Cleanup Corporation · TSE:7955
Cleanup — H1 FY2021 Earnings Presentation
36 slides from Cleanup's earnings presentation, Nov 18, 2021
Slide 1: Announcement of FY 2021 Interim Results
パワーポイントテンプレート Presentation Material: Announcement of FY 2021 Interim Results November 18, 2021 0
Slide 2: I. Interim Results Outline
4 [$1777 FyF YDS, RBED<KS5 Sse I . Interim Results Outline
Slide 3: Outline of Consolidated Results for Interim Period Ended September 2021
1. Outline of Consolidated Results for Interim Period Ended September 2021 (Units: millions of yen) Increase / decrease 2021/9 2020/9 Change From 2021/9 Amounts （Actual Results Compared To Revised Plan (Actual Results) (Actual Results) Prev. Period (Previous Forecast) - Forecast） Net Sales 54,937 47
Slide 4: Consolidated Profits (1) Net Sales, Gross Profit
2. Consolidated Profits (1) Net Sales, Gross Profit (Units: billions of yen) 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 54.93 ● System Kitchens ＋ 5,520 million yen Net Sales ● System Bathrooms ＋ 500 million yen 47.67 ● Washstands/Vanities ＋ 90 million yen ＋7.26 billion yen
Slide 5: Consolidated Profits (2) SGA Expenses, Operating Income
2. Consolidated Profits ② SGA Expenses, Operating Income (Units: billions of yen) 【Increased/Decreased Values (Rates)】 18.93 Gross Profit ＋ 2.89 billion yen 【Main Increase/Decrease Factors】 16.04 ●Sales Expenses △ 70 million yen ●Distribution Expenses ＋ 320 million yen SGA Expenses ●Personnel Expens
Slide 6: Sales Composition (2) By Sales Route (Non-Consolidated)
3. Sales Composition ② By Sales Route (Non-Consolidated) 【Full-Term Base】 Direct-Sales (Condominium owners) Housing Constructors 5.7％ General Routes (Construction Contractors - Home Renovation) 4.9％ 5.1％ 14.6％ 14.5％ 14.7％ 【First-Half Base】 4.6% 2.8% 3.9% 14.9％ 79.7％ 80.4％ 14.5％ 80.4％ 14.6％ 82.7% 81.
Slide 7: Sales Composition (1) By Segment (Consolidated)
3. Sales Composition ① By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other (Units: millions of yen) 【2021/9】 Other 6.2％ 120,000 112,500 104,185 6.7％ 7,016 Bathtubs & 14.2％ 100,000 7,013 6.2％ Washstands 79.6％ 16,197 14,816 14.2％ 14.4％ Kitchen Equipment 80,000 54,937 60,000 47,672
Slide 8: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 (Units: billions of yen) 【Increased/Decreased Values】 【 Main Increase/Decrease Factors 】 【Assets】 83.94 85.02 81.06 Total Assets ●Current Assets ＋ 730 million yen ●Fixed Assets ＋ 350 million yen 75 ＋ 1.08 billion yen Cash and Deposits ●Cash and Deposits ＋
Slide 9: Consolidated Balance Sheet Summary – 2/2
4. Consolidated Balance Sheet Summary – 2/2 (Units: billions of yen) 【Primary Reasons for Increase/Decrease】 【Liabilities･Minority Interests・Assets】 【 Increased/Decreased Values 】 83.94 85.02 ●Short-term Borrowing ＋ 290 million yen 81.06 ●Current Portion of Short-term Borrowings Current Liabilities
Slide 10: Consolidated Cash Flow Statement Summary
5. Consolidated Cash Flow Statement Summary (Units: billions of yen) Cash Flow from Operating Activities Cash Flow from Investing Activities Cash Flow from Financing Activities Interim (Year-End) Cash & Cash Equivalents Balance 25 22.36 22.43 21.66 （2021/3） ＋0.7 20 Compared to Year-End Balance 15 10
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs 【FY2021 Major Capital Investment Details】 (Units: billions of yen) 4.87 4.0 First-Half Results 3.18 ① Production Equipment 880 million yen 2.90 ② Operations-Related 330 million yen 3.0 （Showroom Renovation etc.） ③ I
Slide 12: Sales Results For Major Products and Cleanup Market Share - 1/3
7. Sales Results For Major Products and Cleanup Market Share - 1/3 Complete System Kitchen Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 100 Volume 400 1,400 Cleanup Share 30.0 1,242 1,228 1,218 1,204 1,
Slide 13: Sales Results For Major Products and Cleanup Market Share - 2/3
7. Sales Results For Major Products and Cleanup Market Share - 2/3 Modular System Bathroom Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 16.0 Volume 50 1,000 Cleanup Share 10.0 13.7 13.1 12.2 40 800 754
Slide 14: Sales Results For Major Products and Cleanup Market Share - 3/3
7. Sales Results For Major Products and Cleanup Market Share - 3/3 Washstands/Vanities Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6 Volume 150 2,000 Cleanup Share 10.0 1,804 1,833 1,844 1,815 1,804 1,688 5 4.7 4.7
Slide 15: Forecasted Consolidated Results For The Period Ending March 2022
8. Forecasted Consolidated Results For The Period Ending March 2022 (Units: millions of yen) 2021/3 2022/3 Change From (Actual Results) (Forecast) Prev. Period Net Sales 104,185 112,500 ＋8.0％ Operating Income 2,614 3,200 ＋22.4％ Operating Margin 2.5％ 2.8％ - Ordinary Income 2,714 3,600 ＋32.6％ Ordinary
Slide 16: II. Future Strategy
II. Future Strategy Progress of Medium-Term Management Plan 15
Slide 17: Principal aspects of 2021 Medium-term Management Plan
1. Principal aspects of “2021 Medium-term Management Plan” (2021-2023) New medium-term management plan from April 2021. 2021 Medium-term Management Plan 2021-2023 [Features of New Medium-Term Management Plan] In an effort to formulate into reality our corporate philosophy on “Creating cheerful smile
Slide 18: Management philosophy: Mission of Cleanup Group
2. Management philosophy: Mission of Cleanup Group Cleanup Group has been striving to contribute to the creation of abundant residences of our customers through our business activities, with the “Five Concepts” as the core of our management. We will continue to create and propose “new lifestyle valu
Slide 19: Long-term vision: Cleanup Sustainability Vision 2030
3. Long-term vision Cleanup Sustainability Vision 2030 (CSV30) “Leading the way to the future for people and their lifestyle” At Cleanup we are the pioneers of fitted kitchens as we endeavor to become the company that continues to be selected by families all around the world, through our efforts to
Slide 20: Basic Policies and Strategies of 2021 Medium-term Management Plan
4. Basic Policies and Strategies of “2021 Medium-term Management Plan” Basic policy of 2021 Medium-term Management Plan We utilize the strengths of Cleanup Group to achieve “sustainable growth”. 1. Improve profitability of existing businesses 2. Expand business domains 3. Enhance management base for
Slide 21: Relationship of the Plan with solutions for ESG and SDGs
5. Relationship of the “2021 Medium-term Management Plan” with solutions for ESG and SDGs Engage in pursuits to resolve important issues (ESG and SDGs) towards the creation of a sustainable society, through our business activities [Non-financial targets] Reduce greenhouse gasses by 50% in comparison
Slide 22: Numerical targets (2021 - 2023)
6. Numerical targets for the “2021 Medium-term Management Plan” (2021 - 2023) In the final year of the 2021 Medium-term Business Plan, we aim to achieve: ● Consolidated sales of ¥120 billion ● Consolidated operating profit of ¥5 billion (with an operating profit rate of 4.2%) 2021 Medium-term Long-t
Slide 23: Strategy 1: Develop demand for existing businesses
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” Develop demand for existing businesses and turn them around Strategy 1 from a low-income structure ■ Progress status [Fitted Kitchens 1] ▶ Introduction of new “STEDIA” [Fitted Kitchens 2] ▶ Enhancement of “desi
Slide 24: Introduction of new STEDIA
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Introduction of new “STEDIA”: Large scale model change in February 2022 Introduction of new open plan that satisfies desires and true intentions The desirable open plan kitchen, with the “Dual Top Island Plan
Slide 25: Enhancement of designability for Rakuera
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Enhancement of “designability” for Rakuera Doors that best match interior decors for particular tastes Substantiated assortment of door colors [Latest additions] [Total] 11 colors 30 colors Refurbished conten
Slide 26: Enhancement of system bathrooms
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Enhancement of system bathrooms “Aqulia-Bath” “Yuasis” Quality remains the same, with increased focus on narrowly Popular interior decorating elements selected items to deliver plans with superior cost balanc
Slide 27: Expansion of Ienaka Campaigns and Online Showrooms
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Expansion of Ienaka Campaigns and Online Showrooms Marketing Measures in Response to “New Lifestyles” Showrooms Online showrooms Experience any time, anywhere! ● Purposed for expanding the recognition of new
Slide 28: Create new customers through new businesses
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” Strategy 2 Create new customers through new businesses ■ Progress status [Kitchen 1] ▶ Luxury kitchen business for the wealthy class [Kitchen 2] ▶ Implementation of new lifestyles with kitchen “HIROMA” [Oversea
Slide 29: Luxury kitchen business for the wealthy class
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Luxury kitchen business for the wealthy class Overseas luxury brand Domestic premium made-to-order kitchen A brand delivered Luxury Italian through a joint venture kitchen brand with Valcucine of Italy This l
Slide 30: Implementation of new lifestyle with kitchen HIROMA
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Implementation of new lifestyle with kitchen “HIROMA” Full-scale sales start from October 4! ⚫ Elements of the kitchen have been simplified to an ultimate degree and the dining table is merged with the kitche
Slide 31: Expansion of overseas business operations
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Expansion of overseas business operations Creating new markets ⚫Exports and sales of kitchen products made with stainless steel, are considered key items, primarily Dalian for Asian destinations. Korea Tokyo
Slide 32: Enhanced management base from the perspective of ESG/SDGs
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” Strategy 3 Enhanced management base from the perspective of ESG/SDGs ■ Progress status [Responsive action for issues of climate change] ▶ Action for reducing carbon dioxide emissions [ESG activities] ▶ A “Susta
Slide 33: Activities to resolve important issues (ESG and SDGs issues)
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Activities to resolve important issues (ESG and SDGs issues), towards the creation of a sustainable society, are performed through our business activities “Responsive action for climate change”: Activities fo
Slide 34: ESG activities: Sustainability Report issued
7. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Activities to resolve important issues (ESG and SDGs issues), towards the creation of a sustainable society, are performed through our business activities ESG activities A “Sustainability Report” was issued i
Slide 35: Other topics (promotion of sports)
8. Other topics (promotion of sports) ▶ Since the establishment in 1992, the Wrestling Club operates as a company sports activity and contributes to the development of wrestling competition in Japan. Activities of the Wrestling Club Hiroe Minagawa (Women’s 76-kg class), wins 5th place at the “Tokyo
Slide 36: Cleanup Corporation
For any questions concerning investor relations, please contact: Cleanup Corporation General Affairs Department, General Affairs / IR Section Contact our IR Representative Phone +81-(0)3-3894-4771 URL https://cleanup.jp/ Disclaimer This material is intended to provide information regarding the FY202