The time has come to start Hitachi, Ltd. web conference on the Q3 fiscal year 2021 earnings. Thank you very much for your participation despite your busy schedules today. Regarding the materials for today's meeting, they are available on the Hitachi, Ltd. IR site and the news release site for your reference. I will now introduce the speakers for today. Yoshihiko Kawamura, Senior Vice President and Executive Officer, CFO. Tomomi Kato, General Manager of the Financial Strategy Division. Masao Yoshikawa, Executive General Manager of the Investor Relations Division. Mr. Kato will be participating online as a precaution against COVID. Therefore, there could be some time lag in terms of interaction, but we will do our utmost to facilitate the process. Regarding the outline of the results, CFO Kawamura will start the explanation.
We will be switching off the screen now. Mr. Kawamura, please.
Thank you very much for the introduction. My name is Kawamura, CFO. I'm very happy to talk about the financial results for the Q3 ended December 31, 2021. The Omicron variant infections are increasing significantly, and I would like to express my gratitude for everyone who is making effort to overcome this challenge. This is the table of contents of what I wish to cover today. I would like to give a qualitative explanation in number one. The second item is Q1 to Q3 fiscal year 2021 results, followed by Q3 fiscal year 2021 results. Lastly, I would like to talk about the fiscal year 2021 forecast.
Let me now explain the materials to you. Please refer to page 3. Here, I would like to talk about the macroeconomic outlook that is changing very rapidly. The upper table shows the macroeconomic outlook by regions. GDP is recovering even with the pandemic. The consumption is recovering for the calendar year 2021. You can see that in all the regions GDP is likely to recover. This is also having a significant impact on our orders received as well. It is growing very significantly on the back of the economic recovery. In the near term, having said that, there are some negative factors as well. First and foremost, the material prices such as steel as well as copper prices are soaring.
Furthermore, semiconductor shortage is continuing. Ukraine is also a risk. I would like to address this if there is time. GlobalLogic has a development center in the Ukraine, so therefore there is concern in this area. Interest rate is likely to increase. We have been enjoying a low interest rate environment in the past, but as interest rate changes, the balance sheet may be impacted. Therefore, in the near term, we are faced with a very difficult management environment. Even though we are faced with challenges, as you can see in the following page, we have been implemented these measures in a steadfast manner. Semiconductor shortage as well as the soaring material prices as well as the COVID-19 re-expansion is making the business conditions very harsh.
However, we have been able to implement measures to overcome these challenges, and therefore, we have been able to maintain the fiscal year 2021 forecast. Regarding semiconductor as well as material impact will be explained on the following page. JPY 100 billion negative impact was incurred, but it has been recovered, and we have not changed the outlook for the year. The bullet points I should be referring to here for semiconductors have impact in Hitachi Astemo as well as measurement and analysis systems. As for material cost increase is having impact on Hitachi Astemo, Energy as well as Building Systems business. COVID-19 with the Omicron variant the overall business is also being impacted as well. We have not changed the outlook for the year. The forecast has not changed.
Number two is related to what I've already covered. Orders are proceeding very well. I will show you a chart later, especially in the area of the environment, such as Hitachi Energy and Railway System business, has enjoyed very strong orders. Under number one, even though a semiconductor shortage as well as soaring material prices is a challenge, but if this challenge can be overcome, we will be able to recover the business. Therefore, orders received will be important driver for the recovery of the performance. Regarding Lumada business, it has proceeded very successfully. GlobalLogic is achieving a significant growth today. As already mentioned here, Hitachi Energy orders remains very strong and firm.
For Q3 orders was to the tune of $4.2 billion. Order backlog is $14 billion. Very significant backlog is what we have today. Railway Systems has been reported very recently, JPY 300 billion in terms of the bullet train in the U.K. Lumada on an organic basis is growing by 15%. GlobalLogic on the other hand is increasing by more than 50%. Therefore, in terms of environment as well as Lumada, GlobalLogic, for these strategic business have continued to grow significantly. Number three, portfolio reshuffling or transformation is taking place as scheduled, as already announced. Hitachi Construction Machinery shares will be partly disposed of.
We had 22 entities that were parent and child listing. With the sales of the Hitachi Construction Machinery shares, this issue will be behind us. Fully consolidated series will not be included anymore. Therefore, the portfolio transformation has run its course this fiscal year. Now please refer to page five. Vertical axis is showing the various businesses. The horizontal axis shows the various factors such as semiconductor shortage, soaring material prices and activity constraint due to pandemic and logistics and others. For each sector, we have identified here what have been the impact. What is noteworthy is the area that is highlighted in black solid line. Significant impact was felt for energy. Hitachi...
Which used to be HAPG has been impacted by the electrical steel sheet supply. Supply is very tight and price is increasing, having a significant impact here. For mobility, on the other hand, in the area of material prices, the elevator business has been impacted significantly in the second half. For Hitachi Astemo, the semiconductor is having a significant impact and as well as the steels and copper prices having an impact as well. I can address questions later regarding the impact in terms of monetary terms. In terms of operating income for semiconductor on a consolidated basis, the impact is around JPY 75 billion downward. Therefore, this will have to be recovered. In terms of material cost, the impact is JPY 90 billion. Compared to previous year, negative numbers have been presented.
We have not changed the forecast for the fiscal year. Therefore, these two negative factors have been absorbed. By so doing, we have not changed our forecast. Page six. Here, we have the highlights of the orders. Significant increases are shown here for IT, Hitachi Energy, Industry, Railway System and Hitachi High-Tech. Y-o-Y for the Q3 as well as Q1 to Q3 numbers should be referred to. You can see that on Y-o-Y basis IT the increase was 112% to 116% on a cumulative basis for the Q3 . You can see that orders have increased in all these areas around here. The basic factors are shown on the right-hand side.
If you look into IT, DX has remained very strong. Lumada solutions have been proceeding very successfully. GlobalLogic is having a significant positive impact. For Hitachi Energy, on the other hand, as you can see here, the new grid has been established. Renewable energy, so will be accommodating the, and therefore the grid upgrade is taking place. We have been able to respond to this need. Saudi-Egypt interconnector is a good case in point. In Denmark, on the other hand, the fast charge EV operations business has been won. For industry, overall, the market is recovering, especially the U.S. business is now recovering, having an impact here. For Railway Systems, as I've already mentioned, the U.K. bullet train has been won, new businesses have been won.
For Hitachi High-Tech, new businesses have been won. For these segments, we have been able to receive significant orders. Page seven. Here, I would like to talk about the highlights of the major business, starting with GlobalLogic, then Hitachi Energy, Hitachi Astemo, and Railway Systems. For GlobalLogic, as I've already mentioned, it has been a very strong business for us. As you can see in the table, the revenues on a Y-o-Y basis has grown by 151%. This is on a yen base, and it's 139% on a dollar basis. Nevertheless, growing very successfully to the right. Hitachi Energy, as I have already mentioned, the material cost is increasing, having a significant impact. Orders are very strong.
However, impact is felt from cost increase. Revenues is 13%, AOI at -0.4%. Astemo has been impacted very significantly by semiconductors as well as material cost. Y-o-Y basis, 164% increase in revenues, but AOI decreased by JPY 6.4 billion. To the left, Railway Systems. Foreign exchange is having an impact, and there is a revenue increasing impact, but material cost is having impact. Project cost is increasing. As a result, revenues year on year was 112%, AOI was -0.2%. Therefore, the semiconductors as well as material cost is having a significant impact on our operations. Page eight, Lumada.
As I have already mentioned at the outset, this is growing as planned. The bar graph that should be referred to, the red is showing the Lumada core business, and gray is the related business for Lumada. At the end of the fiscal year, it is likely to grow to JPY 1.06 trillion, growth by 40%. This is organic growth without M&A. 70% organic growth is expected. Right-hand side, pie graph that should be referred to, you can see that revenues are increasing, but the mix is changing. There are two factors to be mentioned here. If you compare the two pies, so energy is different. It was 3% last year.
With the Hitachi Energy collaboration is making progress, so it has increased to 7%. Smart Life, left-hand side, is 6%. To the right, it has increased to 12%. This is because of collaboration with HITEC having an impact. The mix is changing. In fact, this is a scenario that we have aspired to achieve. Now, so far, I have talked about the major characteristics of the Q3 results. From the next page onward, I would like to talk about the Q1 to Q3 results. Please refer to page 10. This is showing Q1 to Q3 results. Revenues and adjusted operating income is shown here. This is an increase in revenues as well as increase in operating income.
Now, if you look at the operating income on an adjusted basis, there was a 316.9 billion increase to JPY 484.4 billion. That is an increase by 1.5 times. Right-hand side, some facts are presented. Overseas revenues has increased by 41%. Lumada business has grown by 14%. EBIT increased by JPY 97.8 billion. The net income attributable to Hitachi has increased to JPY 450.7 billion, increase of JPY 142.9 billion. The annual target is JPY 550 billion. We have already achieved 82% now. EBITDA is JPY 1 trillion and operating cash flow is negative.
Operations are making progress, therefore, the inventory is increasing. As a result, free cash flow is being impacted negatively. Working capital is increasing by JPY 200 billion. Please now refer to page 11. Results by five sectors, Astemo and Listed Subsidiaries results are shown here. Now, for the Q3 , please look at the caption about the five sectors, and revenues, profits and increase. Astemo had also a revenues and profit increase. Listed Subsidiaries also recorded an increase in revenues and profits. Please refer to the numbers below. The second from the top is adjusted operating income. By five sectors is JPY 368.7 billion, Astemo, JPY 34.5 billion, and Listed Subsidiaries, JPY 81.1 billion.
Y-o-Y number is also shown here. Total is JPY 484.4 billion. This was the bar graph in the middle. This is increased by JPY 167.5 billion year-over-year. Adjusted operating income ratio is also shown here. For the five sectors, 7.7%, Astemo has been struggling because of the factors aforementioned at the 3%. Listed Subsidiaries improved significantly in 5.7%. Total is 6.6%. Page 12, page 13, page 14, the detailed segment information. Let me highlight the areas that are difficult.
First of all, referring to page 12, IT. For the gray out area, the adjusted operating income was JPY 70.6 billion, margin was 11.4%. If you look into the YOY comparison, it is minus JPY 3.2 billion. The reason is shown on the right-hand side. GlobalLogic was acquired, and so there is PPA amortization that has begun to the tune of JPY 10 billion. Therefore, this is also having an impact as well. For IT, there is also services and platform that is noteworthy. YOY AOI is plus JPY 1.3 billion, but it is decreased by 0.4 points.
The semiconductor shortage is having an impact for the storage business in the U.S. We have orders, but cannot accommodate because the parts are in shortage, having an impact on delivery and shipment. Energy. The YOY is plus JPY 15.6 billion. That's 1.9% increase. Recently, we have been discussing Hitachi Energy Power Grid. If you look below, Hitachi Energy is included here. The accumulated basis for the Q3 , JPY 47.6 billion, and margin was 6.0% for Hitachi Energy. To the right, YOY AOI is JPY 12 billion, which is negative 1 point.
In addition to this, as shown below, there are related costs that have been incurred to the tune of JPY 52.7 billion, inclusive of PPA amortization. Therefore, this is the situation of Hitachi Energy. Page 13. Industry. All the segments are recovering for the past year because of the pandemic. Customers have curtailed investment, but now this is coming back. For industry at the very top, the YOY basis, AOI basis was JPY 29.6 billion or increased by 4.4 points. To the right, it is mentioned that the JR Automation for robotics in the United States has been recovering very significantly. Mobility. YOY basis is plus JPY 5.3 billion or -0.9 points.
The reason is because of the building system elevator business. In China, on a continuous basis, we have been expanding the elevator business. The renewal business we have in Japan for our customers' buildings and hotels are not making progress. This is having an impact on this number. Smart Life. Overall, YOY is -JPY 10.8 billion. That's plus/minus zero points. The reason why it has declined by JPY 10.8 billion is because of the diagnostics, the imaging related business that has been sold to Fujifilm. The home appliances, Smart Life and Eco-Friendly Systems, Arçelik has acquired our business, which is having an impact. Page 14.
This is Astemo for the Q3 YOY, AOI increased by JPY 34.6 billion. It is different on a standalone basis, but for the Q3 , this is the number. Hitachi Construction Machinery are recovering by JPY 42.9 billion, recovered by 5.3 points. Hitachi Metals, a significant recovery at JPY 29.2 billion, plus 4.6 points. At the very bottom, total YOY basis, AOI increased by JPY 167.5 billion, or 1.3-point increase has been achieved. Page 15. The upper graph is showing revenues, and below is adjusted operating income. To the left is the Q3 for last year, and to the right is the Q3 for this fiscal year.
The waterfall chart is shown between the two numbers. Let me talk about the revenues because it's the same for AOI. Now, this year, various measures have been implemented. What are significant are shown here. First is the acquisition of Power Grid business. Next, Hitachi Astemo, Honda parts companies have been integrated. The acquisition of GlobalLogic and the foreign exchange has had an impact as well. Yen is becoming weaker. This is having an impact leading to the number on the right-hand side. AOI showed similar trends. Please refer to page 16. This is the revenues by market. On a clockwise basis, North America first. 46% increase was achieved in terms of revenues. Europe, pandemic was running rampant.
Energy has grown by an overall 33% increase. China grew by 37%. Japan is in a very difficult situation. It is almost flat. ASEAN, India, other areas increased by 54%. Other areas increased by 35%. Energy, Astemo has driven the recovery.
As you can see below in the overseas revenues, the ratio is 61% for overseas. In the Q1 , Q2 , it was 62% for the Q1 . Q2 was 60%. Therefore, in the Q3 , there is no significant change. Please take a look at page 17. This shows the financial position and cash flows. On the far right, there's a change from March 2021. This is part of the balance sheet. What we're comparing against is end of fiscal year 2020 and the end of the Q3 this fiscal year. There are two or three features to focus on. Interest-bearing debt has increased by JPY 1.1 trillion.
When we acquired GlobalLogic, we used our debt for funding, and so that is reflected. Now, below that, total Hitachi stockholders' equity. Of course, we are gaining a profit. This is elevated by JPY 424.6 billion. Going below, cash conversion cycle, the number of days with respect to cash, we are strenuously collecting debts, and so this has improved by four days. D/E ratio at the bottom, debt equity ratio. The funding for GlobalLogic acquisition was funded by debt. On a short-term basis, it has risen to 0.72 times, increased by 0.18 points. On a full year basis, it is seeing improvement.
By the next fiscal year, with increase in operating profit, we will bring this down to 0.5 or so, which is the level that we have planned. It is above 0.7, but it is coming down, and it will be back to 0.5 or so next fiscal year. Cash flow from operating activities, because of increased working capital, it has deteriorated. Cash flows from investing activities, it has worsened by JPY 261 billion, and that is because of reactionary change from the sale of Hitachi Chemical from last year. That is where we are in terms of financial position and cash flows. So far, I talked about our performance on a cumulative basis up to the end of the Q3 .
Now, please take a look at Q3 results, specifically on page 19, revenue, adjusted operating income. Both revenue as well as AOI have gone up. Please take a look at AOI in the middle. One year ago, it was JPY 136.1 billion. This year, JPY 174.4 billion. So it has increased by more than 30%. It's 1.3 times or so increase year-over-year. Overseas revenue on a year-over-year basis, 24% increase to Lumada business up 43% year-over-year. EBIT increased by JPY 58.6 billion. Net income attributable to stockholders, JPY 71.2 billion. EBIT 68.2 billion. Because of the reason I stated, cash flow from operating activities are down.
Basically, both revenue and AOI have risen. Now pages 20 and 21, these are details on page 21. Just like we saw earlier on a cumulative basis, five sectors, Astemo, Unlisted Subsidiaries, their performance is listed. Please take a look at the caption at the top. Five sectors have seen both increase in revenues and profits. Astemo, on a cumulative basis, up until the Q3 , increase in revenue and profit. For the Q3 results only, it has increased our revenue, but down in operating profit. Unlisted Subsidiaries, both revenues and profits increased for HCM, Hitachi Metals. For five sectors, you can see that JPY 133.9 billion. Astemo, 12.2 down. Unlisted Subsidiaries, 20.2%.
The ratio 8.2% for the parent. Astemo, 3.1%. For Astemo, Unlisted Subsidiaries, 5.9%. Total, 6.9%. Page 21. We are facing with a harsh business environment, and for those businesses, what are the details? That is described here on page 21. As I said, for our IT business, please take a look at AOI. 11.2%, so down by 2.3%. Transportation and traffic related areas, especially where railway business is concerned, there was reduced investment from our customers, and semiconductor shortage, storage is affected. Lumada is robust, and so if you net against the pluses and minuses, this is where we are. GlobalLogic, JPY 10 billion or so of amortization has kicked in.
Hitachi Energy, this is an extension of what I said earlier. Rising material prices have had major impact, so down by 0.4%. Orders are up. Building Systems, down JPY 1 billion. China has seen recovery, but customers here in Japan are not having renewals, and therefore, that is negatively impacting our business in Japan. Railway systems orders are quite firm. Product mix change and increase in project ramp up. Overall, it's negative. Hitachi High-Tech, industrial solutions business, the trading house business, we have been quite selective in choosing what is profitable at the micro level. This is the reason behind the reduction in revenue and operating income. Semiconductor shortage is also impacting.
Hitachi Astemo, -6.4% year-over-year. These are the factors, some of the factors negatively impacting our business. That was the Q3 results. Page 23 and onward, inclusive of the Q4 , what is going to be the forecast for the full year? I would like to explain. Page 23, revenue, AOI, both are listed. Both, revenue and AOI, are expected to increase. On the left-hand side, revenues. We're seeing market recovery and power grid business, GlobalLogic acquired, and therefore, revenues will hit JPY 10 trillion. We will recover to the JPY 10 trillion level for the first time in several years. On the right-hand side, adjusted operating income, JPY 227.8 billion. This number remains unchanged from the previous forecast.
As I'm repeating, because of semiconductor shortage and material cost increase, so more than JPY 10 billion of impact, we're overcoming that. On the right-hand side, our net income, JPY 550 billion, that remains unchanged. Therefore, no change from the previous forecast. Our cash flow from operating activities, JPY 750 billion, no change. Our core free cash flow remains unchanged. ROIC, there was a somewhat reduction in profit. ROIC has deteriorated. It was 8.1% in October. It now is going to be 7.6%. FX rate, that is assumed this time, 110 yen to the dollar, 130 yen to the euro.
The last time it was 105 yen and 125 yen to the dollar and euro respectively, but now we have changed the assumptions. If there's one yen change in the FX, what would be the sensitivity? On a US dollar basis in terms of revenue, plus $5.5 billion. In euro, JPY 2 billion difference in revenue. Take a look at page 24. Forecast for the full year for five sectors, Astemo, listed subsidiaries. Please take a look at the bullet points. Five sectors are expected to have increase in revenue and profit. Astemo on a full year basis, the same. Increase in revenue and profit, listed subsidiaries, the same. In total, revenues will reach JPY 10 trillion in total. AOI, five sectors, JPY 546 billion. Astemo, JPY 68 billion.
Listed Subsidiaries, JPY 109 billion. The total comes to JPY 723 billion we saw earlier. Year-on-year increase of 227.8%. AOI ratio, 8.3%, 4.3%, 5.8%. Total, 7.2%. It's an improvement by 1.5 points. Page 25, please. By segment, what is going to be the forecast? The major trend is such that it is basically the same as the trend we saw on a cumulative basis until Q3. IT, no change from previous segment forecast. JPY 263 billion, 12% in the AOI. The U.S. storage business, depreciation and amortization, because of D&A is impacting. Energy, JPY 30 billion, 2.3% in AOI.
Year-on-year increase of JPY 77.7 billion, up 6.6 points. Hitachi Energy, JPY 64.7 billion, AOI forecast 6.2%. This is up by JPY 32.5 billion, 1.7-point increase. PPA amortization, JPY 4.4 billion will be added. That's this number. Page 26, Industry segment. FY 2021 forecast in gray. AOI, JPY 80 billion. Margin, 9.0%. Year-on-year increase by JPY 34.4 billion, up by 3.5 points. Across the board, there's recovery. Mobility, as I mentioned, the building systems, elevator business, because of material costs increased, and renewal not advancing in Japan.
In terms of absolute number, it's up, but revenue is up, operating income down, so it's down. Smart Life, plus JPY 11.6 billion, up 2.8%. However, home appliances are down. We have sold overseas home appliances business to Arçelik. That is impacting. Page 27. Astemo and the. Take a look at YOY, AOI. You can see all the segments or entities are seeing plus numbers, positive numbers, and the trends are the same. 10 trillion in revenue, 723 billion in AOI. This is up by 227.8 billion in total in terms of AOI increase. Page 28. Now this shows the transition from last fiscal year to this fiscal year.
The factors behind have not changed in terms of revenue at the top, so last year's number on the far left, and acquisition of Power Grid business, Hitachi Astemo integration, acquisition of GlobalLogic, and FX impact in terms of revenue is this much. On the right-hand side, you see the number forecasted for this fiscal year, JPY 10 trillion. AOI below, JPY 495 billion, up to JPY 723 billion. The factors are the same. Page 29. We tried to be creative in showing this time. At the time, what we reported in October, the numbers as of October last year and this time, the forecast below. JPY 723 billion on the far left, unchanged. JPY 550 billion on the right, no change there either. In between, there is change.
Hitachi Metals' sales gain was expected to happen in October, but it's taking longer than expected because of anti-monopoly regulation clearance. There's slippage in terms of the timeline. It will be deferred to next fiscal year. This is eliminated. With business reorganization, structural reform, because of these initiatives, we are reducing cost, so what we expected to be JPY 50 billion is down to JPY 30 billion, JPY 63 billion to JPY 7 billion. On the right, tax was expected to be JPY 180 billion. It's now down to JPY 140 billion. We have credits in the U.S. We were able to utilize that for tax purposes. Though Hitachi Metals sales is deferred, postponed, we are able to keep the net income forecast, our number the same at JPY 550 billion.
That is the content of the report. Page 31 and onward are the appendix. FY 2023 Q3 on a Q3 specific basis and cumulative numbers. Page 31, you can see that the forecast has not changed 100%, revenue as well as AOI and net income. Energy industry on page 33. Mobility, page 34. Life, page 35. Astemo, HCM and Metal on page 36. The total is on page 37. I'm sorry for rushing through, but that concludes my report. Thank you.
Thank you, Mr. Kawamura. We will now proceed to the Q&A session. If you wish to ask a question, please refer to the raise hand button on the web conference system screen. When your name is called, please unmute and state your name and affiliation, and ask your question. Furthermore, please release the raise hand if you no longer wish to ask the question. We will not show the video of the people who are asking questions. We will take questions in order of the Japanese channel media, institutional investors, analysts, then English channel participants, in this order. First, we will take questions from the media on the Japanese channel. If you wish to ask a question, please use the raise hand button. Hiroi-san, please unmute and ask your question. Question.
I hope you can hear me. I have two questions. First is regarding Lumada. Currently, the Lumada profit contribution, please elaborate. On the IR day in 2025, JPY 500 million out of AOI of JPY 1 trillion is to be achieved at 2025. What is the progress made so far? What is necessary in order to realize this goal? If there are any interesting segments where Lumada has not taken root, what are the challenges that must be overcome?
For Lumada profitability, we only have the number in aggregate. We don't have a breakdown by industry segment. Mr. Kato will respond later. Page eight, looking at the pie graph, I think you alluded to the fact that it has not taken root fully. As you can see here in this graph, IT is a very large segment. Energy is a recovering industry, is also growing. Mobility and life are following. Therefore, across the board, Lumada utilization is increasing. As I have already mentioned, in terms of railway systems and energy, Hitachi Energy effective utilization has been made. Therefore, there is no sector that is lagging behind in terms of Lumada utilization. According to the numbers, that is not the case. There's no sector that is behind.
As already mentioned here, in terms of environment related, the utilization of Lumada is increasing. As mentioned here in the topics on page 8, decarbonization applications, in terms of, data management or visualization of data, areas where Lumada is very effective. Therefore, environment is an important pillar for our company, and therefore, going forward, across the board, especially in the area of environment, I'm sure that Lumada will continue to be increasingly utilized. Regarding profit, I'd like to ask Kato-san to supplement. Let me add the following. From the past, for Lumada business, profit was somewhat qualitative in terms of our response. 10% to be exceeded in terms of profitability. For core business and related business, we should achieve this level.
We will continue to focus on profitability increase. Revenues are increasing and therefore, in line with that, profitability increase will also be promoted. Now, to your second question. 10% profit objective for next year. About the semiconductor shortage is having an impact. What is the probability of achieving this? With the Hitachi Metals there could be a delay. Operating profit margin 10% what does the progress mean, and what is the outlook for next fiscal year? Thank you for your question. Answer. This is something that we have been discussing from the past. In the 10% profit margin was the goal that we have set for this midterm plan.
Last year has been impacted by the COVID pandemic, therefore it has been deferred to next fiscal year. The current situation is such that for the five sectors on an individual basis as well as the PPA amortization is also included. On a standalone basis, excluding these factors, we believe that 10% is achievable. For Astemo and for our subsidiaries, the profitability increment will have an impact on whether we can achieve this number. For the five sectors, for the time being, and if we exclude the PPA amortization, we believe that the 10% is achievable according to our plan. Thank you. Thank you. Next, Yamabato-san. Yamabato-san, please unmute and start your questions. Question.
Can you hear me? Yes. There are two questions I wish to ask.
Question number one, with respect to GlobalLogic. Upfront, Kawamura-san talked about GlobalLogic. There's a large development center in Ukraine held by GlobalLogic. But because of rising tension in Ukraine, what is the impact that you are feeling in Ukraine? And what is the outlook from your perspective going forward? That's my first question. And the second question is detailed. Because of shortage of parts and components, U.S. storage business is being affected. What is the value or amount that's affected?
Thank you for the questions. First, question regarding Ukraine. We are concerned about Ukraine very much. We are following up on CNN news and other news reports.
There are several thousands of employees in Ukraine, GlobalLogic, but has there been any substantial impact so far? No. They're operating as usual. If something happens, I think the problem will be concentrated on the borders. For the time being, we are not expecting any major impact on the operations. If invasion extends to Kiev, how should we protect the safety of our employees? We have to think, there will inevitably be impact. So far, as far as GlobalLogic's usual operations are concerned, they're not affected from what we're told. We just hope that it will not turn into a major conflict or war.
We are closely monitoring the U.S. response and situation with the hope that this will not end in a conflict or war. The second question will be answered by Kato-san, the impact from semiconductor shortage. Yes. Your second question regarding semiconductor shortage impact. Of the overall impact, we explained earlier, we're not giving you the breakdown, but not on the order of more than JPY 10 billion. That is where we are. Thank you.
Are there any further questions from the media on the Japanese channel? If you have a question, please use the raise hand button.
The same note, we will proceed to the institutional investors and analysts on the Japanese channel. If you have a question, please use the Raise Hand button. Izawa-san, please unmute and ask your question.
Question. I just have one question. In the materials, you talked about the D/E ratio is 0.5. You want to improve going forward. That was mentioned in the presentation. For next fiscal year, cash flow will be generated as Kato-san has explained. Cash flow from the sale of a subsidiary is expected, I believe. There is also cash flow from business to be generated. It seems that 0.5 can be exceeded very significantly in terms of improvement.
What will be the capital allocation from there, that point onward, and, how much, share buyback will you contemplate? From the original plan for Hitachi Metals, timing has been delayed from the original schedule. How has this impacted the capital allocation, going forward? Please elaborate. Answer.
Regarding capital allocation, in fact, this is being formulated as we speak. Under President Kojima, the new midterm management plan is being formulated. Around the Golden Week, after the end of the fiscal year, we will be able to give clarity, and we'll be able to announce it. Basically, we do not intend to make a significant change in terms of our capital allocation. In other words, we are not contemplating a significant M&A, for example.
One-third each is what we have been asserting. One-third is M&A, one-third is return to shareholders, and you know, one-third for business. That has not changed. Regarding D/E ratio, according to the calculations that we have made at the end of March, we should be able to recover to a level of 0.63 at that time. Whether we want to do more than this will depend on the operating cash flow for next fiscal year. On a business-as-usual basis, we will be recovering to the level of 0.63. If we have excessive cash flow, what are we going to do is the question.
A comprehensive consideration will be made for capital allocation, but it isn't as if we're going to do something conspicuous. A balanced approach will be emphasized. Regarding buyback, we have intention to do so at the level of top management. I mentioned this at a forum recently. Acquisition of a company or divestiture request is very significant. We want to do this, but the open windows are hard to come by, so we are looking for such opportunities at the same time. The amount that is being contemplated will depend on cash flow that is to be generated. In terms of budget, JPY 100 billion or even higher than that, around JPY 100 billion is being contemplated.
It could be just one-off, one time, but there could be different methods that will be taken into consideration. That is how we are going to comprehensively deal with the capital allocation. It depends on operating cash flow generation. That is very important. Based on that, we will consider what to do in next fiscal year. I have a follow-up question. You said that it could be one-time implementation or it could be a different method that could be contemplated. Regarding D/E ratio and capital allocation is such that is not just. It should not just be focused on the one year going forward. For now, a new midterm plan will be announced next spring.
D/E ratio 0.5 is a certain standard, and one-third allocation each in a balanced approach has been mentioned. Is this the new policy? For shareholder return, it is not just one time, but when there is excess, there will be incremental allocation. May I understand that to be the case? Answer.
As you've rightly mentioned, it isn't as if there is a set formula. We are not bound by a certain formula. We want to be flexible in this area. For D/E ratio, historically for our company, we have been very strong. 0.3 or 0.4 has been the number in the past. Therefore, mentally reverting back to this level seems to be appropriate. But on the other hand, companies must continue to grow investment to growth.
Investment for growth, though, is necessary when there is a good opportunity, because we have a strong balance sheet.
Using debt for acquisition is a possibility we will consider. Therefore, D/E ratio 0.5 is not something we are bound by, or a shareholder return 1/3 is not something that we that is set in stone. But we do need a standard. That is the reason why we are talking about a 1/3 rule. That would be the basic standard. But we are not bound by that. A debt/EBITDA ratio 0.5 or 1/3 is just not something that we are that is rigid for us. Thank you. To continue, Yoshizumi-san. Yoshizumi-san, please unmute and start your questions.
Question. Thank you for the presentation, first of all. I have two questions to ask.
Question number one, about shortage of parts and components and rising material prices and their impact. You talk JPY 750 billion of impact for semiconductor shortage, material cost increase, JPY 90 billion. Are these net numbers? Are these the impacts on a net basis? Well, the last time I think, semiconductor and parts and components price increase was JPY 15 billion, JPY 5 billion, and JPY 10 billion respectively. Is that right? How have you responded to this, inclusive of passing on the rising price to your customers? Have you done so? When do you think that these trends will ease? If you have an outlook, if you could share that with us, please.
Thank you for your questions.
On page five, as I said, semiconductor shortage in terms of AOI, JPY 75 billion and parts and components nine billion at the operating income level. This reflects our measures. We have made various responses and measures. On a net basis, these are the impacts, so net impacts. Kato-san will provide you with more details. Over to Kato-san. In terms of the gross impact, this time, JPY 120 billion and with improvements, JPY 90 billion. Last time it was JPY 150 billion in gross and JPY 80 billion in net. Deterioration by JPY 15 billion year-over-year, that's correct.
Total of JPY 15 billion, JPY 180 billion in semiconductor parts and components from JPY 75 billion to JPY 65 billion, so a negative JPY 10 billion change. How are we going to respond to that? That was the second part of the question. We're talking about semiconductors and parts and components. What is happening is inflation. Inflation is happening not with components and semiconductors alone, labor cost and freight transportation. Inflation is happening across the board. The question is, what are we going to do with them? In terms of inflation, the overall cost structure is up. It's shifting upward.
Passing on increased price to customers, we'll have no choice but to ask our customers to take on price increases, and we will be doing this firmly going forward. Of course, cost control will be implemented. We did not give you details, but considerably, we are reducing costs. How are we doing that? Three ways. One, we are having the long-term stable contracts. That is the basic approach. Even with long-term contract in place, because of supply and demand situation, steel, copper, these material prices move on a short-term basis. We are buying them on a spot basis from time to time.
Number three, now that the market has become very tight, partially, depending on the cases, we have to think of manufacturing some of the parts and components in-house internally. Well, power semiconductors we do make in-house, so inclusive of that. To what extent should we manufacture in-house? Once a price adjustment happens, once again, taking things on board, in-house may become difficult. So long-term contract, spot price purchases, and some of the strategic parts and components, we're partially thinking of manufacturing in-house. These are the measures we are taking or preparing to take. Thank you. Just to add to that, the impact of the price hike, when will that show? Have you already seen the impact of that? That's my question. Answer.
We're trying to raise prices where we can. In terms of orders, next fiscal year, we may take orders. Parts components are procured, and they're going to be manufactured in the plant. That overall, it could have a major impact. Passing on price increase that will have to happen in the sales and marketing activities starting next year. We may have an order received, but with inflation happening in the meantime, our production yield may deteriorate, so we will have to amend the contracts with our customers if necessary and renegotiate the prices with our customers if that is necessary. We're asking customers to share in terms of increased costs.
Full-fledged activities as such will start next year. Thank you. My second question. Q4 results, if I may ask about the details. Q3 profit and Q4 profit, the way in which it's generated, there seems to be a jump or a gap in three areas. Number one, IT Q4 profit and Hitachi Energy, there seems to be an increase in profit for Q4 and Hitachi High-Tech. It seems that Q4 profits are considerably higher compared to Q3 for these three areas. Is there a skew or focus in those three areas, and is that why? I may ask Kato-san to answer this. Are we manipulating this in a complex manner? No. These are pretty straightforward, but I would like to ask Kato-san to answer. Allow me to explain, Kato speaking.
Starting from the easiest, IT. In the area of IT, as we explained today, Lumada front business and SAP, GlobalLogic these are doing very well. As we said, for performance Q1 through Q3, there's a lot of demand, but unfortunately, because of shortage of semiconductors, we have not been able to produce enough storage products. We are taking measures to secure more semiconductors, and that effect in the Q4 will start to show. That is what we expect to see. That's perhaps easiest to explain. The rest, Energy. Bringing fixed costs to an appropriate level, we are taking measures, and the impact from that is reflected in the Q4 forecast. That's another reason.
Hitachi High-Tech, semiconductor manufacturing equipment or blood analytical equipment, there's a lot of demand, but discrete semiconductors are in shortage. We're taking measures for that. In the Q4 , we believe that we can do more than what we did in Q3. There are constraints, restrictions, and we're taking measures to alleviate them for the Q4 . Thank you.
I have two questions. First of all, regarding GlobalLogic orders received. In your explanation, you said that U.S. and European major companies are the deals that you're achieving. But what about GlobalLogic on a standalone basis? Have there been missed opportunities or are there cross-sell contracts won, energy and the railway system?
You said that there is collaboration. Is that already included in the orders received? This is Yoshikawa speaking. I would like to respond. Regarding Hitachi Vantara, we have this company in the United States. There is a cross-sell activities that are underway already. Whether it is included in orders received or not cannot be responded to at this point in time. It's not just with Vantara, but with Hitachi Energy, Power Grid. There's energy digital solutions. Collaboration is expanding in this area. In Tokyo, on the other hand, there are co-creation projects on the way. It has already begun. Whether it has led to specific orders received are mixed. That is how you should understand the situation. Rather than standalone basis, activities are already underway. Thank you. Question regarding GlobalLogic orders.
Is it are the orders received it's similar to revenues at 40% level that you have shown here? Is that how it is growing? Yes. Situation is similar. Regarding the IT segment profitability. With the GlobalLogic integration, there must be one of the expenses that have been incurred. Is it in addition to PPA or amortization JPY 10 billion, or is there additional expenses? And if so, how much? Please elaborate. I'm talking about page 12. There is a PPA. There's about JPY 12 billion amortization. There are also other detailed expenses, but basically it's the amortization of the PPA. Kato-san, do you have anything to add? Now let me give you some detail of the answer.
PPA amortization on page 12 for 3Q, 3 quarters as shown here, but that's from July. It's for 2 quarters, about JPY 3 billion per quarter. It's about JPY 6 billion that is included. On annual basis, it'll be JPY 9 billion. It should be around JPY 12 billion on the normal basis. Other than that, there's been no change from the last time we spoke. Thank you.
Hi.
Thank you. Yasui-san, please unmute and start your questions. Thank you. Question. I have three questions I would like to ask. Question number one, page 24, the five sector operating income for FY 2021. As the original plan for the next fiscal year, I think you were aiming at 10%. Even including PPA, you're going to aim at achieving 10%, from what I remember. You seem to have toned down the rhetoric, it seems. Have you made a downward revision since then? My second question, I estimated PPA myself. Roughly, it's about JPY 70 billion that's posted this fiscal year. If that is reversed, JPY 610 billion. If it...
10% is the target, JPY 650 billion. There is not going to be much of an increase in profit next fiscal year. Is that understanding correct? If you could confirm or deny that. Question number three, FY 2022, you're looking to increase revenue given the environment, digital, green, GlobalLogic, you have those lined up. For next fiscal year, with the performance of FY 2021 in mind, what are the areas that we should be paying attention to for fiscal year 2022? Answer. Thank you for the questions. Page 24. On that page, take a look at five sectors. AOI 8.3%, excluding PPA, I said. You're asking wasn't that 10%, so that was the question, of course.
It would be ideal if we can have 10%, but when we came up with the original plan, all the potential large M&As are reflected to come up with this 10%. That was not the case. It's not that we made a downward revision. The assumption for coming up with the medium term, there were some large M&As, and so we thought that we should exclude PPA to generate the number. For the five sectors, excluding PPA, we are showing this number. That is the line of thinking that we had. Second, did we have a downward revision? In principle, we're not thinking of having downward revisions at this moment, and so we're keeping these numbers as of now.
Kato-san, the number including PPA vis-à-vis next fiscal year's profit, isn't that going to have an impact? Perhaps next year, you are going to see a large increase in income, although the plan is not there. Might be difficult to comment, but Kato-san, if you could elaborate. Understood. Let me first of all explain this year's situation. The size of amortization of a PPA in terms of M&A, FY 2021, JPY 73 billion in total. In terms of five sectors, JPY 64.5 billion. Page 24, five sectors, AOI 546. If you add 64.5, that's about JPY 600 billion. In terms of the ratio, 9.3%.
Inclusive of PPA for the five sectors, it's going to be around 9.3%. As was said, there's material price increase as well as semiconductor shortage, COVID-19. Because of these factors, this is the number that we have right now. I hope you'll understand. Thank you. Question. Given what Kato-san gave in terms of numbers, a margin improvement of JPY 40 billion-JPY 50 billion. An increase in income of JPY 50 billion can be expected. For the five sectors, toward FY 2025, which areas are expected to grow very much? If you could share that thought. Answer.
Please take a look at page six, which is about orders. YOY , Hitachi Energy's seeing increase in orders, railway and High-Tech.
These are growing in terms of order intake. Most of that is going to be orders for the coming fiscal year, next fiscal year.
If we can procure materials and semiconductors, we can control that. This will all translate into profitability. FY 2022, these areas, will see a major recovery according to our plan. Thank you. We still have some other hands up, but we'd like to go to the English channel at this time. Are there any questions from the English channel? If you wish to ask a question, please, use the raise hand button. There seem not, so we will revert back to the Japanese channel. We will now take questions from the media, institutional investors, as well as analysts. Hirakawa-san, please. Please unmute and ask your question.
I have two questions. I'm sorry I was delayed in participating. Perhaps you have already covered this, but first question is regarding orders.
For IT, Q3 , 120% is very high. Front business and service platform, what is the breakdown between the two? Is this going to continue for the Q4 and for the next fiscal year? What is the outlook? That's the first question. Second question. Perhaps I made a miscalculation. Now, according to the previous question, for Q4 automotive, Q3 , 3.1% AOI, and for the Q4 , it is going to improve to 8%. Semiconductor is a cost increase factor to be considered as well. But how do you think you can achieve the recovery to the AOI percentage of 8%? Answer. Now, regarding orders in terms of IT, Kato-san, over to you.
Regarding IT, there is a front office and a service and platform. We have a different approach in explaining these numbers. Front office, the main business is financial for three quarters. Last year there was a significant order, so we are underperforming compared to previous year. The same for the fiscal year. There is going to be underperforming. For Lumada, it is remaining strong. For public, we will be exceeding the level of last year for the Q4 and for the fiscal year as a service platform. Three quarters, there is a storage shortage, so we are going to be below previous year.
For the fiscal year, for the Q4 , we are trying to make a recovery, but the situation is very difficult. The trend is toward the recovery. For the Q4 , the question for storage YOY has increased. That's the image you have or on a YOY basis? Do you think it is very difficult to achieve a recovery in the Q4 ? Answer.
We don't have the precise numbers. We believe it's achievable, but there are some challenges remaining. Question. Do you think there is a visibility? Answer. In terms of trend, semiconductor shortage is areas that we are overcoming them by implementing measures. To your second question, let me explain the second question regarding Astemo.
For the Q4 , February and March are very close, so very difficult to implement the significant measures now. But first of all, we can control the fixed cost. For example, hiring of new recruits, new graduates, that can be controlled. For factories, the utilization ratio can be adjusted. By so doing, fixed cost can be reduced. From car manufacturers, there is request for discount. We can push back because of cost increase. We can do hard negotiating for request for a cost reduction. Material cost procurement is an area we can improve by reducing material cost.
Now, in terms of passing on the price increase, we want to recover several hundred million JPY by implementing these measures, by controlling cost and working toward this target. That's all. Now question, I have follow-up. In achieving the goal, it seems that you're finding it very difficult to achieve the target. Is that the correct understanding? The management environment is extremely difficult. February, March, of course it's not business as usual anymore. Given this very difficult environment, we have to do our utmost.
In dealing with the challenges. Challenging times will continue, so that is a correct understanding on your part. It isn't as if we can achieve these numbers on a business as usual basis. That is not the case. Thank you.
Next, Yasui-san. Yasui-san, please unmute and ask your questions. Thank you. I have two questions. My first question, this is a follow-up to earlier questioner's question. Page 6, IT a 12% increase in the Q3 . In social infrastructure BU, there was a large project. If you exclude such large projects, was IT sector able to gain a positive increase in the Q3 ?
Financial sector is doing well, so inclusive of what happened in the Q3 in the financial business, what was the case? That's my first question. Page 26, that's my second question. See. This year's forecast. In terms of mobility, AOI for building and railway systems, I think there's a downward revision. Looking at the comments noted here, for the building systems, top line because of increase in China business, it seems that it's looking good. In terms of income, because of deteriorating the credit in the real estate sector, it's down. It's hard to say whether it's up or down.
What's the status as of the Q3 and the forecast for the full year, and what's going to happen next year onward? Railway AOI is 4% this time, and this is perhaps due to potential deterioration of profitability in some of the projects. Is this something temporary? Orders are up, and in terms of profitability, is it going to hold into the next fiscal year? The first half of the question regarding IT, I would like to turn it over to Kato-san. Kato speaking. Thank you for the question. Definition of large projects is very hard to state. I cannot directly answer you in terms of what happened excluding large projects. Be it finance or other projects, DX demand is very strong.
The model-related demand is very strong. We're getting a lot of inquiries, orders, as well as revenues. The feel that we have is very strong and good, so I think we can be upbeat for the coming fiscal year. As for the second half of the question, elevator business. Starting from the start of the year, there have been negative factors, and the largest impact has come from material price increase. It's been up by JPY 10 billion compared to our original plan, and we have tried to recover through FX impact and others. But as I said, elevator renewal business here in Japan is worsening. It's down by tens of billions of JPY here in Japan.
Because of that, compared to the budget, a downward revision is needed. As I said, material price increase on the order of JPY 10 billion. If we can control that, next fiscal year, the impact from this will become smaller. Elevator renewal business in Japan with pandemic placed under control and once investment activities resume, this will be better. As far as elevator business downward revision is concerned this time, it's because of one-off factors mainly, and so we're looking to recover this business in next fiscal year. Regarding the railway business, there are a number of factors that came into play. For one thing, project cost rose. There were quality issues that happened, so we had to rectify that, increasing cost.
In specific projects, on a one-off basis, cost increases occurred on a one-off basis, so these are temporary factors. Next fiscal year, we will no longer see them. On a more strategic note, the profitability from train cars in railway signals and service business compared to such other businesses, profitability there is not very high, so we have to adjust that. We will have to shift investment resources away from train cars to other railway related business. We're about to begin making such shift or adjustment. One-off factors and medium to long term factors are both at play. We're looking at both. Well, thank you. Question just to clarify.
On the elevator business side, so China real estate credit deterioration, because of that, you are making downward revision, it says, but we need not be too concerned about that. Looking at this, you would be very worried for the next fiscal year. Well, answer, Yoshikawa speaking. Inclusive of our outlook for the China business, if I may add a few comments. As Kawamura-san said, more so than what he said, from my perspective, what I can say is that, we're looking at the trends of the peers in the industry. Information from capital markets. In the West, we have competitors. For example, U.S. company Otis recently came up with a statement.
Therefore, Q4 orders in the Q4 in terms of the number of units has improved by 10% they're saying. Our European competitors' orders and revenue guidance will be affected by this US company's statement. On the other hand, our orders in the Q4 and orders for the full year, given the 10% that one of our peers has stated, not that we are inferior to their level. If you break down the profit and loss level, there could be varying factors coming into play. In terms of the outlook, robustness of the market in China remains on a fundamental basis in terms of the number of units.
Those who have number 1, number 2 in the China market leveraging that position, fundamentally, we would continue to be strong, not being beaten by our peers, so it's not all doom. Let me just add that comment. Thank you. We still have many hands up, but in the interest of time, the next question will be the last. Masaya Yamasaki, please. Please unmute and ask your question. Question.
I hope you can hear me.
Yes, we can hear.
I have a question, other than performance. You have talked about the organization change. I have two questions regarding this change in organization. Regarding Hitachi Digital, there is going to be a North American base will have a name change to enhance the functions. What kind of functions do you intend to increase or enhance? Second question is regarding the very simplified structure with three pillars. What used to belong in mobility, and it seems that Railway is going to become separate. But how did you reorganize the business into the three areas?
Yoshikawa-san, can you address that? Answer.
We had the digital holdings existed in Silicon Valley, and it was a vehicle for the purpose of investments. On this occasion, we want to develop this further, evolve into a different structure. It will have a substance. There'll be about 100 employees in Hitachi Digital. Lumada business deployment headquarters will be established here. Lumada was based in Tokyo or Japan, but we will have a base in Silicon Valley, so that we can globally develop Lumada. It is different to the digital holdings company we had in the past. It's completely different. It has a strategic intention in establishing this company from Tokyo. A person in charge will be seconded to this location.
Now to your second question. Railways is now separate from the building system or elevators. Now, for the railway system is very close to the environmental business, and that is our understanding of this business. In the past, it is different from the diesel railways. The hybrid and electrification is promoted in railways. It has a very high affinity with the environmental business. We've positioned this railway system in the environmental area. For elevator is more industrial equipment. That is the reason why we separated the two. That's all. Thank you.
Thank you. Time is up, so with that, we would like to conclude the earnings briefing for the Q3 results for the year ending March 2022. Thank you very much for taking time out of your busy schedules to attend this. Thank you.