•This presentation outlines the progress with ourmid‐term management plan and growth strategy.

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•As I mentioned at the business policy announcement
on March 27, 2014, FY2015 is positioned as a year for
making steady progress to achieve the mid‐termmanagement plan and for developing a strategy inpreparation for the “New Panasonic” of 2018.
•Today, I would like to talk about our progress in these
two efforts, along with our way of thinking and thedirection we will take to ensure “investment forgrowth.”

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•First, to make steady progress to achieve CV2015, asMr. Kawai has mentioned, we forecast reaching ourmid‐term targets, “Operating profit of 350 billion yenor more,” and “Accumulated free cash flow of 600
billion yen or more,” during FY2015. Initially, thesetargets were set for the end of FY2016, the third yearof the mid‐term plan. So we are one year ahead ofschedule.
•During the second half of FY2015, we are determinedto accomplish these figures as the full‐year forecast,which we have revised upward.
•As for operating profit margin, we forecast 4.5%,
which means that we are within the range to achieve“5%” in FY2016.
•In order to achieve the mid‐term management plan ayear ahead of schedule, we will further expedite ourinitiatives.

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•This slide shows the transition of operating profit bybusiness division, our basis of management.
•So far, we have implemented various initiatives, suchas carrying out business restructuring and shifting into
new business areas. Through these efforts, we have
reduced the number of unprofitable business divisions.
At the end of FY2013, about 30% of our businessdivisions, then called business units, were unprofitable.
By the end of FY2015, we forecast the number will be
5, which is approximately 10%.
•In addition, we have steadily improved profitabilities,
with about half of our business divisions having an
operating profit margin of 5% or more. We can now,
realistically, expect to achieve a company‐wideaverage of 5% operating profit margin.
•But we will not stop there. As for business divisions
with an operating profit below 5%, we will continue towork toward bringing them up to our target of 5% ormore within FY2016.
Copyright (C) 2014 Panasonic Corporation All Rights Reserved.

•Next, I would like to talk about our progress indeveloping our growth strategy. As I explained in theManagement Policy for FY2015, we are in the processof formulating our growth strategies in 5 businessareas X 3 global regions.
•In particular, we are directing our investment
resources to the 8 key areas shown in yellow. Theseare the areas where we find room for growth, in otherwords, where we need to take on the challenge forgrowth.
•While making visits to our operation sites andcustomers globally, I have been able to see for myself
how our employees are taking on challenges, andI have received firsthand feedback from our customers,
expressing their high expectations of us. I feel very
confident that we can further improve ourprofitabilities, and achieve further growth.
•Among the 8 key areas, today, I would like to introduce
4 examples, indicated here as initiatives A, B, C and D.
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•First, the initiative taken in A, “Consumer Electronics x
Strategic regions.” In this area, we are carrying out
initiatives to develop competitive products in Asia.
•One of these initiatives is to strengthen the high‐end
category. From this fall, we will introduce a series ofpremium products to the market, in all about 40 models.
These include refrigerators and washing machines, which
we want to actively promote as “made‐in‐Japan” models.
•In addition, by adapting to the characteristics of themarket, we will carry out marketing to inspire consumers’“yearning.” In this way, we will strengthen our market
competitiveness and brand capability, and thus increase
sales.
•Furthermore, we will establish AP Asia, which consists ofa marketing division, ODM division, and business units inAsia, in April 2015. We will create locally self‐sustaining
businesses, consolidating development, manufacturing,and sales functions•The business units will deal with air conditioners,
refrigerators, washing machines, and TVs, and about 400people will be working in development as total. We
intends to realize to create locally oriented products, andto quickly strengthen our lineups by using ODM.
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•Next, let me discuss our initiative in the housingbusiness for the Strategic Regions, initiative B.
Panasonic is ready to launch an all‐out housing businessin the ASEAN region, placing PanaHome as its main pillar.
•Targeting the affluent, we are currently developing
Smart Cities in such areas as Kuantan, Malaysia.
•Furthermore, to promote the home building business,
we will introduce a fabless operation style in Malaysia,
thus providing houses that are custom tailored to local
needs, at locally standard prices.
•Our houses will be built based on what we call, theW‐PC construction method, which fully leverages theprefabrication technology widely used in Japan. This will
enable us to improve the capabilities of “heat insulation,”“air ventilation,” and “waterproofing,” the major
problems that conventionally built local houses have.
Furthermore, the total construction period will be about
3 months, almost half the usual time needed.
•In order for us to actively expand such initiatives to theother ASEAN countries, including Indonesia, Vietnam, andThailand, we plan to establish the ASEAN housingbusiness Headquarters by April 2015, and then accelerate
our efforts.
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•This slide shows our ventures in the automotive businessfor Europe and the Americas, initiative C. Panasonic isfully resolved to lead innovation by collaborating withpartners who play active roles in this industry.
•Let me show you a specific example: For the productionof lithium‐ion batteries, we established“Panasonic Energy Corporation of North America”
this month, on the premises of the “Gigafactory”
Tesla Motors plans to complete in Nevada.
•In doing this, we will further contribute to bringing
EVs into wider use.
•Another example is our investment agreement, signed
last month, to enter into a capital and business alliancewith Ficosa International S.A., of Spain.
•By combining our imaging technology with Ficosa’s
automotive mirror technology, we will aim to facilitatesmooth launch of electronic mirror business that support
comfortable and safe driving.

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•As a final example, let me talk about initiative D, our B2B
solutions for the Japanese market.
•Following our agreement to join the Official Worldwide
Olympic Partnership, we have also signed for the Official
Worldwide Paralympic Partnership this month.
•For the Paralympics, we will add some personal welfare
devices to the current sponsor categories for theOlympic Games. These include audiovisual devices,
home appliances, and power‐assisted bicycles.
•Taking this opportunity, Panasonic intends to give strong
support not only to the success of the Games, but also topeople with disabilities as well as the elderly, byexpanding our areas of contribution.
•We truly consider the Olympic and Paralympic Gamesan ideal opportunity to demonstrate the potential ofPanasonic to customers around the world, by offering“future living.”•To this end, we are developing a variety of systems anddevices and making various proposals. So, going forward,
we would like to occasionally share with you our latest
information, including the progress of such activities.
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•Finally, I will touch on our ideas about investments forgrowth.
•As we have been saying, our profitability and cash
position have steadily improved.
•Although we initially planned to launch strategic
investments for growth in FY2017, the first year of ournext mid‐term management plan, we will initiate thestrategic investments in FY2016, moving up theschedule a full year.
•We are not yet at the stage to show you the scale anddetails of specific investments now. But for us toachieve sales of around 10 trillion yen in 2018, wemust create inorganic growth. Consequently, we havestudied which areas to focus on, from both thebusiness and regional perspectives, and accordingly,
will actively take M&A actions and build capitalalliances, especially in the areas shown here.

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•Thank you for your cooperation.

Copyright (C) 2014 Panasonic Corporation All Rights Reserved.

Copyright (C) 2014 Panasonic Corporation All Rights Reserved.