Cleanup Corporation · TSE:7955
Cleanup — H1 FY2023 Earnings Presentation
35 slides from Cleanup's earnings presentation, Nov 16, 2023
Slide 1: Announcement of FY 2023 Interim Results
パワーポイントテンプレート Presentation Material: Announcement of FY 2023 Interim Results November 16, 2023 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 2023
1. Outline of Consolidated Results for Interim Period Ended September 2023 (Units: millions of yen) Increase / decrease 2023/9 2022/9 Change From 2023/9 Amounts （Actual Compared To Revised Plan (Actual Results) (Actual Results) Prev. Period (Previous Forecast) - Previous Forecast） Results Net Sales
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】 70000 63.53 61.31 ● System Kitchens ＋ 2,980 million yen 60000 Net Sales ● System Bathrooms △ 270 million yen ● Washstands/Vanities △ 40 million yen ＋2.22
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)】 19.89 20.37 20,000 Gross Profit 18,000 ＋ 0.48 billion yen 【Main Increase/Decrease Factors】 16,000 ●Sales Expenses ＋ 590 million yen ●Distribution Expenses ＋ 70 million yen 14,000 SG
Slide 6: Sales Composition By Segment (Consolidated)
3. Sales Composition ① By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other (Units: millions of yen) 【2023/9】 Other 5.9％ 140,000 124,012 128,700 7,453 5.8％ Bathtubs & 12.3％ 6.4％ 120,000 7,942 Washstands 15,204 11.8％ 81.8％ 15,251 12.3％ Kitchen Equipment 100,000 80,000 61,310 63,535
Slide 7: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 (Units: billions of yen) 100 【Increased/Decreased Values】 【 Main Increase/Decrease Factors 】 【Assets】 90.46 87.71 87.93 Total Assets ●Current Assets ＋ 870 million yen ●Fixed Assets ＋ 1,650 million yen ＋ 2.52 billion yen 75 Cash and Deposits 51.84 ●Cash and
Slide 8: 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】 87.93 90.46 【 Increased/Decreased Values 】 87.71 ●Accounts Payable – Trade △ 550 million yen ●Short-Term Borrowings ＋ 1,660 million yen Current Liabili
Slide 9: 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 25.00 22.03 20.36 （2023/3） 20.17 20.00 △18.6 Compared to Year-End Balanc
Slide 10: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs 【FY2023 Major Capital Investment Details】 (Units: billions of yen) 9.0 8.23 First-Half Results 8.0 ① Production Equipment 920 million yen 7.0 ② Operations-Related 620 million yen ③ ESG/Sustainability 30 million yen
Slide 11: 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 96.1 90.5 1,242 1,228 1,21
Slide 12: 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 12.2 40 800 752 748 762 8.
Slide 13: 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 1,844 1,815 1,804 1,688 1,742 1,705 5 4.7 4.7
Slide 14: Forecasted Consolidated Results For The Period Ending March 2024
8. Forecasted Consolidated Results For The Period Ending March 2024 (Units: millions of yen) 2024/3 2024/3 Change From (Previous Forecast) (Revised Forecast) Prev. Period Net Sales 131,000 128,700 △1.8％ Operating Income 4,400 3,100 △29.5％ Operating Margin 3.4％ 2.4％ - Ordinary Income 5,000 3,600 △28.
Slide 15: II. Future Strategy
II. Future Strategy Progress of Medium-Term Management Plan 14
Slide 16: 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 17: Long-term vision
2. Long-term vision 【 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, th
Slide 18: Toward the realization of the Long-term vision CSV30
3. 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 19: Outline of 2021 Medium-term Management Plan - Basic Policies and Strategies
4. 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: Strategy 1: Develop demand for existing businesses
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 Product Measures① ▶ Model change for highest grade fitted kitchen “CENTRO” Product Measures②
Slide 21: Model change for highest grade fitted kitchen CENTRO
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Model change for highest grade fitted kitchen “CENTRO” Order taking began on June 1, 2023 Significant innovations implemented to commemorate 50th anniversary of introduction to first system kitchen in Japan N
Slide 22: Steady progression of sales expansion strategy for STEDIA
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Steady progression of sales expansion strategy for “STEDIA” Major model changes implemented February 2022 Sustaining strong performance in industry, while contributing to revenue of kitchen sector Kitchen sec
Slide 23: Continuing enhancements for the Water Section Workshops
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Continuing enhancements for the development of the “Water Section Workshops” 18th year since starting in 2006 2013 End of September 2023 2009 3,000 Approx. 4,000 Number of participating 1,000 participants com
Slide 24: Create new customers through new businesses
5. 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, targeting wealthy class, enters new phase Kitchen 2 ▶ Implementation of new lifestyles, with kitchen
Slide 25: Luxury kitchen business targeting wealthy class entering new phase
5. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Luxury kitchen business targeting wealthy class entering new phase Nationwide sales started for “Valcucine JP” and nationwide sales system readied Sales limited to direct sales route from manufacturer for pre
Slide 26: Proposing kitchen HIROMA for new lifestyle
5. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Enhancement implementation for new lifestyle, proposing kitchen “HIROMA” Proposing a new concept and lifestyle in the living room, dining room, kitchen layout ● Collaboration with Hida Sangyo, a long-establis
Slide 27: Expansion of overseas business operations
5. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Expansion of overseas business operations Through business partnership with National Furniture in Thailand: Model change of system kitchen “R&C” （From October 2023） Locally produced model was developed using
Slide 28: Enhanced management base from the perspective of ESG/SDGs
5. 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 ▶ A “Sustainability Report ” is issued ESG activity 2 ▶ P
Slide 29: Pursue non-financial goals and materiality
5. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Pursue non-financial goals and materiality Environment related KPIs Human resources related KPIs FY2030 non-financial Child care leave Greenhouse gasses reduced by Female manager ratio acquisition rate for ma
Slide 30: A Sustainability Report is issued
5. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ A “Sustainability Report ” is issued The “Sustainability Report” issued Our activities, intended to achieve a sustainable society, are introduced. 29
Slide 31: Promote Future Kitchen Project 1/2
5 Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Promote “Future Kitchen Project” 1/2 “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 2
Slide 32: Promote Future Kitchen Project 2/2
5. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Promote “Future Kitchen Project” 2/2 “Future Kitchen Illustrations Contest” Project born out of desire to create future kitch ens with children, incorporating free ideas and co ncept of SDGs Application period
Slide 33: Activities of Cleanup Foundation
5. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Activities of “Cleanup Foundation” 50 students selected for scholarship program of FY2023, who are in their 11th year Cumulative total number of students, over 11 years, receiving our scholarship: 460 students
Slide 34: 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 35: 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