Financial Overview
|
(in millions of JPY) |
| |
FY ended Mar. 31, 2013 |
FY ended Mar. 31, 2012 |
Rate of Change (%) |
Factors |
| Overall |
| Sales |
29,935 |
21,727 |
37.8 |
-New-vehicle sales increased, except in Europe, with the Company conducting activities to increase sales.
-The Company acquired the antenna business and subsidiaries outside Japan of Nippon Antenna Co., Ltd. |
| Operating income |
342 |
1,070 |
(68.0) |
-Income was lower due to the temporary increase in expenses involved with acquiring the automotive antenna business from Nippon Antenna, and to huge rises in logistics and labor expenses. |
| Ordinary income |
590 |
1,021 |
(42.2) |
| Net income |
977 |
1,234 |
(20.8) |
- |
Acquired Antenna Business from Nippon Antenna Company
-During fiscal year 2012, the Company acquired the automotive antenna business and subsidiaries outside Japan from Nippon Antenna Company. As a result, the Company was able to strengthen its relations even further with Japanese OEMs. In line with this, the Company plans to intensively invest in management resources in the automotive antenna sector.
New Long-term Management Plant HARADA NEXSTAGE 19 (FY ending Mar. 31, 2014 - FY ending Mar. 31, 2019)
| Objectives |
Initiatives |
(1) Strengthen Competitive Advantages
|
| 1. Strengthen product features and selling points |
-Develop new products, keeping in mind the need to strengthen cost advantages, while improving upon existing products.
-Ensure proper product quality and build an optimal supply chain. |
| 2. Strengthen ability to better supply customers |
-Enhance capacities for gathering information, analyzing, conducting market research, and planning. |
(2) Build Optimal Business Structure
|
| 1. Strengthen organizational structure |
-Strengthen collaboration among the Group by reorganizing head-office functions. |
| 2. Establish the Harada brand |
-Set the Company’s brand image as an automotive antenna manufacture with a unique global network. |
| 3. Pursue Group synergies by putting the Group’s management skills into practice |
-Strengthen head-office functions even further and clarify the role of each Group company. |
| -Financial targets outlined in HARADA NEXSTAGE 19 |
|
FY ending Mar.31, 2019 |
| Sales |
more than 40 billion JPY |
| Operating income ratio against sales |
more than 10.0% |
>>>Financial Forecast for the Next Fiscal Year (Sales, Operating Income etc.)
Outlook for FY ending Mar. 2014
|
(in millions of JPY) |
| |
FY ending Mar. 31, 2014
(Forecast) |
FY ended Mar. 31, 2013
(Actual Results) |
Rate of Change
(%) |
| Overall |
31,000 |
29,935 |
3.6 |
| Operating income |
700 |
342 |
104.7 |
| Ordinary income |
600 |
590 |
1.7 |
| Net income |
400 |
977 |
(59.1) |
R&D Expenditure
|
(in millions of JPY) |
| |
FY ended Mar. 31, 2013 |
FY ended Mar. 31, 2012 |
FY ended Mar. 31, 2011 |
| Overall |
1,626 |
925 |
919 |
-Total R&D expenses broken down as follows: Japan (1,278 million yen), Asia (68 million yen), North & Central America (101 million yen) and Europe (177 million yen).
R&D Facilities
-Locations are: Japan, UK, U.S.A. and China (Shanghai).
R&D Activities
Next-generation automotive antenna business-Based on the Company's forecast that integration and less/non-protruding products will be the future of the next-generation automotive antenna sector, it began R&D activities on body-interior, built-in systems for in-vehicle satellite antennas and multi-function antennas for telematics use.
Basic R&D activities-The Company started developing concepts for future antennas, aiming to achieve the following objectives in the future: improving the receiving performance of digital/multimedia devices; creating in-vehicle LANs; and developing compact, integrated antennas capable of responding to high-volume communication loads.
Develop future-generation antennae-Develop future-generation antennae by actively making use of high-speed communication services for objects in motion like automobiles.
