Mitsubishi Corp Ord

Hello, everyone. I am Nakashin Ishii, President and CEO. Thank you very much for taking the time to attend Mitsubishi Corporation's Fiscal 25 Q2 earnings presentation. First, I will explain the highlights of our Fiscal 25 second quarter results and the main progress under Corporate Strategy 2027. Please refer to page 3 at the bottom right of the presentation materials. First, regarding our results, underlying operating cash flow for fiscal 25 Q2 was 446.3 billion yen, and consolidated net income was 355.8 billion. Both are progressing at around 50% toward our full-year forecast. While there are differences across segments, overall performance is largely in line with plan. Taking into account macroeconomic trends and the external environment, we are revising the forecast by each segment whilst we maintain our overall full-year forecast of 900 billion yen in underlying operating cash flow and 700 billion yen in consolidated net income set at the beginning of the fiscal year. Next, regarding progress under Corporate Strategy 2027, we have continued to advance initiatives under our value creation framework, enhance, reshape, and create, and have announced several new projects since the previous quarter. For example, in our copper business, As a reshape initiative, we reached a definitive agreement for a joint mine plan with the adjacent copper mines in Chile. Under CREATE, we agreed to acquire shares in a copper mining project in North America, with which we conducted a press release the other day. Through these initiatives, our equity copper production is expected to increase by 42,000 metric tons on average from around fiscal year 2030. In addition to these announced initiatives, under Enhance, we are steadily promoting efforts to strengthen the earning space across all 244 businesses. For example, LNG Canada is progressing smoothly, aiming to begin production at Train 2 in November following May this year. Other initiatives announced through the second quarter, as well as the main actions in progress of each business under Enhance, are detailed on pages 10 and 11. in the materials. We will continue to advance our value creation mechanism powered by our comprehensive strengths pursuing both enhancement and expansion of existing businesses and new investments. Under Corporate Strategy 2027, we aim to achieve an average underlying operating cash flow growth rate of over 10% and ROE of over 12% by fiscal year 2027. That concludes my remarks. Next, our CSO, Mr. Nauchi, will explain the financial overview. I'm Nochi, CFO of the company. I'll provide several additional comments on our financial results. Please turn to page 4. Underlying operating cash flow for the second quarter was 446.3 billion yen, down 81 billion year-on-year, and consolidated net income was 355.8 billion yen, down 262.3 billion year-on-year. The decline in underlying operating cash flow was mainly due to worsening market conditions in the Australian steelmaking coal business and the reclassification of Lawson as an equity method affiliate. Consolidated net income decreased year on year. reflecting the absence of the previous fiscal year's major capital recycling gains, such as the gain on sale of steelmaking coal mines in Australia and the revaluation gain associated with Lawson's reclassification to an equity method affiliate. Regarding the full year forecast, as President Nakanishi mentioned earlier, after reviewing each segment, We will maintain our full-year forecast of 900 billion yen in underlying operating cash flow and 700 billion in consolidated net income. Despite changes in the market and business environment, both indicators are progressing smoothly with about 50% achievement against the full-year forecast. Our share buyback program, announced on April 3, with an upper limit of 1 trillion yen, is also progressing steadily, with total purchases amounting to 578.2 billion yen as of the end of September. Please now turn to page 5. I will now explain progress in cash flow allocation and leverage as of the second quarter under Corporate Strategy 2027. Compared to our cash flow allocation plan, cash-ins consisted of 446.3 billion yen in underlying operating cash flow and 251.3 billion through divestitures. On the cash outside, in addition to payment for re-entry into the Malaysia LNG duo project in Q1, in Q2, we executed a tender offer for Mitsubishi Shokuhin as a reshape initiative and acquired a stake in GCash, a digital financial business in the Philippines, as a create initiative with total cash outflows reaching $593.6 billion, including the ongoing share buyback, With an upper limit of 1 trillion yen, total shareholder returns for fiscal 2025 are expected to reach 1.5 trillion yen. Fiscal 25Q2, our net DER, an indicator of financial soundness, stood at 0.39 times, well below our upper target of 0.6 times, indicating sufficient capacity for additional funding. Overall, progress in cash flow allocation remains on track. Leveraging our strong financial position, we will continue to allocate resources proactively to enhance, reshape, and create, advancing our value creation framework. Next, please refer to page 6 and beyond for segment details. First, I'll explain the segments with large year-on-year changes. regarding underlying operating cash flow on an year-over-year basis. In environmental energy at the top, although initial costs were incurred ahead of production start at LNG Canada, as dividends in the LNG Asia-Pacific business were recognized in the first half, profits increased. From top and mineral resources, profits declined mainly due to worsening market conditions and lower dividends from the iron ore business. Underneath, in urban development and infrastructure, the decline in profit was due to lower dividends from North American real estate development and reduced equity income from the commercial vessels-related business. Please turn to page 7 for consolidated net income. Compared with underlying operating cash flow, the decline in consolidated net income was greater, reflecting the absence of one-off gains recorded in fiscal 24, such as the coal mine sales in mineral resources and the loss in revaluation gain in the SLC segment. Next, please refer to page 8 for forecast by segment. Like explained earlier, we have maintained our full-year forecast of 900 billion yen in underlying operating cash flow, but made several segment-level revisions. First, at the very top, for environmental energy, we revised our forecast upward by 14 billion yen to 167 billion, reflecting the impact of upstream reorganization in the North American LNG business. For material solution, we revised our forecast downward by 12 billion yen to 79 billion due to sluggish steel products transactions and weaker marketing conditions in the basic chemicals business. At the very bottom, for power solution, we revised our forecast upward by 11 billion yen to 104 billion, driven by favorable forex impact in the European integrated energy business and stronger trading income in the U.S. power business. Finally, please turn to page 9 for the consolidated net income forecast. We have maintained our full-year consolidated net income forecast of 700 billion yen with segment-level revisions. In light of changes in the business environment, like underlying cash flow, operating cash flow, material solution, mineral resources, and mobility were revised downward, while urban development and infrastructure, SLC, and power solution were revised upward. The market assumptions used for these forecasts are detailed on page 46 of the materials. Please refer to it later. That concludes my presentation.