Aircraft, Defense & Space Domain Business Plan Keisuke Hisakazu Naohiko HIROSE MIZUTANI ABE Senior Vice President, President, Senior Vice President, Head of Commercial Aviation Mitsubishi Aircraft Corporation Head of Integrated Defense Systems & Space Systems June 12, 2017 © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. Contents 1. Business Overview 2. Commercial Aviation Systems Segment 2-1. Overview 2-2. FY2016 Summary & FY2017 Outlook 2-3. FY2017 Business Strategy 3. MRJ Business 3-1. Overview 3-2. Development Activities 3-3. Implementation of Development Schedule 4. Integrated Defense & Space Systems Segment 4-1. Overview 4-2. FY2016 Summary & FY2017 Outlook 4-3. FY2017 Business Strategy © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 1 1-1. Overview (Domain Reorganization) The Aircraft, Defense & Space domain was created as a result of MHI’s domain reorganization, carried out 2017年4月の全社ドメイン再編・事業再配置により、航空・防衛・宇宙ドメインを発足。 in April 2017.直轄による育成基盤の早期形成と収益安定を図る。 Under the CEO’s direct oversight, the new domain is pursuing prompt formation of a strong developmentCEO foundation and stable earnings. [Until March 2017] [From April 2017] Energy & Environment Power Systems Business Group company Mitsubishi Aircraft MRJ Thermal Power Nuclear Power Thermal Power Compressors Corporation Renewable Energy Chemical Plants Aero Engines Nuclear Power Commercial Aviation & Renewable Energy Transportation Systems Commercial / Cruise Land Transportation Ships Systems Industry & Infrastructure Material Handling Commercial Aircraft MRJ Metals Machinery Equipment Aero Engines Turbochargers Engines Air Conditioning & Machinery & Integrated Defense & Space Systems Refrigeration Equipment Commercial / Cruise Land Transportation Defense Systems Space Systems Ships Systems Machinery, Equipment & Infrastructure Chemical Plants Compressors Metals Machinery Aircraft, Defense & Space Material Handling Commercial Aircraft MRJ Equipment Turbochargers Air Conditioning & Defense Systems Space Systems Engines Refrigeration Machinery & Equipment © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 2 1-1. Overview (Net Sales by Main Businesses, FY2017 Outlook) Integrated Defense Commercial & Space Systems Aviation Systems Operating income (In billion yen) Naval ships Aircraft components for Boeing Aircraft & missile systems Aircraft components for Airbus, (1.5%) Special vehicles Bombardier, etc. 10.0 Space systems MRJ (0.1%) 0.9 Orders received / Net sales Commercial Aviation Systems FY2016 net sales Integrated Defense & Space Systems ¥703.4 (In billion yen) billion 955.0 703.4 600.0 650.0 Orders Net Orders Net received Sales received Sales FY2016 (Actual) FY2017 (Forecast) © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 3 1. Business Overview 2. Commercial Aviation Systems Segment 2-1. Overview 2-2. FY2016 Summary & FY2017 Outlook 2-3. FY2017 Business Strategy 3. MRJ Business 3-1. Overview 3-2. Development Activities 3-3. Implementation of Development Schedule 4. Integrated Defense & Space Systems Segment 4-1. Overview 4-2. FY2016 Summary & FY2017 Outlook 4-3. FY2017 Business Strategy 2-1. Overview Boeing Wide-body Airbus 787 jets A380 Aircraft components for Airbus, Bombardier, etc. Photo courtesy of Boeing Photo courtesy of Airbus MHI : main wing boxes Narrow-body jets MHI : fwd and aft cargo doors 777 and business jets Bombardier Global 5000/6000 Wide-body jets Photo courtesy of Boeing Aircraft components for MHI : aft fuselage, tail fuselage, and entry doors Boeing Photo courtesy of Bombardier MHI : main wings, mid-fuselages, 767 737 and center wings Challenger 300/350 Photo courtesy of Boeing Photo courtesy of Boeing Narrow-body jets Photo courtesy of Bombardier MHI : aft fuselages and MHI : inboard flaps and business jets cargo doors MHI : main wings © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 5 2-2. FY2016 Summary & FY2017 Outlook Status and operating income of 1) Sales down as result of yen commercial aircraft Tier1 business appreciation 2) Sales eroded by declines in contract prices, production, etc. 3) Cost reductions not achieved (1) Yen appreciation Improvement in production efficiency • Automated assembly through adoption of (2) robotics Gradual decline in • Enhanced efficiency of management and contract prices, indirect work processes through use of AI / decreasing IoT production, etc. FY2015 Supply chain reforms • Configuration of harmonized production (Actual) processes (3) • Achievement of optimal order placements Cost reductions Efficiency Establishment of “Commercial Aircraft unachieved improvement Procurement Center” FY2017 FY2016 (Forecast) Leveraging production bases (Actual) and formation of optimal production system Flexible business portfolio © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 6 2-3. FY2017 Business Strategy Strengthen aircraft manufacturing superiority Reconfigure business portfolio - Creating added value from structure, etc. Integrated system synergies Component-related synergies • Reinforcement of MHI’s comprehensive business strengths Overall business synergies Expansion into new business (C)JAXA/NASA areas in the aircraft industry Increase the MRJ’s commercial value (C)Pratt & Whitney Traffic control-related Aircraft and space-related • Development of differentiation Completed aircraft technologies Advanced flight operation and Tier-1 - Weight reduction, material Completed aircraft support systems - Total system integration synergies development - 3D laminate modeling technologies • Initiatives into new fields: functional MRJ components, equipment, etc. MU-300 YS-11 Reinforced initiatives in (first flight in 1962) high-added-value parts 787 777X 777 Global • Advanced production process Express reforms 767 (active use of robotics, AI, IoT) Tier1 (first shipment of fuselage panels in 1980) Strengthen Added value, technology level technology Added value, Manpower savings - Structure and flight performance existing businesses -’70 -’80 -’90 -’00 -’10 -’20 Unmanned operation © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 7 2-3. Advanced Production Process Reforms (Examples of Automated Production) 777-X Parts Production 787 Painting Process ・In March 2017 operation began of a newly configured ・Testing is now in progress on the automated production line using robots, to produce parts for Boeing 787 main wing production Boeing’s new 777-X model at our Hiroshima facilities . line at Nagoya for an automated painting process using robots. <Moving tool for Large panel> <M-PAL(Multi Panel-Pulse Assembly Line)> <Painting performed by robots> By promoting automation of production processes, MHI is shifting focus from saving manpower to achieving unmanned operations. © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 8 1. Business Overview 2. Commercial Aviation Systems Segment 2-1. Overview 2-2. FY2016 Summary & FY2017 Outlook 2-3. FY2017 Business Strategy 3. MRJ Business 3-1. Overview 3-2. Development Activities 3-3. Implementation of Development Schedule 4. Integrated Defense & Space Systems Segment 4-1. Overview 4-2. FY2016 Summary & FY2017 Outlook 4-3. FY2017 Business Strategy 3-1. Overview Market trends Business strategies <Market scale> Basic policy • Projected scale of market for 70- to 90-seat aircraft during the next 20 years: 3,500 planes • Drive forward development and commercialization toward <Status of competitors> “achieving airframe performance and excellent customer support superior to Embraer” • Embraer is scheduled to launch E175-E2, a next- generation 90-seat class aircraft, in 2021. • Minimize development costs, which will peak in FY2019 • Bombardier is focusing on C-Series planes with more • Propose and implement a cost reduction strategy while than 100 seats; its presence in the up-to-90-seats maintaining the schedule through type certification market is declining. acquisition, and development & marketing strategies for subsequent commercial production and the MRJ70’s <Future developments> commercial viability • 90-seat class: Competition between MRJ90 and E175-E2 FY2016 results • 70-seat class: MRJ70 will be the sole next-generation • Concluded definitive agreements with preferred airframe contender MRO(Maintenance, Repair & Overhaul) partners, aiming to - To maintain competitive superiority, recovery from enhance after-sale services in North America schedule delays will be critical. • Ferried four aircraft to Moses Lake - Contracts with customers that have placed orders • Launched corporate culture reforms to achieve greater are being maintained. company-wide globalization Our position FY2017 initiatives • Sales strategy: Secure a solid position in the regional Under direct oversight of MHI’s CEO: jet market by raising its airframe value assessment - Development activities by two dedicated teams leveraging the MRJ’s outstanding durability and airframe performance - Utilization of global industry experts • Marketing environment: Owing to delays in launching Steady implementation of development timetable into the market, measures will be taken to strengthen customer relations and ensure long-range business Ex.: FAA type certification has been acquired for the viability. PW1200G engine. FAA: Federal Aviation Administration © 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 10 3-2. Development Activities by 2 Dedicated Teams Areas of focus Activities • Strengthen structure under direct oversight of MHI’s CEO and 3-base Strengthening of development structure business promotion structure