2016Target for FY 2016


＋ 850

2. Segment 2. Segment 3. Customer3. Customer1. Factor1. Factor

Asia&Oceania

Japan

North America

Europe

Others

Expansion Sales

Aftermarket&New Business

Overseasautomakers

Increase of Car Production

Japaneseautomakers

ToyotaGroup

(Unit :Millions of Units)(Unit: Billions of Yen)


Smaller and Lighter Hybrid Components- Improvement of smaller Inverter

ElectrificationHybrid

Electric Vehicle

SmallerFuel-efficient Compact Car

Smaller and Lighter Components

System ApproachFuel Saving through

System Collaboration Energy Management Systems

- Heat Energy and Electric Management

Higher Output Internal CombustionEngine- Gasoline Direct injection- Common Rail System

Stop / Start System- Improve Starter’s Starting Efficiency

and Durability

Technology Innovations for Fuel Efficiency/CO2 ReductionTechnology Innovations for Fuel Efficiency/CO2 ReductionTechnology Innovations for Fuel Efficiency/CO2 Reduction

MidMid--term Profit Recovery Activitiesterm Profit Recovery Activities15 / 24


16 / 24

Development Direction in the Safety, Information-Communication, HMIDevelopment Direction in the Safety, Information-Communication, HMI

R&D Maintain Sales PromotionR&D Maintain Sales Promotion

Connect inConnect in--vehicle vehicle systemssystems

Connect vehicles Connect vehicles to other vehiclesto other vehicles

Connect Connect vehicles to vehicles to

societysociety

AccidentAccident--free free Automotive SocietyAutomotive Society

Convenient and FunConvenient and FunAutomotive SocietyAutomotive Society

CloudCloud

3次元道路地図

活用例

脇道 /分かれ道

車線 /路肩

3次元道路地図

活用例

脇道 /分かれ道

車線 /路肩

Autonomous Driving

SensingSensing

HMIHMI

CommunicationCommunication

Driver monitoringV2X

Pedestrian recognition

HMI for securing safety

Real-time 3D road map

Driving environment

mapping

Information security

HMI for providing convenience and

fun

Wireless devices to detect and inform risks

カフェでご飯

女子会

Products

Under developed technology

Instrument clusters

Millimeter-wave

ECU

HUD

In-vehicle information terminal

DCM


Activities ofModel Plant

2012 2013 2014 2015

Ideal situationsIdeal situations

Outstanding Cost CompetitiveOutstanding Cost Competitive

The plant in Japan which can be internationally competitive in the production field even if the yen appreciates to 70 yen to the dollar.

Establish Outstanding “Dantotsu (extremely competitive) Plant”in Japan

Establish Outstanding Establish Outstanding ““DantotsuDantotsu (extremely (extremely competitive) Plantcompetitive) Plant””in Japanin Japan

17 / 24

““ Dan

totsu

Dan

totsu

””P

lant

Plan

t

The Whole Company Activity

・Powertrain・Thermal

・Electronic・Information Safety

Activities for establishment of “Dantotsu”plant expand to all plants and realize extremely cost competitiveness in Japan.

Secure production output andkeep employment in Japan

< < ““DantotsuDantotsu””(extremely) cost competitive(extremely) cost competitive＞＞

・Improve productivity by developing compact 1/N production equipment

・ Use facilities exhaustively by high-speed and high-operation product line

・ Improve logistics and inspection at insideand outside plant Establish Establish ““DantotsuDantotsu””Plant globallyPlant globally


・Facility miniaturization・Make up the productionvolume

Large-scaleFacility

High building factory

Solidify the foundation

Hoist Crane

die １ /ＮProduction equipment

Conveyor（Stock less）

ホイストクレーン

500 ton large-scale hydraulically-operated die-cast machine

130 ton small electrically-powered machine

3.5m

1.5m

construction

Mass production Production as assem bly

Cut down production cost by “Dantotsu” 1/N production equipment and keep cost competitiveness

Cut down production cost by “Dantotsu” 1/N production equipment and keep cost competitiveness

“Dantotsu” P lant is established by 1/N production equipment““DantotsuDantotsu ”” P lant is established by 1/N production equipmentP lant is established by 1/N production equipment

Outstanding Cost CompetitiveOutstanding Cost Competitive18 / 24

High building factory

Ultra-small machine

7m

4.7m

【underdevelopment】

【Conventional】【Outstanding Plant】

Floor area 1/2Investment cost 1/2Saving energy 1/6Processing cost 30% cut

Assembly

“Dantotsu” P lant

Inventory

die


(4) Strengthen Localization & MonozukuriMonozukuri Using regional standard material

(3) Set-up the Specific Quality Standard Clarify the market quality spec.

[ Durability, Sensory and Appearance, etc. ]

(1) Optimize function & performance Clarify the market needs

(2) Optimize Product Structure Easy to assemble in local product line

(5) Enlarge Global Development Technical Center in 7-regions

Elements of the Activity Activ itiesActiv ities■ Cooling Module

② Corer Sub ASSY：adoption of next generation

① ・② Motor：Optimum design for local

process

④ Tank： Optimum board thickness for Local material

■ Alternator ② Inner Structure：Reduction of Parts

④ Metal Material：Use efficiently the most

cheapest Material

Developed Regional Optim ization Products for Compact CarDeveloped Regional Optim ization Products for Compact CarDeveloped Regional Optim ization Products for Compact Car

The results of cost-reduction is from China to India, Indonesia and BrazilThe results of costThe results of cost--reduction is from China to India, Indonesia and Brazilreduction is from China to India, Indonesia and Brazil

R&D Maintain Sales PromotionR&D Maintain Sales Promotion 19 / 24


New BusinessNew Business20 / 24

Development Direction in New BusinessDevelopment Direction in New Business

Vehicle Vehicle related Non-Vehicle (relating core-technology)

SustainabilitySustainability- Low CO2 society- Environmental protection- Recycle

Security & SafetySecurity & Safety- Healthy life- Accident / Crime free society- Disaster resistant city

Quality of LifeQuality of Life- Diverse life style- Ubiquitous

Total life support

Health & Medical

Micro grid

Automatic ID

Security

Food & Cold chain

Commercialvehicle

Electricmobility

ＦＡ

ControlsystemHousing

equip.CCH

Automotive partsMotor, Sensor, Controller,

Thermal Mgt, etc.


Customer satisfaction through quality products and services in globally including emergency country.

Conventional Enhancement field

Develop by the best meet the regional needs

July, 2011 Established Aftermarket Business Group April, 2012 Merge Nine Sales Companies in Japan

Strengthen Automotive Aftermarket and Non-automotive Business

Activ ities for Repair and Maintenance F ie ldActiv ities for Repair and Maintenance F ie ldActiv ities for Repair and Maintenance F ie ld

Aftermarket BusinessAftermarket Business 21 / 24

1 2 3 4 5 6 7 8 9 10 11 12 13 141 2 3 4 5 6 7 8 9 10 11 12 13 14

Dem

and

Premium market

DENSO Brand

Automakers’Brand

General aftermarket

OES Market


Driving support

Energy management (Electric generation)

Eco

Security

Health / Beauty

Air quality

Immediate heating / cooling

Collaboration smartphone(Entertainment)In the future

Expand Product lineup to offer "Consideration" and "Fulfillment" for users

Customer Value Keyword Category

Aftermarket BusinessAftermarket Business

Activ ities of Accessory ProductsActiv ities of Accessory ProductsActiv ities of Accessory Products

22 / 24

Choosability

Connectivit

PreniumPowerful(back Seat )

(Ex.) On-boardPlasmacluster


0 9 / 3 1 0 / 3 1 1 / 3 1 2 / 3 1 3 / 3 予 1 6 / 3 予

Sales TargetSales Target

Consolidated Sales（Unit: Billions of Yen）

Over 4,000

Sales target by FY2016 –More than 4,000 billion yen.

23 / 24

3,420

3,1553,1322,977

3,143

ＦＹ09 ＦＹ10 ＦＹ11 ＦＹ12 ＦＹ13F ＦＹ16F


2723

143.0 150.0

73.4

-84.1

89.3

-20

0

20

40

60

FY09 FY10 FY11 FY12 FY13

-100

0

100

200

300

DividendNet Income

Return to Shareholders

(Yen)

(Billions of Yen) (Billions of Yen)(Yen)

Year-end

Interim

Year-end

Interim

54

4046

22

FY2012 Annual Dividend per Share: 46 yen same amount as 11/3FY2012 Annual Dividend per Share: 46 yen same amount as 11/3

FY2013 Annual Dividend per Share: Increase by 8 yen to 54 yenFY2013 Annual Dividend per Share: Increase by 8 yen to 54 yen

27 23

46

Year-end

24

Interim

27

24 / 24


2009. 6. 25©DENSO CORPORATION All rights reserved.


AppendixAppendix

･ Changes of Sales/Operating Income at each Quarter Closing

･ Non-Consolidated Financial Results

･ Pre-Conditions (Foreign Exchange Rate/Car Production)

･ Consolidated Sales by Customer

･ Consolidated Sales by Business Segment

･ Capital Expenditures, Depreciation, and R&D

･ Regional Sales Target


Changes of Sales/Operating Income at each Quarter ClosingChanges of Sales/Operating Income at each Quarter Closing

1,000

600

800

50

<Unit: Billions of Yen>

< > : Consoli. Operating Income ratio( ) : Consoli. Sales vs. Previous year

(-40.6%)

-15.2

09/6

10/9

Applicable period of Incentive in the main countries

<Reference>

：Consoli. Sales：Consoli. Operating Income

12/3

10/12Korea

09/1 10/309/5Japan

USA

Italy

Germany

SpainUK

France

09/3

<-2.6%>

584.9

(-21.0%)

25.0<3.5%>

717.3

<6.8%>

(+9.7%)

53.6

786.8(+37.3%)

70.7

802.8

<8.8%>

(-9.9%)

<1.8%>13.9

773.4(+10.6%)

69.0

816.0

<8.5%>

(-5.8%)

<6.5%>50.2

768.5

(+67.6%)

57.9

858.5

<6.7%>

(-21.5%)

-4.4

630.2

09/9 10/910/6 11/309/12 10/1210/3 11/6

(+4.8%)

<6.2%>50.2

805.2

(-1.0%)

<4.7%>36.2

778.9

11/9

11/12Japan

(+21.6%)

<8.4%>78.6

940.2

11/12

<-0.7%>

China

Both Sales and Operating Income increased due to mainly recovery of vehicleproduction and subsidy program for eco-friendly vehicles in Japan.


Non-Consolidated Financial Results

Income Statements

(Ratio to Sales) (Unit:Billions of Yen,%)

Amount Percent Amount PercentNet Sales ( 100.0 ) 2,031.6 ( 100.0 ) 1,945.7 85.9 4.4 ( 100.0 ) 2,240.0 208.4 10.3Cost of Sales ( 90.8 ) 1,844.5 ( 91.0 ) 1,770.0 74.5SGA Expenses ( 6.7 ) 135.2 ( 7.2 ) 139.9 -4.7Operating Income ( 2.6 ) 51.9 ( 1.8 ) 35.8 16.1 45.0 ( 4.1 ) 92.0 40.1 77.2Non-Operating Income 62.1 56.5 5.5 49.0 -13.1Extraordinary Income (Loss) -1.1 0.0 -1.0 - 1.1Income Before Income Taxes ( 5.6 ) 112.9 ( 4.7 ) 92.3 20.6 22.3 ( 6.3 ) 141.0 28.1 24.9Net Income ( 3.9 ) 79.2 ( 3.7 ) 72.8 6.4 8.8 ( 4 .7 ) 106 26 .8 33 .9

FY2013Forecast

Change from FY12Account FY2012 FY2011

Change


Pre-Conditions (Foreign Exchange Rate/Car Production)

Prior Year Actual Change Prior Year Actual Change Prior Year Actual Change Forecast Change

89 80 - 9 83 78 - 5 86 79 - 7 80 + 1

114 114 - 0 112 104 - 8 113 109 - 4 105 - 4

30 29 -1 29 -

7 7 - 7 -

4.78 3.90 - 18% 4.21 5.36 + 27% 8.99 9.26 + 3% 9.48 + 2%

NorthAmerica

1.94 1.56 - 20% 2.02 2.39 + 18% 3.96 3.95 - 0% 4.77 + 21%

6.42 6.67 + 4% 7.04 7.78 + 11% 13.45 14.45 + 7% 16.21 + 12%

Car Production ofJapanese

Manufacturers(Millions of Units)

Domestic

Overseas

Foreign ExchangeRate (Yen)

USD

EUR

Forex Impact onOperating Income

per Yen(Billions of Yen)

USD

EUR

FY2013 Full YearFY2012 Second-HalfFY2012 First-Half

FY2012 Full Year


Consolidated Sales by Customer(Unit: Billion of Yen)

Amount % to Total Amount % to Total Amount PercentToyota 1 ,4 10 .3 44 .7 1 ,421 .5 45 .4 -11 .3 -0 .8Daihatsu 92 .7 2 .9 88 .6 2 .8 4 .1 4 .7Hino 46 .4 1 .5 38 .4 1 .2 8 .0 20 .8Toyota Group 1 ,5 49 .4 49 .1 1 ,5 48 .5 49 .4 0 .9 0 .1Honda 197 .1 6 .2 221 .1 7 .1 - 23 .9 -10 .8Suzuki 77 .9 2 .5 81 .1 2 .6 -3 .2 -3 .9Fuji 55 .3 1 .7 5 8 .1 1 .9 -2 .8 -4 .8Mazda 54 .8 1 .7 5 6 .9 1 .8 -2 .0 -3 .6Mitsubishi 46 .9 1 .5 47 .4 1 .5 -0 .6 -1 .2Isuzu 43 .5 1 .4 43 .4 1 .4 0 .1 0 .2Nissan 33 .9 1 .1 29 .8 1 .0 4 .1 13 .7ＧＭ 83 .3 2 .6 93 .9 3 .0 - 10 .6 -11 .3Ford 59 .9 1 .9 61 .1 2 .0 -1 .2 -2 .0Chrysler 53 .8 1 .7 48 .8 1 .6 5 .0 10 .2VW/AUDI 59 .5 1 .9 5 0 .2 1 .6 9 .3 18 .6Benz 21 .7 0 .7 19 .4 0 .6 2 .3 11 .9BMW 28 .0 0 .9 26 .0 0 .8 2 .0 7 .6Fiat 77 .7 2 .5 84 .7 2 .7 -6 .9 -8 .2PSA 15 .9 0 .5 16 .7 0 .5 -0 .8 -4 .9Land Rover 13 .2 0 .4 19 .9 0 .6 -6 .7 -33 .7Hyundai/Kia 77 .9 2 .5 69 .3 2 .2 8 .6 12 .5OE Sales for others 263 .8 8 .4 239 .3 7 .6 24 .5 10 .2OEM Total 2 ,8 13 .6 89 .2 2 ,815 .5 89 .9 -2 .0 -0 .1After-market,New business & Others 341 .1 10 .8 316 .0 10 .1 25 .1 8 .0

Total 3 ,1 54 .6 100 .0 3 ,131 .5 100 .0 23 .2 0 .7

FY2012 FY2011Changeended Mar.31,2012 ended Mar.31,2011


Consolidated Sales by Business Segment

(Unit: Billion of Yen)

Amount % to Total Amount % to Total Amount PercentPowertrain Control 786 .5 24 .9 772 .0 24 .7 14 .5 1 .9Electric 306 .5 9 .7 273 .6 8 .7 32 .9 12 .0Electronic 292 .3 9 .2 288 .5 9 .2 3 .8 1 .3Thermal 943 .0 29 .9 955 .2 30 .5 -12 .2 -1 .3Information & Safety Systems 503 .9 16 .0 524 .3 16 .8 -20 .4 -3 .9Small Motors 229 .8 7 .3 230 .6 7 .4 -0 .9 -0 .4Others(*) 37 .2 1 .2 35 .6 1 .1 1 .6 4 .4Automotive Total 3 ,0 9 9 .2 9 8 .2 3 ,0 7 9 .9 9 8 .4 1 9 .3 0 .6Industrial & Consumer Product 43 .5 1 .4 42 .1 1 .3 1 .3 3 .2Others 12 .0 0 .4 9 .4 0 .3 2 .6 27 .4New Business Total 5 5 .5 1 .8 5 1 .6 1 .6 3 .9 7 .6Total 3 ,1 5 4 .6 1 0 0 .0 3 ,1 3 1 .5 1 0 0 .0 2 3 .2 0 .7* Repair parts, original brand products of subsidiaries

FY2012 FY2011Change

ended Mar.31,2012 ended Mar.31,2011


Capital Expenditures, Depreciation and R&D

(Unit: Billion of Yen)

Percent PercentJapan 8.0% 13.5%North America 34.1% 6.6%Europe 54.5% 1.6%Asia & Oceania 67.5% 33.5%Others 30.9% 25.0%Capital Expenditures 23.6% 16.5%Japan -5.5% 0.4%North America -14.6% 9.6%Europe -10.5% 3.6%Asia & Oceania -4.6% 18.9%Others 5.0% 19.0%

Depreciation -6.5% 3.5%

Change

2.9%

FY2011 FY2012

95.5 103.19.1 12.2

12.1 18.722.8 38.25.5 7.2

145.1 179.4142.2 134.417.1 14.612.4 11.1

180.6R&D Expenditure(Ratio to Sales)

290.1

19.4 18.52.0 2.1

298.4(9.5%)(9.3%)

193.1

FY2013 Change

117.013.019.051.09.0

209.0135.016.011.522.0

3.9%(9.1%)

2.5187.0310.0


合理化- 2%

Japan

05 10

512.1

660.0

Annualrate7 %

Europe

North America

11 15

2,197.6 2,540.0

Annualrate4 %

Car production9.00 8.80 millions of Units－ 1 % （annual rate）

11 15

387.2Annualrate8 %

Car production20.40 23.80 millions of Units

＋ 4 % （ annual rate ）

Car production 13.30 17.00 millions of Units

＋ 6 % （ annual rate)

11 15

626.7

Annualrate 11 %

Asia & Oceania



※ eliminations ：2011 62.68 billions of yen2015 740.0 billions of yen

11 15

Others



1511

57.7

Annualrate11 %

940.0

520.0

80.0

Regional Sales Target

（Unit: Billions of Yen）

Date post:	23-Jun-2015
Category:	Technology
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