AKEBONO REPORT 2014

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Special Feature: New Midterm Business PlanStrengthening Our Global Business NetworkOverview of the reinforced strategies aimed at realizing “akebono New Frontier 30 - 2013”Strengthening Competitiveness?Policies Aimed at Achieving the Goals of akebono New Frontier 30 - 2013Strategies Field Concrete initiativesMaking a Difference withNext-Generation TechnologiesBrakes for high-performance (HP)commercial vehiclesObtain sufficient orders to establish a solid business structureBrakes for cars produced using globalplatform (GPF) systemsEstablish global supply structureExpansion in emerging markets Develop low-cost products that meet market needsEnvironment-friendly operationsEmploy materials that incorporate little or no copper, develop brakes made of cast aluminum as well aslow-drag productsNew technologies Develop electro-mechanical brakes, next-generation friction materials and production facilitiesContinuous Drastic CostReduction and its GlobalImplementationReduction of overall material costs Promote C&S+t initiativeImprovement of profitability Perform cost and expense analyses for every productOptimization of staffing Reorganize production network, equalize operating rates and reallocate human resourcesAcceleration of GlobalizationEncompassing Japan,North America, Europe and AsiaHuman resource nurturingUtilize “Ai-Village,” provide globally capable associates with more career opportunities and review theroles of expatriatesExpansion in emerging markets Enter the Mexican market, expand operations in Vietnam and promote South American strategiesDevelopment and production Develop electro-mechanical brakes for Europe and launch new production sites, establish ASEAN centerNew Midterm Business Plan : akebono New Frontier 30 - 2013 Growth Targets for Fiscal 2020 Long-Term Vision Strategies Making a Difference with Next-Generation Technologies Continuous Drastic Cost Reduction and its Global Implementation Acceleration of Globalization Encompassing Japan,North America, Europe and AsiaNumerical targets to be achieved by the end of FY2020FY2015 targets set as a milestone on the way towardFY2020 targets’13 ’14 ’15 ’20 (FY)8.120.036.011.03%4.5%8%12%24.5Long-termtargetMed-termtargetShort-termtargetOperating income/Operating income ratio(billions of yen)’13 ’14 ’15 ’20250.0300.0Long-termtargetMed-termtargetShort-termtarget(FY)236.7 243.0 Net sales(billions of yen)Strategies? Optimize staffing for production ? Expand aftermarket business? Reorganize production network ? Develop new products? Eliminate non-profitable projects ? Launch next-generation facilities? Streamline back-office functionsStrategies? Boost sales through the launch of new business? Optimize the sourcing of casting parts? Enhance cost competitiveness? Pursue forward-looking developmentJapanNorthAmericaNet Sales (billions of yen) Net Sales (billions of yen)89.5 89.2 86.7’12 ’13 ’14 (FY)Outlook98.4122.8 126.0’12 ’13 ’14 (FY)Outlook2.33.44.5(FY)Outlook’12 ’13 ’140.10.72.1(FY)Outlook’12 ’13 ’14Operating Income (billions of yen) Operating Income (billions of yen)Establishing an information hub for the disseminationof technologicalexpertise in response to a decline indomestic orders while strengthening profit baseMaintain profitability while optimizing thesubdivision of the local production networkby including MexicoAkebono established “Global 30,” a long-term growth target of capturing 30% share of the global OEM disc brake pad marketby fiscal 2020. This goal represents one of ideals we envision for the future of Akebono.To achieve this goal, in November 2012 we established the midterm business plan entitled “akebono New Frontier 30 - 2013,”with fiscal 2015 set as the final year. In this way, we are taking on challenges that confront us as we pursue the creation ofnew value.*1 30% global share for OEM disc brake pads*2 Cost of sales at 80%, SG&A expenses at 8% and operating income at 12% of salesGlobal 30*1 8-8-12*2Global footprints for supply Global R&D structure

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