Business Briefing

on Shipbuilding & Ocean

Development
Hisashi Hara
Head of Shipbuilding & Ocean Development

June 11, 2012

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved.

Relationship Between Shipbuilding & Ocean Development
and Business Domains

Segment
Business Customers/ Shipbuilding & Machinery & General
Others (Air-
domain Markets Ocean
Power Steel Aerospace Machinery &
Conditioning/M
Systems Infrastructure Systems Special
Development achine Tool)
Systems Vehicles

• Power
companies • GTCC
• Gas • Large-scale • Environmental
Energy & companies thermal plants
Environment • Resource power plants • Chemical
companies • Nuclear plants
(oil, chemicals, power plants
steel)

• Core • Compressors
industries • Metals • Turbo- • Air-
Machinery, (steel, etc.) machinery chargers conditioning
• Stationary
Equipment • Automotive
engines
• Crane & • Forklift equipment
Systems industry material trucks • Machine
• Logistics, handling • Engines tools
etc. systems

• Airlines (air)
• Shipping
companies • Commercial • Transportation • Commercial
Transportation (sea) Ships system aircraft
• Railways
(land), etc.

• Ministry of • Destroyers & • Defense

Defense & Defense submarines aircraft
• Special
(land, sea, for the • Missiles
Aerospace air) Ministry of • Space
vehicles
• JAXA Defense Systems

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 2

Contents

1. Review of FY2011
(Review of 2010 Mid Term Business Plan)
2. Shipbuilding & Ocean Development
Business Environment
3. Business Policy for Achieving the 2012
Mid Term Business Plan
4. Domestic Shipbuilding
5. Engineering
6. Overseas Shipbuilding
7. Summary (Vision)

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 3

1. Review of FY2011 (Review of 2010 Mid Term Business Plan) (1)

(Billion yen)

Orders received Net sales Operating profit

Up 88.8 billion yen Up 9.2 billion yen Down 9.5 billion yen
year on year year on year year on year
- Ships ordered: 12 ships - Ship deliveries: 25 ships Profits were reduced by
(-5 year on year) (+2 year on year) the stronger yen and
As a result of targeting orders (Breakdown of deliveries)
other factors, resulting
for high value-added vessels, Car carrier 7 ships
in an operating loss.
received orders for 12 ships,
including 2 cruise ships and 4 Container carrier 3 ships
new LNG carriers RO-RO 3 ships
(Breakdown of ships ordered) VLCC 3 ships
First half: 2 ships LPG carrier 2 ships
Second half: 10 ships Surveying vessel 1 ship
Escort ship 1 ship
Patrol vessel 5 ships

+88.8 +9.2

-9.5
1.8
262.0 302.4 311.6
-7.7
173.2

2010 2011
2010 2011 2010 2011

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 4

1. Review of FY2011 (Review of 2010 Mid Term Business Plan) (2)

Steady progress in strategies for receiving orders (portfolio changes),

development of a production system, increase in our technological edge, and increase in
cost competitiveness that conform to the changes taking place in the business environment

2010 2011S 2012 2013 2014

te
2010 Plan ad
y Goal
Reform process pr Growth process
o gr 2012 Plan
es
[Portfolio changes] s
[Before] [After] Portfolio changes (See the chart at left)

the 2010 plan and their progress

Shifting the axis of the core businesses
Large projects and Large projects and Steady progress with orders received for cruise ships,
new fields ocean development (Seismic vessels), and
new fields
next-generation LNG carriers

Main initiatives under

LNG carriers Cruise ships Development of production system
LPG carriers Withdrawal from commercial shipbuilding
Ocean development
at Kobe Shipyard – June 2012
LNG carriers Concentrate commercial shipbuilding at Nagasaki
Regular commercial LPG carriers Shipyard and Shimonoseki Shipyard
ships (ocean ships) Increase of technological edge
Regular commercial ships Operation with environmental and energy saving
(ocean ships) technologies at the core
Business expanding through development
Yen-denominated Yen- denominated of MALS (Mitsubishi Air Lubrication System)
domestic ships domestic ships
Increase of cost competitiveness
Reduction of material costs with the VPAC[*]
Government ships and Government ships and procurement strategy and reduction of construction
destroyers & submarines destroyers & submarines cost through productivity improvement
for the Ministry of Defense of the Ministry of Defense
[*] VPAC： Value Engineering/Package Deal/Asian
Repair and remodeling Repair and remodeling Production/Competition in Price

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 5

2. Shipbuilding & Ocean Development Business Environment (1)

1) Market environment (Order backlog for newbuildings and forecast for newbuilding demand)

There remains the supply-demand gap attributed to the Lehman Brothers failure of 2008.
- A large volume of orders beyond actual demand had been placed due to strong increase in seaborne cargo before the Lehman’s fall.
- Medium-term demand is expected to be 52 million GT (base case).
- With enlarging newbuilding capacity in South Korea and China before the Lehman’s fall, supply capacity at 125 million GT is assumed.
- With regard to the supply-demand gap, the supply capacity has continued to be in excess of demand by slightly more than 2 times.

【Million ＧＴ】
Supply capacity:
Ships on order 125 million GT
120
Legends Construction completions (on completion basis) Forecast for demand
(～2012.4.30) (2012.5.01～ (2010～2020)
2014.12.31)
The backlog is declining,aiming at
100 a recovery in the supply and
demand balance.
Gap between supply
　　 【Forecast】
and demand
80 Ships on order incorporating (Excess of 1/2 to 2/3)
orders placed after May

60

Bulk：16.8
Demand (base case)
40 approx. 52 million GT
Tanker：7.8

20 Container：14.7

Others
Dry Cargo
LPGC PCC
LNGC
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2012 2013 2014 2015 2016 2017 2018 2019 2020

Source: Order backlog for newbuildings, World Shipyard Monitor (Apr. 2012)
CLARKSON RESEARCH SERVICES LTD.

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 6

2. Shipbuilding & Ocean Development Business Environment (2)

2) Trends in ship prices, exchange rates, and steel material prices

Probability of continuous severe business environment

◆ Stagnation of ship prices ◆ Steel material prices
 Future demand for new ships  Trends in steel, raw material prices (Q1 of FY2012)
- The global economy is uncertain due to the financial - Iron ore price: Down 20% year on year (average),
uncertainty in Europe. No quick rebound in demand for new Coking coal price : Down 28% year on year (average)
ships is likely.  Declining demand for steel materials
 Stagnation of ship prices - Demand for steel material for shipbuilding is expected to remain low
- Ship prices have hit bottom and begun to pick up, but the rise for some time.
has been weak. Currently, prices are in a gradual decline.  Expansion of steel material supply capacity
- Thick plate production facilities at major South Korean mills are to
 Bright outlook?
- Demand for energy saving, eco ships is rising with high bunker
be expanded. The supply-demand balance will loosen in Japan.
costs and introduction of CO2 emissions index (EEDI)
 It works favorably for yards with technical skills. ◆ Exchange rates
- Strong yen against other currencies has become the ordinary.
[Bunker: fuel oil for marine use]
ドル(M$)
(M$) Ship price
180 Peak Bottom？
trend(M$) 16 Excange rates
160 Remains stagnant in 14 WON/\
140 6200TEU VLCC the bottom price zone 12
10 WON/\
120 Container 10
8
100
60
6 Lehman's fall
80 78 LPGC 80 \/$ \/$
60
100 \/$
100
RO/RO
40 Capesize B/C 120 Strong yen against
20 140 other currencies
160
0
2000年1月

2001年1月

2002年1月

2003年1月

2004年1月

2005年1月

2006年1月

2007年1月

2008年1月

2009年1月

2010年1月

2011年1月

2012年1月

2013年1月
Jan. 2000

Jan. 2001

Jan. 2002

Jan. 2003

Jan. 2004

Jan. 2005

Jan. 2006

Jan. 2007

Jan. 2008

Jan. 2009

Jan. 2010

Jan. 2011

Jan. 2012

Jan. 2013
2000年1月

2001年1月

2002年1月

2003年1月

2004年1月

2005年1月

2006年1月

2007年1月

2008年1月

2009年1月

2010年1月

2011年1月

2012年1月

2013年1月
4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1
FY2007 FY2008 FY2009 FY2010 FY2011

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 7

2. Shipbuilding & Ocean Development Business Environment (3)

3) Summary

 The supply and demand gap remains due to the enlarged newbuilding capacity
in South Korea and China. Moreover, the state of excess of space has
continued due to building of excessive number of ships in anticipation of
demand.

 Shipyards in Japan have become less competitive given the increased

competitiveness of Korean shipyards due to weaker won, growth of Chinese
shipyards, and the appreciation of the yen against other currencies.
Seaborne cargo has been on an upward trend, but not enough to eliminate the
excess of space, resulting in stagnant freight rates. Consequently, shipping
companies generally remain careful.

 Due to these circumstances, ship prices have been declining gradually. Now
they are approx. 30% lower compared with the period before Lehman’s fall.

 On the other hand, there are also expectations for demand for newbuildings
due in part to the increase in demand for newbuildings of LNG carriers
reflecting demand for alternative energies, activation of oil and gas resources
development reflecting soaring crude oil prices, and the revival of alternative
demand for domestic vessels that had stopped newbuildings due to the
impact of the earthquake.

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 8

3. Business Policy for Achieving
the 2012 Mid-Term Business Plan (1)

(Billion yen)
Orders received Net sales Operating profit

Aim to receive 270 billion yen in orders and achieve net Aim to achieve operating
sales of more than 250 billion yen under the 2012 Plan profit exceeding 8 billion yen
(FY2014), by securing orders for products based on under the 2012 Plan through
advanced technologies and high added value, including expansion of the engineering
cruise ships, LNG carriers, destroyers & submarines for the business, in addition to
Ministry of Defense, and government ships, and by profitability improvement
expanding the engineering business. through the production
system and saving purchasing
costs.

+20.0 +10.0

311.6 +50
262.0 270.0 250.0
250.0 240.0
8.0
3.0

-7.7
2011 2012 2014 2011(*) 2012 2014

(*) Net sales increased in this year due

in part to the change of accounting 2011 2012 2014
standard.

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 9

3. Business Policy for Achieving
the 2012 Mid-Term Business Plan (2)

Basic
Basic strategies
strategies

Change
Change the
the business
business model
model by
by making
making use
use of
of advanced
technical technologies
skills and the and
Change the
thestrength
strengthofbusiness
ofthe model
thebrand. by
brand.Build making
Establish use of technical
the business skills
foundations and the
and execute
strength of the brand. Build the
the foundations
foundations and
and execute
execute internal
internal reforms
reforms
internal
to reforms to compete effectively and achieve new development.
to compete
compete effectively
effectively and
and achieve
achieve new
new development.
development.

Reinforce
Reinforce domestic
domestic shipbuilding.
shipbuilding.
(1)
(1)Establish
Establish cruise
cruise shipbuilding
shipbuilding as
as aa core
core business
business byby successfully
successfully
completing the new cruise ships No.1 and
completing the new cruise ships No.1 and No. 2. No. 2.
(2)
(2)Differentiate
Differentiate ourselves
ourselves with
with products
products based
based onon advanced
advanced
technologies
technologies and high added value, such as the new LNG
and high added value, such as the new LNG carrier
carrier and
and
marine
marine resource
resource research
research vessels.
vessels.
(3)
(3)Strengthen
Strengthen leading
leading defense
defense ship
ship technology.
technology.
(4)
(4)Ensure
Ensure competitiveness
competitiveness by by saving
saving factory
factory costs
costs by
by accelerating
accelerating
construction
construction of of aa sustainable
sustainable system.
system.
Towards
Towards thethe future,
future, accelerate
accelerate efforts
efforts to
to go
go beyond
beyond organic
organic growth.
growth.
(5)
(5)Expand
Expand engineering
engineering business
business based
based on on high
high performance
performance hull
hull forms
forms
and high energy saving technologies.
and high energy saving technologies.
(6)
(6)Develop
Develop overseas
overseas business
business including
including possibility
possibility of
of establishing
establishing
Joint
Joint Venture.
Venture.

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 10

3. Business Policy for Achieving
the 2012 Mid-Term Business Plan (3)

Basic
Basic strategies
strategies
Build engineering and overseas shipbuilding businesses in addition to
domestic shipbuilding that is differentiated with products based on
advanced technologies and high added value.
Domestic
Domestic shipbuilding
shipbuilding
(core Engineering
Engineering
(core business)
business)
• Differentiate ourselves with products
based on advanced technologies and • Expand engineering business based on
high added value (cruise ships, new LNG superior hull forms and energy saving
carriers, ocean surveying vessels, technologies.
research vessels, etc.)
次世代型ＬＮＧ船

Nickname:
“Sayaendo”
Sayaendo”
(string bean) Overseas
Overseas shipbuilding
shipbuilding

連続カバー型 • Develop overseas business

（透視図） - Signed technical collaboration
agreement for supporting
Kattupalli Shipyard of L&T
• Strengthen leading defense ship Shipbuilding
technology.  With possibility of
establishing a joint venture

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 11

4. Domestic Shipbuilding (1)

Establish
Establish cruise
cruise shipbuilding
shipbuilding as
as aa core
core business
business by
by successfully
successfully completing
completing
the new cruise ships No.1 and No. 2.
the new cruise ships No.1 and No. 2.
Top
Top priorities
priorities for
for the
the newbuildings
newbuildings
(1) Total optimization on the initiative of Cruise Ship Project Dept.
- Pursuit of total optimization of quality, cost, and delivery
(2) Further optimization of design by thorough application of 3D design.
- Intensive advance verification of integration between design and construction by 3D models.
- Sophisticated logistics management by the upgraded shipbuilding BOM [*]
(3) Innovate construction method and optimized construction regime
- Wider utilization of “Unit Cabin” construction method, steel plate printing system and the 3D viewer.
- Purpose-driven investment for cruise shipbuilding facilities and establishment of construction regime utilizing
external resources such as general constructors.
Actions
Actions for for establishing
establishing
cruise
cruise shipbuilding
shipbuilding as as aa core
core business
business
(1) Innovative cruise ship business model
(For Intellectual-Property-oriended model)
- Development of an integrated on-board energy management system(EMS)
- Providing highly efficient, energy-saving equipment (Exert the
strength of a comprehensive manufacturer.)
(2) Fundamental development for continuous Diamond Princess built by MHI
construction of cruise ships
- Shorter work periods through continuous development of laser welding technology and wider application of MD[*]
- Building up the global supply chain including Asian suppliers.
[*] BOM: Bill Of Material
MD: Modular Design

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 12

4. Domestic Shipbuilding (2)

Differentiate
Differentiate ourselves
ourselves with
with products
products based
based on
on advanced
advanced technologies
technologies and
and high
high
added value, such as new LNG carrier and marine resource research vessels.
added value, such as new LNG carrier and marine resource research vessels.

“Sayaendo”
“Sayaendo” next-generation
next-generation MOSS
MOSS LNG
LNG carrier
carrier (155km
(155km33 type)
type)
Design concept Improved economic efficiency, navigation performance, and
environmentally friendly performance
High- Weight reduction by Improved Wind force Reduced depth, so
efficiency continuous cover maintainability reduction that the hull fits a
propulsion wider array of
system terminals

High-
performance
hull form
Inside
Inside the
the Spherical
continuous
continuous cover
cover tank Conventional ２５% reduction in CO2
UST
Hull form Wind force

(*)
UST plant 100
85 78 75
(*) UST, high-efficiency marine propulsion
 Total fuel efficiency improved by 15%
Ultra Steam Turbine Plant (Reheat turbine plant)

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 13

4. Domestic Shipbuilding (3)

Strengthen
Strengthen leading
leading defense
defense ship
ship technology
technology
Stealth
Stealth
technologies Combat
Combat system
system integration
integration Damage
Damage control
control
technologies
Low radar reflection Integrate state of the art combat system to verify Design for flood control
search, detect, track and engagement function & fire fighting

Low noise / vibration

search track
detect
engage

Survivability under
contaminated
Infrared
Low infrared emission search emission environment

radar
reflection
damage
noise
Design & engineering for
High
High density
density underwater underwater explosion
outfitting
outfitting explosion

Full application of 3D CAD noise

system to achieve high
density
outfitting Underwater
Underwater technology
technology

high-strength
steel welding
Submarines UUV AUV

UUV：Unmanned Underwater Vehicle

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 14
AUV：Autonomous Underwater Vehicle
5. Engineering (1)

Expand
Expand engineering
engineering business
business based
based on
on superior
superior hull
hull forms
forms
and
and energy
energy saving
saving technologies.
technologies.
Increasingly fierce competition for
External orders, reflecting the excess of ships Soaring fuel price Introduction of EEDI(*)
environment and the supply and demand gap

Requirements Increase in demand for

Further efforts for cutting cost
high performance ship
Advantages
- MHI’s technologies for developing
high-performance products
Flexible construction scheme - Experienced engineers
- Brand power backed by a track
record
MHI solutions
 1) Shipbuilding engineering
- Providing superior hull forms and advanced analytical designs.
Supporting other shipyards in the design area.
- Dispatching personnel to offer technical guidance to improve
construction efficiency

 2) Marine solution provider

Providing as packages energy saving, environmental products we have
developed

(*) EEDI (Energy Efficiency Design Index) is regulating CO2 emissions from international seaborne shipping based on specified lower
limits of transport energy efficiency of ships. They were adopted at IMO last year and regulations will start from 2013.

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 15

5. Engineering (2)

MHI solution:
solution: 1)
1) Shipbuilding
Shipbuilding engineering
engineering
 Providing a wide range of solutions, from initial response to
after-sales services, depending on the needs and capability of
each customer
Flow of newbuilding
Support for
Initial planning and contract documents construction, process
management,
Provision of drawings construction S/V Repair
and remodeling
Package deal
Domestic
Domestic Overseas
Overseas
Collaboration
Collaboration with
with Collaboration
Collaboration with
with Collaboration
Collaboration with
with Sinopacific
Sinopacific
Oshima
Oshima Shipbuilding
Shipbuilding Co.,
Co., Ltd.
Ltd. Imabari
Imabari Shipbuilding
Shipbuilding Co.,
Co., Ltd.
Ltd. Shipbuilding
Shipbuilding Group Co.,
Group Co., Ltd.
Ltd. of
of China
China
Provision of - Concluded a Provision of
concept design comprehensive technical concept design of
of high-
high- collaboration agreement high-
high-performance
performance on container ships bulk carriers
bulk carriers - Joint development of car Under negotiations
and Mitsubishi carriers with multiple
Air Lubrication shipyards are
System(MALS)
System(MALS) underway with
respect to
container ships and
other types of ships.
Yangzhou Dayang Shipbuilding,
a Sinopacific Shipbuilding Group company

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 16

5. Engineering (3)

MHI solution:
solution: 2) Marine solution provider
 Providing as packages the energy saving, environmental products we have
developed
 Mitsubishi Air Lubrication System (MALS*):
Significantly improves the performance of newly built ships and ships in service (adopted
for cruise ships and bulk carriers) [MHI’
MHI’s unique technology]
 Engineering for installing the ballast water treatment system on ships in service:
Provided to shipping companies [Industry leader in the number of installation works
experienced]
 Gas fuel supply system (MHI-GEMS*):
A key technology for ships which use LNG as fuel (received an order
order for a test bench for
Mitsui Engineering & Shipbuilding Co.,
Co., Ltd.) [MHI’
MHI’s unique technology]
 Scrubber for removing SOx:
A device for cleaning emission gas to comply with tighter emissions
emissions controls [MHI’
MHI’s
unique technology]
 LNG re-liquefaction plant and open rack vaporizer for re-gassification:
Key devices for building an LNG supply chain [MHI’
MHI’s unique technology]

(*)MHI-GEMS: Device module and

(*)MALS: Mitsubishi Air system for gas injection engine LNG re-liquefaction plant
Lubrication System (test equipment)

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 17

6. Overseas Shipbuilding

Develop
Develop overseas
overseas business
business including
including possibility
possibility
of
of establishing Joint
establishing Joint Venture.
Venture.
Entering into market by tieing up with
local leading companies.
Working with possibility of
establishing a joint venture.
Collaboration work [Signing ceremony with LTSB]

with L&T Group in India, etc.

Providing various support by granting
license, consulting and training for the
construction of commercial ships to LTSB(*)
(Renewable 3 years contract) [Kattupalli Shipyard of LTSB]

[Support details]
(Consulting on shipbuilding Hazira
technology)
- End of May:
Consultant deployment
(Accommodating trainees)
- Middle of May: Chennai
Receiving trainees
[Guidance given at LTSB]
(*) L&T Shipbuilding Limited (LTSB)

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 18

7. Summary (Vision)

Expand
Expand the
the business
business scale
scale with
with engineering
engineering
and
and overseas shipbuilding business.
overseas shipbuilding business.
Net sales:
Approx. 350 billion yen

L&T of India, etc.

Overseas
[Collaborative Shipbuilding
construction, etc.]
Net sales: Net sales:
Approx. 250 billion yen Approx. 250 billion yen
Engineering,
LNGC/LPGC Engineering,
etc.
Ocean development (domestic)
Toward etc. Engineering
profit-oriented (domestic)
engineering
Cruise ships
Cruise ships
Regular commercial
ships (ocean ships)
LNGC/LPGC
LNGC/LPGC
Ocean development Domestic
Ocean development
Shipbuilding
Domestic ships Domestic ships Domestic ships
and government ships and government ships and government ships

Defense ships Defense ships Defense ships

(including repair) (including repair) (including repair)

Repair Repair Repair

(commercial Ships) (commercial Ships) (commercial Ships)

2014 Plan
Before 2012 Plan
and Onward
© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 19
Forecasts regarding future performance in these materials are based on judgment made in accordance with information
available at the time this presentation was prepared. As such, those projections involve risks and insecurity. For this reason,
investors are recommended not to depend solely on these projections for making investment decision. It is possible that
actual results may change significantly from these projections for a number of factors. Such factors include, but are not
limited to, economic trends affecting the Company’s operating environment, currency movement of the yen value to the
U.S. dollar and other foreign currencies, and trends of stock markets in Japan. Also, the results projected here should not be
construed in any way as being guaranteed by the company.

© 2012 MITSUBISHI HEAVY INDUSTRIES, LTD. All Rights Reserved. 20