Mid-Term Plan MG20 - Maxell Growth 20-

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Mid-Term Plan MG20 - Maxell Growth 20- Maxell Holdings, Ltd.

2 Review of NMI17(Mid-Term Plan: FY2015~2017) (1) Margin and ROE improved steadily but fell short of goals NMI17 Concept: Improve margins and ROE Sales Operating Income Operating Margins % FY 2014 NMI17 Goal % 6.0% 7.1% ROE 3.3% 6.0% 8.0% % <Operating Margins> % <ROE> * FY 2014 ROE excludes one-time special profit from asset sale (in billion) Steadily improved margins and shareholder returns since relisting in 2014 However, fell short of NMI17 goals 0.0 FY 2014 FY 2015 FY 2016 FY 2017 All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd FY 2014 FY 2015 FY 2016 FY 2017

ABC Rules Consumer LiB de-commoditization Restructuring Implement XYZ Rules 2.8 Up 3.6bn vs. FY 2014 8.8 12.0 5.2-3.5 4.

3 Review of NMI17(Mid-Term Plan: FY2015~2017) (2) Operating Income: fell short of plan but successfully generated 3.6bn via additional management efforts billion Kumamoto earthquake New light source development delay NMI17 Historical Operating Income (FY ) Introduce ABC Rules Consumer LiB de-commoditization Restructuring Implement XYZ Rules 2.8 Up 3.6bn vs. FY FY 2014 Projector drawback Product portfolio improvements Management Additional efforts Target not reached, but achieved 70% increase in 3 years Short of expansion of business scale NMI17 Goal All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 3

New Mid-Term Plan: Maxell Growth 20(MG20) New Maxell group to enter a growth stage at a new level Accelerate growth and achieve sustainability via independence

Adding MBP as the new driver to achieve growth Expanding markets for Three Growth Areas Expand scope and generate new businesses Aggressively invest for growth

4 New Mid-Term Plan: Maxell Growth 20(MG20) New Maxell group to enter a growth stage at a new level Accelerate growth and achieve sustainability via independence MG20:step to achieve mid-/long-term goals Restructure Portfolio Re-listing NMI17 Margin Increase MG20 Sales 200bn OP 15bn ROE 8% To a new level Adding MBP as the new driver to achieve growth Expanding markets for Three Growth Areas Expand scope and generate new businesses Aggressively invest for growth Mid/Long-Term Goal Sales 300 bn ROE 10% Management Independence Execute MBP (Maxell Business Platform) 202X All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 4

Maxell Business Platform (MBP) Accelerate growth via

and prosperity ( Kyoso Kyoei ) Achieve non-linear growth, new

Integrate technology and know-how ( monozukuri ) of companies

experiences ( around people ) Combining resources to

(Flexible funding) R&D (New business areas) Talent Hiring

managers) Platform (Maxell Holdings) Procurement (Raw

5 Maxell Business Platform (MBP) Accelerate growth via alliances and partnerships based on collaborative creation and prosperity ( Kyoso Kyoei ) Achieve non-linear growth, new business opportunities, and business portfolio improvements Integrate technology and know-how ( monozukuri ) of companies that share the same vision focusing on enriching human experiences ( around people ) Combining resources to complement weaknesses and build on strengths Financing (Flexible funding) R&D (New business areas) Talent Hiring (Highly skilled engineers, next-gen. managers) Platform (Maxell Holdings) Procurement (Raw materials and currency risks) Global Reach (Marketing, W/W offices) All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 5

Combining new technologies via MBP Core Technology: deepen/accumulate & widen/connect Ceramic-coated Heat-resistant Separator Li-ion Battery Heat-resistant CR battery Wireless Power Supply Massage

generator Dry Film-forming High speed Mass production Biological Evaluation Structure Joining Electrode Design 設計 Dispersion Coating Analysis Physical properties chemistry Multicolored Print

6 Combining new technologies via MBP Core Technology: deepen/accumulate & widen/connect Ceramic-coated Heat-resistant Separator Li-ion Battery Heat-resistant CR battery Wireless Power Supply Massage Machine Sterilization Deodorizer Beauty-care Products RFID Tag Electro Fine Forming Recycling of Resources Electrolysis Control Safety Evaluation Radio communicationsterilization Hydrogen-rich Water generator Dry Film-forming High speed Mass production Biological Evaluation Structure Joining Electrode Design 設計 Dispersion Coating Analysis Physical properties chemistry Multicolored Print Mechatronics Precise Electroforming Paint Particle Control Coloring Adhesion Slit Phase Boundary control Surface treatment Data Processing IoT AI Material Design Material Design Synthesis Press Molding Producing Design Innovation Authentication Security Thermal Fluid Analysis Mold release Precise Injection Molding Resin Lens Optical Design Image Processing Auto-body Component Design Evaluation Thick Film Forming Free-form Surface Lens Highly Precise Assembly Sensing Millimeter Wave Adhesive Tapes 3D Ink Functional Film Head-up Display LED Head-lamp Lens In-car sensing camera Lens unit Digital Signage 4K Projector 3D Display Development of technologies that are unique and niche top All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 6

New Mid-Term Plan: financial goals MG20: generate profit via growth and improve ROE ROE 8% or above (FY 2020) Execute on Strategic Growth Investment FY2017 FY2020 MG20 Goal Compared to FY2017 Net

7 New Mid-Term Plan: financial goals MG20: generate profit via growth and improve ROE ROE 8% or above (FY 2020) Execute on Strategic Growth Investment FY2017 FY2020 MG20 Goal Compared to FY2017 Net Sales ( billion/year) Operating Income ( billion/year) Operating Margins % ROE 6.0% % % 6.0% 7.5% +1.5 point 8.0% or above +2.0 point or above All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 7

8 Accelerate growth & improve margins via MBP Organic Growth x MBP = Margin improvement Sales Operating Income billion CAGR 11% billion CAGR 19% FY 2020 Goal Organic MBP 0.0 FY 2020 Goal Organic MBP Achieve Sales 165bn and Operating Income 12bn by FY2020 via organic growth alone (ex-mbp) All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 8

Opportunities in the Three Key Growth Areas Innovation is

for Maxell that offer comfort, reliability and safety ICT

Car Logistics/ Financial EC fin-tech Blockchain Leading

battery technology ADAS Design Innovation New material

Senior market Sport market Auto Connectivity

solving social issues Home Life and Infrastructure Smart

Develop Only One products that meets various customer

Growing awareness Management Vision Supporting Smart

9 Opportunities in the Three Key Growth Areas Innovation is creating a Smart Society : expanding growth opportunities for Maxell that offer comfort, reliability and safety ICT Innovation IoT AI cloud Big Data 5G LPDW ADAS, Connected Car Logistics/ Financial EC fin-tech Blockchain Leading innovation in imaging, sensing, components/optical visual battery technology ADAS Design Innovation New material MBD AR/VR Ultra-miniaturization modularization Market Senior market Sport market Auto Connectivity Electrification, Safety Provide key device vital to solving social issues Home Life and Infrastructure Smart living Enhanced Infrastructure Promote IoT in Education Develop Only One products that meets various customer needs Anti-aging Aging society Health and Beauty Care Growing awareness Management Vision Supporting Smart Life, Peace of Mind & Cheer around People All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 9

Energy Segment billion 60.0 40.0 37.7 < Sales > 45.0 58.

0 0.0 FY 2014 FY 2020 Goal < Operating Income > billion 5.6 5.6 6.0 5.0 4.0 3.0 2.0 1.

technology Rechargeable hearing aid devices, expansion of BAN market Achieve higher capacity and reliability via innovative battery technology (ULSiON, solid electrolyte, etc.

10 Energy Segment billion < Sales > Heart-resistant CR Battery for TPMS Growth drivers and key strategies TPMS enforcement in China, capacity increase, and higher cost competitiveness Maintain high market shares in US and Europe FY 2014 FY 2020 Goal < Operating Income > billion Cylindrical CR Battery for meters Coin-type Li-ion rechargeable battery Laminate-type LIB Capacity increase to meet demand increase in smart meters Differentiate via high capacity cell technology Rechargeable hearing aid devices, expansion of BAN market Achieve higher capacity and reliability via innovative battery technology (ULSiON, solid electrolyte, etc.) Expand into drone, robot and IoT via new technology axis (high output, temperature characteristics, rapid charging/discharging, lifeextension, etc.) 0.0 FY 2014 FY 2020 Goal Sales and Operating Income include both Organic and MBP. Consumer LIB: assume profit drop due to higher material cost and pricing pressure due to higher competition Japan Registered Trademark. High capacity technology using silicon-based anode material All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 10

Industrial Materials Segment billion 100.0 80.0 60.0 40.0 < Sales > 48.8 49.9 80.

0 FY 2014 FY 2020 Goal LED headlamp lens Strengthen product competitiveness to meet LED adoption rate increase (cost competitiveness, design variety) Grow overseas sales and production capacity

11 Industrial Materials Segment billion < Sales > In-car camera lens unit Growth driver and key strategies Increase capacity to meet ADAS demand Establish stable global supply chain Lead the sensing market with innovative technology FY 2014 FY 2020 Goal LED headlamp lens Strengthen product competitiveness to meet LED adoption rate increase (cost competitiveness, design variety) Grow overseas sales and production capacity billion < Operating Income > Construction, dicing tapes Grow waterproofing sales in SE Asia Leverage semiconductor-related growth Accelerate oversea sales FY FY 2020 High functional material ink/film Faster development of 3D modeling ink Global expansion of transparent conductive material Strengthen functional films such as thermal barrier insulation film Goal Sales and Operating Income include both Organic and MBP. All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 11

Electric Appliance/Consumer Products Segment billion < Sales > Growth drivers and key strategies 80.0 69.5 62.0 Beauty/Health 60.

3 FY 2014 0.4 FY 2020 Goal < Operating Income > 3.1 FY 2020 Goal Sales and Operating Income include both Organic and MBP.

expansion Establish process for product development, certification and mass production Fully switching to laser/led models High

12 Electric Appliance/Consumer Products Segment billion < Sales > Growth drivers and key strategies Beauty/Health Water/Air Introducing Maxell brand products New concepts, differentiated products Develop cutting-edge products for pros ~Enhance brand positioning Grow global OEM, ODM businesses Expand sales channels 0.0 billion FY FY FY 2020 Goal < Operating Income > 3.1 FY 2020 Goal Sales and Operating Income include both Organic and MBP. Head Up Displays (HUD) Imaging (Projector) Differentiate via unmatched compact -ness, AR and systemization Manufacturing capacity expansion Establish process for product development, certification and mass production Fully switching to laser/led models High brightness via new lighting tech. Cost reduction using display element first in the industry Creating new markets with high function projector technology (digital signage, smart classroom, AI sensing, etc.) All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 12

2017 年度末 2020 年度累計 2018 年度 ~2020 年度累計期間 Optimize cash allocation Allocate 40bn to strategic investment in MBP Dividend Payout Ratio 30~40% Shareholder return 3-year cash increase before R&D expense

13 2017 年度末 2020 年度累計 2018 年度 ~2020 年度累計期間 Optimize cash allocation Allocate 40bn to strategic investment in MBP Dividend Payout Ratio 30~40% Shareholder return 3-year cash increase before R&D expense 40bn MBP: strategic investment allocation for growth Growth Investment Cash 45.9bn 22bn CAPEX 30bn R&D Relisting: cash increase Asset sale:approx. 20bn Inventory reduction: Aprox. 10bn Cash Balance (Working Capital) FY 2018 ~2020 (cumulative) All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 13

MBP: actively investing 40bn Strategically invest in areas of growth for each segment Key areas to grow and strengthen businesses Technology acquisitions Design/development capability Strengthen

segment Energy Industrial Material Extend to power units, systems Leading technology development Horizontal specialization Strengthen components business Promote technology fusion Enhance global

14 MBP: actively investing 40bn Strategically invest in areas of growth for each segment Key areas to grow and strengthen businesses Technology acquisitions Design/development capability Strengthen product line-ups New business development Integrate non-core businesses Manufacturing capacity/technology Acquire new channels Sales alliances Increase market share Strategic Investment focus by segment Energy Industrial Material Extend to power units, systems Leading technology development Horizontal specialization Strengthen components business Promote technology fusion Enhance global production 10~15bn 20~25bn Electric Appliance / Consumer Products Strengthen design/development Extend global sales channels Expand product line-up 5~10bn All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 14

15 MBP: examples and future visions MBP Successes External partner participation Energy Specialty Business (ex-gs Yuasa) Prod. Dev Manufacturing LIB Power Solution MBP Next-gen battery (New scheme) Leading tech. Horizontal Specialization Collaboration in industrial/auto LIB Industrial Materials Maxell Ltd. Maxell Joei Tech Maxell System Tech (ex- Renesas) Prod. Dev. Software Image sensing EMS synergies MBP MBP Electric Appliance/ Consumer products I-O Data Device (Capital Alliance) Prod. Planning Sales Resource sharing Prod. collaboration MBP MBP Maxell Holdings All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 15

16 Monitor with financial discipline 50/20/50 Concept:small, but attractive margins and positioning ABC Rule : KPI A group B group C group Sales bn/year 1~5 >1 >1 Operating Margins >10% (aim 20% or higher) 5~10% 5% Market Share No.1 Top class Top class Market Growth Investment Policy XYZ Rule X group Y group Z group Prioritize allocation of resource to competitive businesses/products NPV, cost of capital, recovery period High (Introduction) Prod. Dev./Manufacturing/ Growth Medium (Growth) Prod. Dev./Manufacturing Below hurdle operating margins and FCF No improvement in certain time-frame move to Y Plan and implement restructuring plan Move to Z if no improvement within 2 years Plan and implement partial divestiture or exit Low (Maturity) None for capacity expansion Visualization of low-margin businesses/products, early action All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 16

17 Summary: Maximizing Corporate Value Achieve mid-/long-term goals to maximize Corporate Value MG20 Vision Financial Discipline Strong Governance Mgt. Independence Drive MBP (Strategic investment of 40bn) 50/20/50 Concept ABC-XYZ Rule Decisions considering cost of capital Over 1/3 outside directors Introduce performancebased compensation Accelerate growth Improve margins Return focus (ROE8%) Dividend Payout Ratio 30-40% Strengthen alignment with shareholders All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 17

19 Notes about statements about the future Parts of this document contain predictions about the future that are based on our current expectations and beliefs. These statements are provided as background material for investors. We cannot ensure or guarantee that any such statement will prove to be correct. Please keep in mind that actual outcomes might differ from anticipated results. All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 19

Mid-term Plan MG20 Optronics Division

Mid-term Plan MG20 Optronics Division May 29, 2018 Masaharu Deguchi Director and General Manager Optronics Division Maxell, Ltd. All Rights Reserved, Copyright 2018 Maxell Holdings, Ltd. 1 Net Sales Operating