

I would like to present Eco Solutions Company growth strategy, focusing on nonhousing related business for office buildings, stores, hotels and public facilities.

Panasonic targets 10 trillion yen sales in FY2019. Eco Solutions Company is incharge of housing sector with 2 trillion yen, and non-housing sector with 0.8
trillion yen which is out of 2.5 trillion yen of group-wide BtoB solutions sales
target.

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I would like to talk about our performance for the first six months of FY2015.

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Sales were 790.4 billion yen, +2% (y-y) and +1% (vs plan) and operating profit
was +2.2 billion yen (y-y), +20.9 billion yen (vs plan.) Both sales and profit
exceeded last year’s results and our plans.

This is mainly because of favorable sales in solar business for housing and LED
lighting in Japan. In addition, overseas sales increased due to newly-consolidated
VIKO, a Turkish company*, as well as sales growth in strategic regions such as
ASEAN, India and China.

Operating profit increased due mainly to sales growth in solar and lighting
businesses, and rationalization initiatives.
*Agreement signed with shareholders in February, consolidation in April 2014.

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This slide shows our forecast of FY2015.

Taking into account favorable sales in solar business for housing, we revised
upward operating profit of 20 billion yen, from 62.5 billion yen to 82.5 billion yen.

Operating profit is expected to decrease 9.6 billion yen due to specific factors
such as increased sales from last-minute demand surge before the consumption
tax hike and negative impact from terminating corporate-wide measures done in
the previous year. Excluding these factors, operating profit greatly increases andprofitability highly improves.

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Copyright (C) 2014 Panasonic Corporation All Rights Reserved.



Panasonic Group targets at sales of 10 trillion yen in five business areas:
consumer electronics, housing, automotive, BtoB solutions and devices inFY2019, its centennial anniversary year.

As part of this, Eco Solutions Company aims at sales growth to 2 trillion yen forhousing, and 0.8 trillion yen in non-housing sector in BtoB solutions business.

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This slide shows growth in housing-related business.

Since I would like to present focusing on non-housing sector today, this slide isfor your reference.

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Copyright (C) 2014 Panasonic Corporation All Rights Reserved.

This slides shows the outline of our non-housing business of Eco SolutionsCompany.

In FY2014, sales were 630 billion yen in non-housing business which iscategorized into four areas.

The first to third areas are primarily focusing on Japan.

The first has 100 billion yen sales with non-housing energy management
products including energy monitors and industrial storage battery systems, andengineering business with office building monitoring systems and environment
related products.

The second has 200 billion yen sales with engineering business for stores, public
facilities, including non-housing lighting fixtures and other lighting-relatedproducts.

The third has 200 billion yen sales including distribution boards, fire alarmsystems, electrical construction materials such as conduit piping, and industrial
solar cells.

The fourth has 130 billion yen business overseas, including electrical construction
materials, lighting fixtures, lighting devices, engineering business, etc.

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

Our growth strategy for non-housing business is centered around these fourareas.

Let me talk about these strategies next.

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In engineering business centering on energy management, sales were 100billion yen in FY2014, and we plan to bring them up to 140 billion yen byFY2019.

The Energy Saving Act was amended in Japan in 2013, therefore in 2020 every
new construction including houses and office buildings, will have to meet the newenergy saving standards in Japan.

Having this situation, more effective energy management systems will berequired. We have introduced Building Energy Management Systems or BEMS
for large-lot electricity users of 500 kW or higher of high voltage of 600 V orhigher, but we have not started business for small-lot electricity users of from 50
kW to 500 kW in small and medium-sized office buildings and stores.

The reason is it is hard to widely introduce, since cost effectiveness to introduce
high-priced large BEMS is low and running systems requires controllers with ahigh level of expertise, which small and medium-sized users usually do not have.

Therefore we will launch Emanage, a new energy management solution forsmall-lot users of high-voltage electricity in FY2016.

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Emanage is the system equipment including new power measurement metersand cloud servers plus support and services.

We revisit its functions, prices and services for high voltage and small lot users.

We make this energy management simple, covering from visualizing electricity
usage to ensuring adequate power by demand control.

The system also includes new service to analyze data on measured power usage
to suggest to save electricity.

We will have a full lineup of enhanced products, combined with expanded
services to improve added value for facilities, making this business grow evenfurther.

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We will also strengthen our engineering business, approaching maintenance andservice businesses and energy management.

We introduced energy remote monitoring service in 2013.

The service allows customers to comfortably use energy management
equipment, by monitoring of solar panel output, visualizing storage battery
system operating status. We will further expand this area.

We also enhanced business operations in the Tohoku region. We have so far built
more than 180 regional disaster bases in the area under the Green New Dealfoundation program, adopting solar power generation systems and storage
battery systems.

We plan to expand regional disaster bases from Tohoku to nationwide.

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

Next, I will talk about the second growth strategy of LED solutions.

This business currently has 200 billion yen sales. We expand them to 240 billion
yen by FY2019.

Panasonic has refined light wavelength control technology to improve the qualityof light and value of space, and technologies to control distribution of light inspace.

Furthermore, we have an industry top class lineup of LED component solutions
as a new concept in product development and customization capabilities,
enabling us to provide the best products to improve added value of each facility.

Our unique approach is to have various lighting designs by combining power
units, light source modules, lenses and reflector plates.

Panasonic has the highest market share in various fields in Japan, including
facilities and stores, outdoor lighting, disaster preparedness, etc.

We will increase our market share in various sectors further.

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We will also develop new businesses using LEDs.

We launched Space Player in July 2014, fusing LED lighting and a projector, tocreate new market demand.

We have many orders currently from stores, art galleries and museums, where
we are providing not just products but also contents to be projected.

This is our "Cross-Value Innovation," and plan to supply new value by combining
with various technologies from outside.

We also create new applications such as LED signs and LED devices like UVLED with sterilization, using LEDs to develop new market demand in variousways.

We expand our business fields in transportation as well.

We believe we can provide new value through improving mileage by applying
lightening technology to transportation and enhancing its comfort.

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

The third growth strategy is to expand our overseas businesses.



We expect to increase sales in this area of 70 billion yen from 130 billion yen inFY2014 to 200 billion yen in FY2019.

We are focusing on strategic overseas regions called ‘ACTION3000,’ made up
with the initials of ASEAN, China, Turkey and India, to double sales in bothhousing and non-housing to 300 billion yen or more in FY2019.

These are strategies in ASEAN, China and Taiwan.



In non-housing lighting business, we revisit our targets/categories in China andIndonesia, and expand business by deploying competitively priced LED lighting
fixtures suited to local regions.

We expand our environmental engineering business for wastewater processing,chemical recycling, exhaust gas processing etc. in the ASEAN region andfactories in Taiwan.

We also expand the business already developed in Japan to overseas byremodeling them to each local demand.

There are still many areas in Asia without electricity. Therefore we introduced apower supply business with a container combining solar power and storage
battery systems.

In Indonesia, approximately 30% of an entire country has no electricity.

Having ODA, we started to deliver a container to an elementary school onKarimun Java in Indonesia. We expand this business further, contributing tosolving power infrastructure problems in the ASEAN region.

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These are our initiatives in the Indian market.

This year we entered non-housing LED lighting business.

Since November we have sequentially introduced LED lighting for offices andstores, drastically expanding the lineup and selling through the wide sales routesof Anchor acquired in 2007.

With the engineering company, Firepro acquired in 2012, we are expanding
primer general contracting of fire extinguishers and security systems centering onfire alarm business, as well as maintenance and service businesses.

In North America, we expand PV (solar power) solutions business.

This business started in 2012. We set up a company to handle development, runsolar projects and raise fund, moving beyond just selling solar panel materials tobecome as a prime contractor for solar projects to take package orders fordesign, procurement, construction and maintenance.

This scheme is unique, since we incorporate the U.S. renewable energy program,where we will continue to concentrate in future.

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

Our fourth growth strategy involves initiatives for the Tokyo 2020 Olympic andParalympic Games and reconstruction in Tohoku.

We expect 20 billion yen sales in FY2019 and 60 billion yen cumulative sales by
FY2021 related to Tokyo 2020.

We focus on not only developing event facilities and athletes' village but also
redeveloping building and restoring hotels.

Under the Tokyo Olympic Enterprise Division where Panasonic involves at acorporate level, we make a variety of proposals to contribute to green andpleasant urban development.

The Eco Solutions Company also has bolstered its sales activities with a team of200 employees for Tokyo 2020.

Meantime, group-wide efforts are underway for reconstruction in the Tohoku
region.

These include new urban development using information and communication
technology (ICT) and regional disaster base development with the Green New
Deal foundation program.

To enhance our capability to make locally-oriented proposals, we set up a sales
office of electrical construction materials in Ofunato City in Iwate Prefecture. Our
business is progressing closely tied to the local community.

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Thank you for your cooperation.

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