Annual Report 2018 Financial and Non Financial Results for the year ended March 31, 2018 Digest Version Takeoff for the Next 100 Years Cross-Value Innovation Panasonic draws on the advanced and specialized technologies as well as the manufacturing capabilities of its Business Divisions in combination with the strengths of external business partners to create new value. Connected Automotive & Appliances Company Eco Solutions Company Solutions Company Industrial Systems Company • Air-Conditioner Company • Lighting BD • Panasonic Avionics Corporation • Automotive Infotainment Systems BD • TV BD • Energy Systems BD • Process Automation BD • Automotive Electronics Systems BD • Imaging Network BD • Panasonic Ecology Systems Co., Ltd. • Media Entertainment BD • Ficosa International, S.A. • Home Entertainment BD • Housing Systems BD • Mobile Solutions BD • Energy Device BD • Communication Products BD • Panasonic Homes Co., Ltd. • Panasonic System Solutions Japan • Energy Solutions BD • Refrigerator BD • Panasonic Cycle Technology Co., Ltd. Co., Ltd. • Tesla Energy BD • Laundry Systems and Vacuum • Security Systems BD • Automotive Energy BD Cleaner BD • Electromechanical Control BD • Kitchen Appliances BD • Panasonic Semiconductor Solutions • Beauty and Living BD Co., Ltd. • Refrigeration and Air-Conditioning • Device Solutions BD Devices BD • Electronic Materials BD • Smart Energy System BD • Panasonic Liquid Crystal Display Co., • Cold Chain BD Ltd. • Hussmann Corporation (As of April 1, 2018) Note: BD stands for Business Division. Brand Slogan Contributing to “A Better Life, A Better World” Panasonic has contributed to the development of society through its businesses for the 100 years since its founding. Going forward, we will continue to help realize “A Better Life, A Better World” through each of our businesses and thereby pursue sustained growth and higher corporate value. 01 Panasonic Annual Report 2018 Business Composition Ratio (Fiscal year ended March 2018) Net Sales Composition Ratio Operating Profit Composition Ratio Net Sales Composition Ratio by Segment by Segment by Region AIS 32% AP 32% AIS 24% AP 28% China 12% Japan 47% Asia 14% Consolidated Consolidated Consolidated Net Sales Operating Profit Net Sales ¥7,982.2 ¥380.5 ¥7,982.2 billion billion billion Europe 10% CNS 13% ES 23% CNS 27% ES 21% Americas 17% Notes: 1. Official segment names are as follows: AP: Appliances ES: Eco Solutions CNS: Connected Solutions AIS: Automotive & Industrial Systems 2. Net sales and operating profit of each segment are calculated in line with the organizational structure as of April 1, 2018. Net sales and operating profit composition ratios by segment are calculated by dividing the net sales and operating profit of each segment by consolidated sales and operating profit before adding Other and elimination and adjustments. “Other” includes business activities not belonging to the reportable segments, such as sales of raw materials. Panasonic Annual Report 2018 02 Management Philosophy and Our Corporate History Helping Bring About A Better Life, A Better World Based on Our Management Philosophy “We will devote ourselves to the progress and The Sustainable Development Goals (SDGs) were development of society and the well-being of people adopted by the United Nations in 2015, and through our business activities, thereby enhancing expectations in the international community have the quality of life throughout the world.” This Basic mounted with respect to the role of corporations in Management Objective embodies our mission and solving social issues. devotion, and as the heart of our management philosophy, Based on its management philosophy, Panasonic it has served as the foundation for all our management will continue to help solve social issues and contribute activities. In overseas business development as well, to further development in order to bring about a bright the first principle has been to assist in each country’s new future. We also intend to achieve sustained growth development in a manner that is truly appreciated. and continue to enhance corporate value. Our History 1918 1950s Matsushita Electric Housewares Manufacturing Works (today’s Washing machines, black Panasonic) established. Two new products, an attachment and white TVs, refrigerators plug and, a two-way socket, launched on the market. and other products launched that reduced the burden of 1927 housework and made life easier. Square bicycle lamp launched under the name “National Lamp,” reflecting the hope that 1961 it would become indispensable Panasonic’s first overseas to the nation’s citizens. The manufacturing facility, product became popular National Thai Manufacturing throughout Japan as a safe Company, established. light source. Manufacturing facilities were subsequently established in 1931 countries with difficulty importing Sales of radios commenced. household appliances due to This radio that “wouldn’t foreign exchange shortages. break down” delighted consumers and it brought news 1965 and culture into people’s Five-day work week introduced ahead of other companies. homes. With a slogan of “One day of study, and one day of rest,” the change played a major role in raising employee productivity 1932 and motivation. Trade department established and export business commenced. 03 Panasonic Annual Report 2018 Panasonic’s Management Philosophy Structure Guidance in putting the management Panasonic Code of Conduct philosophy into practice: (Revised and updated; current as of 2016) Evolution in response https://www.panasonic.com/global/corporate/ to changes in social management/code-of-conduct/list.html conditions, etc. Management Philosophy Basic Management Objective Foundation of Recognizing our responsibilities as industrialists, we will activities of management: devote ourselves to the progress and development of society Immutable and the well-being of people through our business activities, thereby enhancing the quality of life throughout the world. Company Creed Progress and development can be realized only through the combined efforts and cooperation of each employee of our company. United in spirit, we pledge to perform our corporate duties with dedication, diligence and integrity. Seven Principles Contribution to Society, Fairness and Honesty, Cooperation and Team Spirit, Untiring Effort for Improvement, Courtesy and Humility, Adaptability, Gratitude Founder Konosuke Matsushita 1987 2010 Joint venture to produce Mass production of picture tubes (CRTs) for color lithium-ion batteries for hybrid TVs established in Beijing EV automobiles commenced, with a view to China’s helping to popularize modernization. It was the eco-cars. first joint venture in China for Panasonic. 2011 1988 To promote rapid decision-making and maximize group Promoting world peace synergies, Panasonic Electric Works Co., Ltd. and SANYO through sport. In accord with Electric Co., Ltd. were made wholly owned subsidiaries. Fields this philosophy of the Olympic for contribution were expanded. Games, Panasonic has, since the Olympic Winter Games Calgary 1988, supported the 2014 Movement over 30 years as the Fujisawa Sustainable Smart highest ranking sponsor in “The Town established for Olympic Partner (TOP)” program. eco-conscious and comfortable lifestyles while 2008 ensuring safety and security. To make the Company a truly global corporation, the company name was changed to “Panasonic Corporation”, and its corporate brands were unified as “Panasonic” worldwide. Panasonic Annual Report 2018 04 Message from the CEO Kazuhiro Tsuga Representative Director President CEO 05 Panasonic Annual Report 2018 Pushing Forward for Sustainable Growth through Ceaseless New Contributions even further. We will steadily gain the full-fledged In fiscal 2018, Panasonic achieved investment returns coming from our growing increases in both sales and profit. businesses, while continuing to pursue What needs to be changed for future growth and your view on future strategy? profitability improvements for our businesses still showing low profits. Furthermore, to achieve growth accompanied with profitability, A solid foundation for sustainable we will conduct thorough business portfolio growth near completion; management including the shift of resources promoting a growth strategy for and replacement of businesses. In fiscal 2019, further improvement in profitability we are expecting another year of sales and After becoming president, I initiated a series profit growth, but will continue to take of steps to prepare for future growth. These necessary measures toward achieving steps included investing in growth areas and sustainable growth. shifting our resources while carrying out Net Sales / Operating Profit structural reform and profitability improvement initiatives. As a result, Panasonic was able to 3/’19 (Forecast) achieve growth in both sales and profit in fiscal 2018. Sales and profit increases, in real terms 3/’16 excluding the effect of exchange rates, were 3/’18 accomplished for the first time in seven years. 3/’15 Sales & I regard this as a major turning point. In addition profit growth to our financial performance, I place emphasis on whether a certain business can continue to 3/’17 3/’14 generate value and avoid becoming obsolete. Operating profit* We have definitely made improvements from Sales decline & each perspective, and I am quite confident of profit growth our outlook. 3/’13 However, the current status shows us that Sales in real terms we have just turned things around. Accordingly, (from fiscal