Slide 1: Announcement of FY 2022 Year-End Results
パワーポイントテンプレート Announcement of FY 2022 Year-End Results May 26, 2023 0
Slide 2: I. Results Outline
4 [$1777 FUF YDS, RREDCL 35 Seco et I . Results Outline
Slide 3: Outline of Consolidated Results for the Period Ended March 2023
1. Outline of Consolidated Results for the Period Ended March 2022 (Units: millions of yen) 2023/3 2022/3 Change From 2023/3 (Actual Results) (Actual Results) Prev. Period (Revised Forecast) Net Sales 124,012 113,305 ＋9.4％ 118,000 Operating 3,014 3,795 △20.6％ 4,000 Income Ordinary 3,562 4,261 △16.4％
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】 124.01 113.30 ● System Kitchens ＋ 9,160 million yen Net Sales ● System Bathrooms ＋ 180 million yen ● Washstands ＋ 100 million yen ＋ 10.71 billion yen ● I
Slide 5: Consolidated Profits (2) SGA Expenses, Operating Income
2. Consolidated Profits (2) SGA Expenses, Operating Income (Units: billions of yen) 38,000 38.56 39.58 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 36,000 34,000 Gross Profit 32,000 ＋ 1.02 billion yen ● Sales Expenses 30,000 ＋ 120 million yen 28,000 ● Distribution Expenses ＋
Slide 6: Sales Composition (1) By Segment (Consolidated)
3. Sales Composition (1) By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other 【2023/3】 (Units: millions of yen) 124,012 Other 6.4％ 120,000 113,305 7,942 Bathtubs & 104,185 7,075 Washstands 12.3％ 15,251 6.4％ 81.3％ 7,013 14,956 100,000 12.3％ Kitchen Equipment 14,816 80,000 60,000 10
Slide 7: Sales Composition (2) By Sales Route (Non-Consolidated)
3. Sales Composition (2) By Sales Route (Non-Consolidated) 7.0％ 6.1％ 15.5％ 4.9 ％ 5.1％ 15.5％ 5.5 ％ Direct-Sales 14.7 ％ (Condominium owners) 14.8 ％ 14.5％ Housing Constructors 77.5％ General Routes (Construction Contractors - Home builder) 78.4％ 79.7 ％ 80.4 ％ 80.4％ 0 2022/3 2023/3 2020/3 2021/3 2019/3 6
Slide 8: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 【Assets】 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 100 (Units: billions of yen) 90 85.29 8７.93 Total Assets ● Current Assets ＋ 2,550 million yen ● Fixed Assets ＋ 100 million yen 80 ＋2.65 billion yen ● Cash and Deposits ＋ 50 mill
Slide 9: Consolidated Balance Sheet Summary – 2/2
4. Consolidated Balance Sheet Summary – 2/2 【Liabilities/Net assets】 【Increased/Decreased Values】 【Primary Reasons for Increase/Decrease】 (Units: billions of yen) 87.93 85.29 ● Accounts Payable - Trade ＋ 870 million yen ● Short-term Borrowings 26.38 △ 1,500 million yen 26.37 Current Liabilities ● Cu
Slide 10: Consolidated Cash Flow Statement Summary
5. Consolidated Cash Flow Statement Summary Cash Flow from Operating Activities Cash Flow from Investing Activities (Units: billions of yen) Cash Flow from Financing Activities Year-End Cash & Cash Equivalents Balance 25.00 21.98 22.03 ＋0.5 20.00 15.00 10.00 5.78 5.00 △14.8 4.30 0.00 ＋3.4 △ 2.62 △ 3
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs (Units: billions of yen) 【Major Capital Investment Details】 8.40 5.0 FY 2022 Results ① Production-Related 1,190 million yen 4.20 4.03 ② Operations-Related 490 million yen 4.0 ③ ESG-Related 150 million yen 3.30 3.18
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 90.5 1,228 1,218 81.3 1,200
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 Monetary Value Demand Volume (Units: billions of yen) (Thousands of Sets) (Thousands of Sets) （％） 15.0 Volume 50 1,000 Cleanup Share 10 12.2 11.7 11.3 40 800 762 8
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 Demand Volume Demand Volume (Units: billions of yen) (Thousands of Sets) (Thousands of Sets) （％） 6.0 Cleanup Share 150 2,000 Cleanup Share 10.0 1,815 1,804 1,742 1,705 1,688 5.0 4.7
Slide 15: Forecasted Consolidated Results for the Period Ending March 2024
8. Forecasted Consolidated Results for the Period Ending March 2024 (Units: millions of yen) 2023/3 2024/3 Change From (Actual Results) （Forecast） Prev. Period Net Sales 124,012 131,000 ＋5.6％ Operating Income 3,014 4,400 ＋46.0％ Operating Income Margin 2.4％ 3.4％ - Ordinary Income 3,562 5,000 ＋40.4％ O
Slide 16: II. Future Strategy
II. Future Strategy Progress of Medium-Term Management Plan 15
Slide 17: Management philosophy: Mission of Cleanup Group
1. 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 18: Long-term vision
2. Long-term vision The company formulated the “Long-term Vision” in April 2021 and the Medium-term Management Plan is currently proceeding to achieve this vision. 【 Long-term vision 】 Cleanup Sustainability Vision 2030 (CSV30) “Leading the way to the future for people and their lifestyle” At Cleanu
Slide 19: Outline of 2021 Medium-term Management Plan - Basic Policies and Strategies
3. Outline of “2021 Medium-term Management Plan” - Basic Policies and Strategies 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 managemen
Slide 20: 2021 Medium-term Management Plan: Strategy 1 Progress
4. 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 1 ▶ Substantiation of sales expansion strategies with the new “STEDIA” Product Measures 2 ▶Mo
Slide 21: Sales expansion strategies with the new STEDIA
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Substantiation of sales expansion strategies with the new “STEDIA” Large scale model change in February 2022 Substantiation of contribution towards earnings by the new “STEDIA” starting from FY2022 Status on
Slide 22: Model change of our top model, CENTRO
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Model change of our top model, “CENTRO” A model change was implemented for the occasion of the 50th anniversary, since the release of our first system kitchen The new concept is "turning aspirations into joy”
Slide 23: New television commercial for 50th anniversary
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” Commemorating the 50th anniversary since the release of our first system kitchen Broadcasting of our new television commercial entitled “An opportunity to choose our kitchen will happen one day” <Intensive broa
Slide 24: Integrating real and online experiences 1/3
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Creating a new system that integrates real and online experiences 1/ 3 [ Real (offline)] [Online] Showrooms Online showrooms ● Purposed for expanding the recognition of Online consultation new products and sal
Slide 25: Integrating real and online experiences 2/3 Showrooms
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Creating a new system that integrates real and online experiences 2/ 3 Showrooms (real) Four showrooms were relocated or renovated in FY2022 Completely renovated and opened Relocated and opened Kawagoe Tsu Sho
Slide 26: Integrating real and online experiences 3/3 Renewal of web pages
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Creating a new system that integrates real and online experiences 3/ 3 Renewal of web pages Articles about selecting kitchens and information on products and showrooms are substantiated 25
Slide 27: Water Section Workshops 1/2
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Further enhancement of organization and information disseminating capability of the “Water Section Workshops” 1/2 17th year since starting in 2006 End of March, 2023 2013 2009 3,000 Approx. 4,000 Number of pa
Slide 28: Water Section Workshops 2/2
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Further enhancement of organization and information disseminating capability of the “Water Section Workshops” 1/2 Sustaining enhanced appeal of the official website “Water Section Workshops” (Most recent rene
Slide 29: Create new customers through new businesses
4. 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 high-end class Kitchen 2 ▶ New lifestyles with kitchen “HIROMA” Overseas business ▶ Expansion
Slide 30: Luxury kitchen business for the high-end class
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Luxury kitchen business for the high-end class A brand delivered through a joint venture with Valcucine of Italy Luxury Italian kitchen brand：Overseas luxury brand ：Domestic premium made-to-order kitchen This
Slide 31: New lifestyle with kitchen HIROMA
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ New lifestyle with kitchen “HIROMA” Proposing a new concept and lifestyle in the living room, dining room, kitchen layout ⚫ Collaboration with Hida Sangyo, a long-established manufacturer of furniture スタンダードタ
Slide 32: Expansion of overseas business operations 1/2
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Expansion of overseas business operations 1/2 Creating new markets ●Exports and sales of kitchen products made with stainless Dalian steel, are considered key items, primarily for Asian Korea destinations. Ho
Slide 33: Expansion of overseas business operations 2/2
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Expansion of overseas business operations 2/2 Through business partnership with National Furniture: Thai model system kitchen local production started (October 2022) Further responsive action is taken for cus
Slide 34: Enhanced management base from the perspective of ESG/SDGs
4. 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 Target ▶Pursue non-financial goals and materiality ESG activity 1 ▶Work towards the realization of a sustainable society ES
Slide 35: Three non-financial targets set from FY2022
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Three non-financial targets set from FY2022 Environment related KPIs Human resources related KPIs (three new additions starting in FY2022) FY2030 non-financial Child care leave Greenhouse gasses reduced by Fe
Slide 36: Work towards the realization of a sustainable society
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Work towards the realization of a sustainable society Activities for achieving a reduction in greenhouse gases by 50%, in comparison with FY2013 Measure for boiler fuel Conversion to fuel with low CO2 emissio
Slide 37: A Sustainability Report is issued
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ A “Sustainability Report ” is issued ESG activities The “Sustainability Report” issued Our activities, intended to achieve a sustainable society, are introduced. 36
Slide 38: Starting the Future Kitchen Project
5. Starting the “Future Kitchen Project” “Create a future with spiritual abundance, starting from the kitchen” Aiming to realize targets of the “Cleanup Sustainability Vision 2030” The project started on February 22, 2023, to pave the way for a future with new ideas that are not limited by existing
Slide 39: Future Kitchen Lab: Collaboration with Musashino Art University
5. Starting the “Future Kitchen Project” ▶Action ① “Future Kitchen Lab” Cleanup Collaborates with Musashino Art University A social experiment is performed, with “shedding the concept of LDK Collaborating with the exhibition, held by (living room-dining room-kitchen configuration concept)” as the to
Slide 40: Future Kitchen Project: Water Section Workshops recycling
5. Starting the “Future Kitchen Project” ▶Action ② “Future Kitchen Lab” Cleanup Collaborates with Water Section Workshops ●Collection of used kitchens and handover to recycling operators, are promoted when Water Section Workshop members perform renovations, using our “Stainless Steel Cabinet Kitchen
Slide 41: Future Kitchen Project: Elementary school children contest
5. Starting the “Future Kitchen Project” ▶Action ③ “Future Kitchen Lab” Cleanup collaborates with elementary school children nationwide Activities utilized to create innovation by exploring the future of kitchens with children - Aiming to create an even more abundant food culture, by commercializing
Slide 42: B/S Policy
6. B/S Policy The company shall sustain financial soundness and promote growth investments, intended to improve corporate value, as well as enhance shareholder returns [Utilization of cash and deposits] [Liabilities] ●Invest in new business developments and ●Utilize borrowings according to investmen
Slide 43: Toward the realization of the Long-term vision CSV30
7. Toward the realization of the Long-term vision "CSV30" New outline of strategic scenario drawn up to achieve CSV30 2027 Medium-term Management Plan 2024 Medium-term Management Plan Strategic investments for Long-term sustainable growth vision 2021 Medium-term Promote conversion into fans (Targets
Slide 44: Other topics
8. Other topics Cleanup Wrestling Club Cleanup Foundation Promoting sports through wrestling Since the establishment in 1992, the Wrestling Club operates as a company sports activity and contributes to the development of wrestling competition in Japan. Awarded a certificate of appreciation from the
Slide 45: 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