K K LINE Vision 100 LINE Vision 100 Revisions to the - - PowerPoint PPT Presentation

k k line vision 100 line vision 100
SMART_READER_LITE
LIVE PREVIEW

K K LINE Vision 100 LINE Vision 100 Revisions to the - - PowerPoint PPT Presentation

K K LINE Vision 100 LINE Vision 100 Revisions to the Medium-Term Management Plan New Challenges April 28, 2011 Kawasaki Kisen Kaisha, Ltd. Contents Background to the revisions and new measures pp. 3 - 6 Review


slide-1
SLIDE 1

April 28, 2011 Kawasaki Kisen Kaisha, Ltd.

“ “K K” ” LINE Vision 100 LINE Vision 100

Revisions to the Medium-Term Management Plan

“New Challenges”

slide-2
SLIDE 2

2

Contents

・ Background to the revisions and new measures

  • pp. 3 - 6

・ Review of business strategies by segment Containership business

  • pp. 7 - 8

Dry bulk business

  • pp. 9 - 10

Car carrier business

  • pp. 11 - 12

Energy transportation business

  • pp. 13 - 14

Heavy lifter and Offshore support vessel businesses

  • p. 15

Freight forwarding/Harbor transportation business

  • p. 16

・ Changes in fleet size and investment

  • p. 17

・ Changes in income and major financial indicators

  • p. 18

・ Quantitative targets (the newly revised medium-term management plan)

  • p. 19
slide-3
SLIDE 3

3

Background Behind Revisions to “K” Line Vision 100 Medium- Term Management Plan Revision Background and New Measures (1)

April 2011 “K” LINE Vision 100 - New Challenges

Financial results in FY 2010 exceeded initial plans. However, there may be effects from the recent earthquake and there are still many uncertain elements. In response to changes in market structures including energy supply and demand and the emergence of developing countries, a new medium-term management plan based on the “K” LINE Vision 100 was adopted to expand stable earning and achieve sustainable growth.

January 2008 “K” LINE Vision 100 KV2010

This plan was established as an emergency measure in response to the financial recession led by the collapse of Lehman Brothers in September 2008, and the vastly different business environment it produced.

April 2008 “K” LINE Vision 100

This medium-term management plan was established against a backdrop of growing marine transport demand resulting from global economic growth, focusing on the mid-2010s, while also extending its outlook to encompass the company’s 100th Anniversary in 2019. The theme of the plan was “synergy for all and sustainable growth.”

slide-4
SLIDE 4

4

Background to the Revisions and New Measures (2)

Activities to promote environmental protection Established safe ship operation and management structure

Borderless management through the best and strongest

  • rganization

Proper allocation of strategic investment and management resources Improvement of corporate value and complete risk management

“K”LINE Vision 100

Return to profitability in FY2010 and early resumption of dividends Expansion of stable earnings base and sustainable growth Improvement and strengthening

  • f financial makeup

“K”LINE Vision 100 KV 2010

Return to profitability in FY2010 and early resumption of dividend payments–Both targets achieved Ordinary income moves back into the black : FY2010 Plan - ¥11.0 billion Results - ¥47.4 billion Early resumption of dividends : FY2010 results – 9.5-yen annual dividend

slide-5
SLIDE 5

5

Background to the Revisions and New Measures (3)

Expansion of a stable earnings base and sustainable growth

Recovery in the business environment has been inconsistent and the Great East Japan Earthquake has had an effect.

Containership business : Business environment is uncertain in FY2011. Preparations will be made to accommodate increase in demand starting in FY2012. Dry bulk business : Fleet expansion will continue in order to respond to global economic recovery beginning in FY2011. Car carrier business : The business to be reconstructed to respond to structural changes in the transport of completely built-up cars. Energy transportation business : Appropriate measures taken to respond to changes in global energy demand (increased demand for LNG and accelerated energy development). Heavy lifter and Offshore support vessel businesses : Appropriate measures taken to respond to growing business areas including energy development. Total logistics business : Appropriate measures taken to respond to steady recovery of infrastructure upgrades, air freight and other transport demands.

slide-6
SLIDE 6

6

Background to the Revisions and New Measures (4)

Strategic investment in response to changes in market structures and increase in demand

Investment in creation of a flexible fleet and in new businesses Ongoing measures for improvement and strengthening of financial makeup

Cash Flows from Investments

FY2010 Plan: ¥85.0 billion Results: ¥78.3 billion FY2011 Plan: ¥95.0 billion

(1) Structural improvements: ¥23.0 billion * Purchase of second-hand vessels and Conversion to FOC

(Flag of Convenience) vessels

(2) New business development: ¥37.0 billion *Offshore support vessels, Heavy lifters, Chemical tankers, etc.

FY2012 Plan: ¥80.0 billion FY2013 Plan: ¥65.0 billion Three-year total for 2011 – 2013: ¥240 billion

slide-7
SLIDE 7

7

Review of Business Strategies by Segment: Containership Business

Business Environment

  • Cargo movements improved substantially in 2010.
  • Business will experience moderate growth in

2011 and thereafter.

  • There were concerns about overreaction in the

market in response to increased construction of large-size newbuildings in early 2011, but the issue will be resolved with construction set to peak in the summer.

  • Supply and demand will balance out in 2012 and

thereafter. Cargo Movements/Shipping Capacity Forecast 2010 2011 2012-15

North America

17% 5% 6%

Europe

17% 5% 6%

North-South

20% 10% 10%

Inter-Asia

10% 7% 8%

Others

10% 7% 8%

Total cargo movement demand

14% 7% 8%

* 1% has been added to demand for cargo movement demand each year to take into account the increase in berthing days in conjunction with the use of larger vessels.

Worldwide Forecast for Containership Shipping Capacity Supply and Demand

5 10 15 20 2007 2008 2009 2010 2011 2012 2013 2014 2015 ( mil Teu ) 75% 80% 85% 90% 95% 100%

Forecast Demand Forecast Supply Supply-Demand Ratio

Sources: Materials from Drewry, Alphaliner, and other sources and “K” Line forecasts.

slide-8
SLIDE 8

8

Review of Business Strategies by Segment: Containership Business

Business Strategy

  • Continue additional efforts to restore freight charges
  • Expand the fleet through the purchase of cost-competitive second-hand vessels, raise utilization

rates for short-term disposable and returnable vessels, and respond to risks for supply and demand fluctuation

(Short-term disposable vessels: Short-term charter vessels and FOC vessels that can be disposed of within one year.)

  • Develop business with an emphasis on the Intra-Asia and North-South routes
  • Make additional efforts to rationalize ship operations and reduce costs
  • Consider fleet upgrade plans including newly built large-size containerships that will serve as the

foundation for future business <船隊ポートフォリオ改善>

100,000 200,000 300,000 400,000 500,000 2 1 2 1 1 年 2 1 2 年 2 1 3 年 2 1 年 代 央 (TEU) 0% 10% 20% 30% 40% 船隊総Capacity (TEU) 短期処分可能比率(%)

Fleet Portfolio Upgrades

2 1 2 1 1 2 1 2 2 1 3 M i d

  • 2

1 s

Total Fleet Capacity (TEU)

Short-term disposability rate (%)

slide-9
SLIDE 9

9

100 200 300 400 500 600 700 800 900 2007 08 09 10 11 12 13 14 15 MIL TONS

Chinese Iron Ore Imports Chinese & Indian Coal Imports

Review of Business Strategies by Segment: Dry Bulk Business

Business Environment

  • Energy resources transportation is increasing in

conjunction with continued economic growth in China, India and other emerging countries, having total population of 3.0 billion.

  • Energy and grain supply sources are becoming

increasingly remote, resulting in higher ton-miles.

  • Large increase in newbuildings.

Shipping Capacity Supply and Demand

  • Large supply of newbuildings in 2011 will expand gap

between supply and demand to highest level ever (with shipping capacity exceeding demand).

  • Cancellation of newbuildings and increased scrapping

(particularly Cape vessels) starting in 2012 will steadily reduce the gap.

Sources: Clarkson; data for 2011 to 2015 are “K” Line forecasts.

Dry Bulk Shipping Capacity DWT and Cargo Movement Volume Forecasts

2,500 2,750 3,000 3,250 3,500 3,750 4,000 2007 08 09 10 11 12 13 14 15 ML TONS (Cargo movements volume) 200 300 400 500 600 700 ML DWT (Annual shipping capacity) Cargo movements volume Shipping capacity DWT

50 100 150 200 250 2007 08 09 10 11 12 13 14 15 MIL TONS India China

The Supply-Demand Gap will start to shrink in 2012

slide-10
SLIDE 10

10

Business Strategy

  • Create a 300-vessel fleet

(1) Upgrade fleet with focus on small and medium bulkers →Gap between supply and demand is limited, and it will be possible to quickly take advantage of market recovery benefits. (2) Develop business that takes advantage of a fleet featuring of high-quality special-purpose vessels including coal and iron ore carriers.

  • Expand stable sources of earnings

Increase medium- and long-term contracts for steel raw materials and thermal coal (1) Approximately 80% of Cape fleet is secured through medium- and long-term contracts. (2) Respond to increased transport demand for thermal coal with highly-rated special-purpose Corona series developed by “K” Line. (3) Acquire long-term contracts for coal to India where volume is expected to increase to 16 million tons per year, 10% share of the market, starting in 2012.

  • Accelerate expansion of global business

(1) Reinforce measures in rapidly growing Indian market. (2) Develop original business through bases in Europe and Asia.

Review of Business Strategies by Segment: Dry Bulk Business

50 100 150 200 250 300 350 2010 2011 2012 2013 2014 2015 Vessels

Chip/Pulp Small Handy Handymax Panamax Over-Panamax Cape

50 100 150 200 250 300 350

2010 2011 2012 2013 2014 2015 Vessels

Chip/Pulp Small Handy Handymax Panamax Over-Panamax Cape

Plan for Dry Bulk Fleet Upgrades

slide-11
SLIDE 11

11

5,500 6,000 6,500 7,000 7,500 8,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 Year

Global Sales (unit: 10,000 cars)

1,000 1,200 1,400 1,600 1,800 2,000

Marine Cargo Movements (unit: 10,000 cars)

Global Sales (unit: 10,000 cars) Deep-sea Marine Cargo Movements(unit: 10,000 cars)

Global Vehicle Sales and Cargo Movements Shipping Capacity Supply and Demand

・2011年約70隻、2012年約20隻が竣工 ・2013年以降の新規発注無し ・30歳以上の船腹は全て解撤 <前提条件>

Business Environment

  • Cargo movement is increasing in conjunction

with steady growth of the global sales market.

  • Manufacturers are diversifying production sites

as emerging country markets expand.

> Intra-Asia and routes to and from Asia > Routes to Russia > Routes originating from China and India > Routes between Brazil and neighboring countries

  • AA. Existing business model centered on exports from

Japan is changing

  • BB. Downward effect of the earthquake on export

volume from Japan is expected in the 1st half of FY2011

  • CC. Increasing cargo movement of construction and

agricultural equipment

Shipping Capacity Supply and Demand

  • Amidst the lack of transparency concerning cargo

movement following the collapse of Lehman Brothers, shipping companies have adopted a wait-and-see attitude concerning new orders.

  • It is expected that shipping capacity supply and demand

will tighten in the mid-2010s.

Review of Business Strategies by Segment: Car Carrier Business

1,000 1,100 1,200 1,300 1,400 1,500 1,600 1,700 1,800

2007 2008 2009 2010 2011 2012 2013 2014 2015

FY

Vehicles (unit: 10,000 cars)

  • 150
  • 100
  • 50

50 100 150

60 type

Excess/shortage

Shortage in ship numbers (6000 type) Deep-sea marine cargo movements (10,000 cars) Capacity supply (10,000 cars) ・ Approximately 70 vessels will be completed in 2011 and approximately 20 in 2012. ・ There are no new orders for delivery in 2013 and later. ・ All vessels 30 years old or older will be retired. Premises

slide-12
SLIDE 12

12

Car Carrier Business

Business Strategy Business Strategy

S TA TI S TI C S

Measures in Areas Where Future Growth Is Expected

Expand services to, within, and from the Mercosur region Expand Intra-Asia services Reinforce services to Russia

Increase Loading of Construction Equipment, Heavy Vehicles, Non-Self- Propelled Freight, etc.

Upgrade the fleet through measures including research on new vessel types in response to the diversification of demand with the aim of creating a transport capacity in excess of 3.5 million units by the mid-2010s Upgrade the fleet through measures including research on new vessel types in response to the diversification of demand with the aim of creating a transport capacity in excess of 3.5 million units by the mid-2010s

Asia region service map after modifications

Reinforce Measures to Create Income Opportunities as Marine Transport Demand Diversifies Reinforce Measures to Create Income Opportunities as Marine Transport Demand Diversifies

KESS services to European waters

Increase the number of loaded cars from China, Thailand and India “K” Line Cargo Movements

Reinforce Trunk Lines For Japanese Freight and Emerging Market Freight

Expand Services in Emerging Market Regions

(Using the “K” Line-operated terminal in Singapore)

400,000 600,000 800,000 1,000,000 30,000 60,000 90,000 120,000 150,000 180,000 2007 2008 2009 2010 2011 (forecast) Year

Volume handled China dep. India dep. Thailand dep. ???

"K" Line Volume Handled (from China, India & Thailand) T/S volume at

Singapore Terminal

slide-13
SLIDE 13

13

World Primary Energy Consumption

Business Environment

  • Demand for primary energy is expected to maintain steady growth.
  • Production from existing sources (land based) will decline while a shift to the

development of new sources (from marine to deep sea) has already begun.

  • Greater attention is being focused on natural gas, which has low environmental impact.

Review of Business Strategies by Segment: Energy Transportation Business

LNG Crude Oil from Additional EOR Undiscovered Oil Field Unconventional Crude Oil Undeveloped Oil Field Existing Oil Field

New Development Global oil supply(by source)

Source:IEA *IEO: International Energy Outlook 2010

slide-14
SLIDE 14

14

14

Business Strategy Energy Development

In addition to drilling business using drillships and FLNG (floating LNG producers), enter offshore support vessel business and heavy lifter business and create synergy effects in upstream energy chain to raise profitability.

LNG Transport Use existing vessels to respond to increasing short-term transport demands and use newbuildings to respond to medium- to long- term demands. Crude Oil Carriers Secure stable earnings with focus on long- term contracts. Enter chemical tanker business as a new business.

Drillship

  • Drillship operations for Petrobas of Brazil are scheduled to start in early 2012.
  • Successor projects are currently being considered and discussions are underway.

FLNG (Floating LNG Producer) Create new LNG production means through business with FLEX Demand for LNG as it gains attention as a clean energy source

Review of Business Strategies by Segment: Energy Transportation Business

Growing Demand for LNG

Asia China/India Middle East Europe North/Central America South America 50 100 150 200 250 300 350 2009 2015 2020 2025 2030 (million M/T) )

slide-15
SLIDE 15

15

Heavy Lifter Business: SAL

Business Strategy

・ Develop into a core business (1) SAL of Germany becomes a wholly-owned subsidiary. (2) Respond to wide-ranging transport demands with 16-vessel fleet that includes newbuildings equipped with 2,000-ton cranes, world’s highest lifting capacity. (3) Equip vessels with dynamic positioning systems to meet transport and

  • ffshore demands including marine oil and gas development facilities,

marine wind power facilities, etc.

Offshore Support Vessel Business: “K” Line Offshore AS

Business Strategy

・ Enter into long-term stable contracts with good customers to achieve stable earnings. (1) Establish seven-vessel fleet with six newbuildings and one chartered vessel by the end of June 2011. (2) Respond to more remote deeper-water offshore development with AHTS with world’s highest towing capacity (390 tons) and PSV with large deck area (1,100 m2). (3) Long-term agreements have been concluded with Petrobas of Brazil and ConocoPhilips of the U.K.

Offshore, Spider Buoy Transport Rig transportation work in the North Sea Background: the rig; foreground: KOAS’s AHTS

Review of Business Strategies by Segment: Heavy Lifter and Offshore Support Vessel Businesses

slide-16
SLIDE 16

16

Automotive parts delivery service in Thailand (milk run service) Three-level motorcycle transporter developed by “K” Line in Indonesia

Business Strategy

(1) Expand three pillars of international logistics * “K” Line Logistics ⇒ Strong marketing with Japanese firms * Air Tiger Express ⇒ Equity participation in January 2010 Strong marketing in China and other parts of Asia * Century Distribution Systems ⇒ High-quality services using logistics management systems

(2) Expand community-based comprehensive logistics services including motor vehicle logistics * Thailand, Indonesia, Philippines, China, and other countries

Review of Business Strategies by Segment: Freight Forwarding/Harbor Transportation Business

・Tackle demand for logistics to Asia

slide-17
SLIDE 17

17

Changes in Fleet Size and Investment: Strategic Investment and Raising Fleet Flexibility

Changes in Fleet Size and Investment KV2010

(unit: vessels)

Year

  • No. of Vessels at

end of FY 2010 FY2013 Completion FY2011-13 Completion

  • No. of Vessels at

end of FY 2013

Containership 11 83 6 4 10 82 Dry Bulk 16 179 35 23 27 85 260 Car Carrier 7 87 7 1 8 86 Crude Oil Carrier 29 1 2 3 29 LNG Carrier 45 42

Offshore/Energy Transportation

3 4 4 4 8 Heavy Lifter 2 16 16 Coastal 1 51 1 2 3 54 Total 40 494 54 32 27 113 577

FY2010 FY2011 FY2012 FY2013 FY2011- 13 Investment CF (revised) ¥78.3 billion

¥95.0 billion ¥80.0 billion ¥65.0 billion ¥240.0 billion

Investment CF (prior) As of January 2010

¥85.4 billion ¥56.3 billion ¥61.3 billion

Prior (January 2010)

FY2011 Completion FY2010 Completion FY2012 Completion

  • No. of Vessels at

end of FY 2012

  • No. of Vessels in

mid-2010s

81 75 219 250 76 90 8 10 16 16 63 70 537 586 74 75

slide-18
SLIDE 18

18

Changes in Income and Major Financial Indicators

Income is expected to bottom out in 2011 then turn sharply upward Achievement of initial goals is planned for mid-2010s Income Major Financial Indicators

3,000 6,000 9,000 12,000 15,000

10F 11F 12F 13F … Mid-2010s

Net Sales (¥100 million)

500 1,000 1,500 2,000 2,500

Ordinary & Current Income (¥100 million)

Net sales Ordinary Income

500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 10F 11F 12F 13F … Mid-2010s

Shareholder’s Equity & Operating and Investment Cash Flows (¥100 million)

0% 50% 100% 150% 200% 250% Interest-bearing debt

Shareholders’ equity Operating CF Investment CF DER

Current income

slide-19
SLIDE 19

19

Quantitative Targets (the Newly Revised Medium-term Management Plan)

* Impact on income from changes in assumptions (FY2011) Exchange rate changes: Each ¥1 change against the US dollar causes income to increase or decrease by approximately ¥1.2 billion Bunker price changes: Each US$10/MT change causes income to increase or decrease by approximately ¥1.2 billion

No changes from KV 2010

Newly Revised Medium-term Management Plan (figures to be reviewed)

(unit: billion yen) FY 2010 FY 2011 FY 2012 FY 2013

Mid-2010s

Net sales 985.1 1,090.0 1,160.0 1,250.0

¥ 1,300 .0 billion

Ordinary Income 47.4 3.0 46.0 71.0

110.0

Net Income 30.6 2.0 32.0 52.0

70.0

Shareholders’ equity 291.6 290.0 320.0 370.0

450.0

Interest-bearing Debt 483.3 530.0 510.0 460.0

380.0

Operating CF 84.9 49.0 105.0 125.0 Investment CF

  • 78.3
  • 95.0
  • 80.0
  • 65.0

DER 166% 183% 159% 124%

95% or less

ROA 5% 0% 4% 6%

8% or less

Equity Ratio 28% 26% 28% 31%

40% or less

Interest-bearing debt/Operating CF

5.69 10.82 4.86 3.68

4.5 times or less

Dividend Payout Ratio 24% 25% 26% 27%

Changes from KV2010

FY 2010 FY 2011 FY 2012 Net sales

  • 14.9
  • 10.0
  • 40.0

Ordinary Income 36.4

  • 30.0
  • 2.0

Net Income 23.1

  • 18.0

1.0 Shareholders’ equity 21.6 0.0 0.0 Interest-bearing Debt

  • 76.7
  • 10.0

0.0 Operating CF 26.9

  • 34.0

9.0 Investment CF 6.7

  • 39.0
  • 20.0

FCF 33.6

  • 73.0
  • 11.0

T/C Average FY 2011 FY 2012 FY 2013 Plan Plan Plan CAPE (US$/day) 20,000 25,000 30,000 PMAX (US$/day) 15,000 17,500 20,000 HMAX (US$/day) 13,000 15,000 18,000 Small (US$/day) 11,000 12,000 14,000

Exchange rates (Yen/US$)

85 85 85

Bunker (US$/MT)

650 600 600

Exchange Rate

  • 85

85 85 Banker Rate

  • 650

600 600

2 5

30%

slide-20
SLIDE 20

20

The basic principles of the "K" LINE Group as a shipping business organization centering on shipping lie in:

  • a. Diligent efforts for safety in navigation and cargo operations as well as for environmental preservation;
  • b. Sincere response to customer needs by making every possible effort; and
  • c. Contributing to the world’s economic growth and stability through continual upgrading of service quality.