Advancing the MRJ project 2017.1.23 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved.
Overview The Mitsubishi Regional Jet (MRJ) delivery date is adjusted from mid-2018 to mid-2020 due to revisions of certain systems and electrical configurations on the aircraft to meet the latest requirements for certification. These design changes will not affect aircraft performance, fuel consumption, or functionality of systems. We will continue with ongoing flight test program with current test aircraft configuration and obtain certification flight test data of performance, flight characteristics for type certificate. The design change will not affect aircraft structure and we have already completed static structure test with ultimate load(150% load) successfully. MHI is focused on supplying a comfortable, reliable, high-performance passenger aircraft with the world-class safety and operational support services. MHI recently established the MRJ Business Promotion Committee chaired by the MHI President & CEO to oversee the continued development and long-term business performance of the MRJ, effective on Nov. 28, 2016. Although the payback period will be prolonged, the impact on profit for each fiscal year will be minimal, and there is virtually no impact on the management of the entire MHI Group. MHI is committed to the development and delivery of the MRJ with world-class performance and compatibility with the latest industry certifications. 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 2
Contents 1.Current Status on Development Schedule 2.Challenges and Countermeasures in Progress Slides 4-5 Slides 6-11 (1)Outline (2)Securing Long-Term Business Sustainability (3)Strengthening the Financial Base 3.Towards the Future of the MRJ Project Slides 12-17 (1)Expertise Acquired in the MRJ Development Process (2)Long-term Business Vision 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 3
1. Current Status of Development Schedule 1 Overall Development Schedule and Current Outlook Plan at the time of program launch * * March 2008 Mid 2013 4 Acquisition of TC 2013 2H 5 First Delivery Goal: End 2019 ~ Forecast: Mid-2020 November 2015 Delay of 1.5 to 2 years from announcement in December 2015 4 5 December 2011 July 2009 3 First flight 3 November 2016 ~ Structure under direct oversight of CEO 2 Detailed Design Review 1 Basic Design Review February 2009 Performance Adjust schedule based on global expert s cooperation Revision of certain systems Modifying the design of the electrical configurations to meet the latest requirements for certification 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Up to mid-2016 After Nov 2016 Promoted development by employees with advice from global advisers Establish Global Organizational Structure 1 Global leaders and experts assigned 2 Strong program management approach established 3 TC process (V&V* etc.) Validation & Verification 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 4
1. Current Status of Development Schedule 2 Schedule for Acquisition of Type Certification (TC) 2015 2016 2017 2018 2019 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 Main Milestones Engine TC First flight Test flight US ferry redevelopment Phase 0 Phase 1 Phase 2 TC: Type Certification Confirm basic performance Ferry requirements Flight Test for TC configuration determination TC flight test Additional TC testing Obtain TC Japan (Aichi) Static Strength Test Document Preparation / obtain conformity authorization Flight Test Aircraft Manufacture Test flights Japan/ US Japan / US flight tests Moses Lake Flight Test Center opening TC Flight Test Customer Support structure 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 5
2. Challenges and Countermeasures in Progress (1)Outline Challenges Measures in Progress Delay in market introduction Strengthening Relations Customers, Partners, Authorities Securing Long-term Business Sustainability [See next slide] Increase in development costs Strengthening the Financial Base [See slide 11] 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 6
2. Challenges and Countermeasures in Progress (2)Securing Long-Term Business Sustainability (1/4) 1 Strengthening of Development Activities by Two Dedicated Teams MRJ Development Team Development of regional jet with world-class performance Compliance with the latest aviation safety regulations (= TC acquisition) Future Advanced Technology Development Team Development of further advanced technology Technical strategy planning and development of next-generation aircraft concepts 2 Strengthening of Marketing Strategy in MHI Group Strengthening product development strategy and sales promotion, tailored to regional markets from a medium- to long-term perspective Particularly around the US market / scope clause Steady development of advanced technology and timely market introduction Strengthening life cycle services 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 7
2. Challenges and Countermeasures in Progress (2)Securing Long-Term Business Sustainability (2/4) 3 Enhanced business structure (Structure under direct oversight of MHI CEO and strengthening 3 development base structures) MRJ Business Promotion Committee (Chairperson: Miyanaga CEO) Rapid decision-making and execution Decision to transition to the dedicated team structure below Immediately started review of technical specifications and schedule for TC acquisition MRJ Development Team (Komaki / Aichi) Future Advanced Technology Development Team (Oye / Aichi) Seamless information exchange Moses Lake Flight Test Center, USA Seattle Engineering Center, USA 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 8
2. Challenges and Countermeasures in Progress (2)Securing Long-Term Business Sustainability (3/4) 4 Reinforcing human resources (incorporating global leadership and experts) Trend in global leaders and experts (Including Seattle Engineering Center, Moses Lake Test Flight Center) 30% 20% Ratio of global staff (% on left) Expand involvement of global experts Japanese engineers (Customer Support Development) 10% Japanese engineers (Design Development) 0% 2008 年 2012 年 2014 年 2015 年 2016 年 2017 年 Project execution led by Mitsubishi Aircraft Promotion as MHI Group under the direct oversight of CEO 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 9
2. Challenges and Countermeasures in Progress (2)Securing Long-Term Business Sustainability (4/4) 5 Key Goals of new MRJ Development Organization Raise the quality and timeliness of decision making Leadership and delegation of authority Maximize cooperation and team work Sharing information / knowledge Improve communications flow Maximize workplace efficiency Maintain state-of-the-art IT environment Sustainable improvement of business processes World-class commercial aircraft development through integrated work between global and Japanese experts 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 10
2. Challenges and Countermeasures in Progress (3)Strengthening the Financial Base 2008 Forecast of impact on cash flow and profit * Present (Jan 2017) Previous forecast Impact on market introduction delay Cash already introduced Development costs Fixed assets Working capital Future cash investment Recognized expenses Future expenses Various profit recovery efforts Accumulated post tax profit forecast Improvement by higher efficiency * Changes in the timing of deliveries etc. are expected to cause Accumulated cash flow forecast fluctuations in cash flow and profit forecasts. * Cash Flow Impact * Profit Impact Cash flow toward completion of development will peak out within 2-3 years. Future cash demand can be managed using free cash flow generated by the entire MHI group Although the payback period will be prolonged, the impact on profit for each fiscal year will be minimal Cover the prolonged payback by efforts to improve efficiency in development and profit recovery by the entire MHI group 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 11
3. Towards the Future of the MRJ Project (1)Expertise Acquired in the MRJ Development Process (1/3) General Importance and methods of proactive risk management and information gathering prior to development Usage of global expertise to fast track large-scale and complex product development Importance of strong project management Expertise in human resource deployment and risk management acquired through construction of MRJ and passenger ships will become a strength for the MHI Group 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 12
3. Towards the Future of the MRJ Project (1)Expertise Acquired in the MRJ Development Process (2/3) State-of-the-art, World-class Technology Composite Technology Knowledge on composite material strength and test methods Non destructive inspection technology, etc. Lightning Protection Technology Prediction and measurement technology of lightning current distribution by electromagnetic field analysis, etc. Large Structure Tests Aircraft strength tests Aircraft behavior prediction technology during emergency landing 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 13
3. Towards the Future of the MRJ Project (1)Expertise Acquired in the MRJ Development Process (3/3) Process Design Process Validation & Verification process Requirement management method during development of the design Establish foundations for international joint development infrastructure, etc. Logistics Establishing optimum logistics system for manufacture and assembly of commercial aircraft Establishing optimum logistics infrastructure for global customer support Customer Support Appropriate communication management with customers 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 14
3. Towards the Future of the MRJ Project (2)Long-Term Business Vision (1/2) Attractiveness of the Commercial Aircraft Business Long Term Market Expansion Trend Next 20 years: nearly double the number of aircraft, growing at an annual rate of 4% Long-Term development business model High entry barriers Technology, investment, payback period Great opportunity for technology evolution High value-added value chain A business domain well-suited to the MHI Group Synergy among technologies of Tier 1 business and defense projects High value-added value chain from product supply to various services Characteristics of each different regions 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 15
3. Towards the Future of the MRJ Project (2)Long-Term Business Vision (2/2) Future MRJ Vision To provide regional passenger aircraft and customer support with best-in-class reliability, efficiency, safety, comfort and high-performance Make maximum use of the technological capabilities and business capabilities that the MHI Group as a whole has cultivated and create new value in the commercial aircraft industry Contribute to technological progress in safety and the environment on a global scale 2017 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 16
MHI Tobishima Plant Moses Lake Flight Test Center, U.S.A. Moving Forward as One to Realize our Dream