Slide 1: Announcement of FY 2020 Year-End Results
パワーポイントテンプレート Announcement of FY 2020 Year-End Results May 27, 2021 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 2021
1. Outline of Consolidated Results for the Period Ended March 2021 (Units: millions of yen) 2021/3 2020/3 Change From 2021/3 (Actual Results) (Actual Results) Prev. Period (Revised Forecast) Net Sales 104,185 107,525 △3.1％ 103,500 Operating 2,614 2,499 ＋4.6％ 2,500 Income Ordinary 2,714 2,545 ＋6.6％ 2
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】 107.53 ● System Kitchens △ 1,550 million yen 104.18 Net Sales ● System Bathrooms △ 1,270 million yen ● Washstands ＋ 120 million yen △ 3.34 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)】 【Main Increase/Decrease Factors】 36.68 35.48 38,000 36,000 34,000 Gross Profit 32,000 △ 1.19 billion yen ● Sales Expenses 30,000 △ 790 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 【2021/3】 (Units: millions of yen) Other 6.7％ 120,000 107,525 Bathtubs & 104,486 104,185 Washstands 14.2％ 7,250 6.7％ 79.1％ 6,733 7,013 100,000 Kitchen Equipment 15,973 14.2％ 16,280 14,816 80,000 60,000 【2
Slide 7: Sales Composition (2) By Sales Route (Non-Consolidated)
3. Sales Composition (2) By Sales Route (Non-Consolidated) 5.1 ％ 5.1 ％ 4.9 ％ 5.1％ 16.3 ％ 5.5 ％ Direct-Sales 16.0 ％ 14.7 ％ (Condominium owners) 14.8 ％ 14.5％ Housing Constructors General Routes (Construction Contractors - Home Renovation) 78.6 ％ 78.9 ％ 79.7 ％ 80.4 ％ 80.4％ 0 2020/3 2021/3 2018/3 2019/3
Slide 8: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 【Assets】 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 (Units: billions of yen) 83.94 Total Assets ● Current Assets ＋ 4,230 million yen 80.11 ● Fixed Assets △ 400 million yen ＋3.83 billion yen Cash and Deposits Notes and Accounts Re
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) 83.94 80.11 ● Accounts payable - trade ＋ 640 million yen ● Short-term loans payable △ 500 million yen 24.58 Current Liabilities ● Current
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 22.36 20.06 + 23.0 20.00 15.00 10.00 6.78 5.00 △ 41.2 2.66 1.23 0.00 + 30.7
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs (Units: billions of yen) 【Major Capital Investment Details】 5.0 FY 2020 Results ① Production-Related 630 million yen ② Showroom Renovation 570 million yen 4.0 3.75 ③ Information Investment 740 million yen 3.41 3.32
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 1,242 1,228 1,218 1,207 80.7
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 13.7 13.1 12.2 11.7 11.3 40
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 1,833 1,844 1,815 1,804 1,688 5.0 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 104,185 110,000 ＋5.6％ Operating Income 2,614 2,800 ＋7.1％ Operating Income Margin 2.5％ 2.5％ - Ordinary Income 2,714 2,900 ＋6.8％ Ord
Slide 16: II. Management Strategy
II. Management Strategy (Review of Previous Medium-term Management Plan and Outline of New Medium-term Management Plan) 15
Slide 17: Review of 2018 Medium-term Management Plan (2018-2020)
1. Review of "2018 Medium-term Management Plan” (2018-2020) [Previous medium-term management plan] 2018 Medium-term 2021 Medium-term Management Plan Management Plan 2018-2020 Postal code: 2021-2023 ▶ Basic Policy Commemorating the 70th anniversary of our establishment, moving forward. At Cleanup we
Slide 18: Review: Increase shares in mid to high-end markets
1. Review of “2018 Medium-term Management Plan” (2018-2020): Qualitative Performance Outcomes Structural Increase shares in mid to high-end markets Reforms Innovating the brand of fitted kitchens Product Launched in February 2018 Product Launched in September 2018 2 Based on the concept of “bringing
Slide 19: Review: Flagship showrooms and showroom renovations
1. Review of “2018 Medium-term Management Plan” (2018-2020): Qualitative Performance Outcomes Structural Increase shares in mid to high-end markets Reforms Enhance showrooms, which serve as important points of contact with customers ■ Flagship showrooms: Four locations established nationwide (Opened
Slide 20: Review: Expanding overseas business and promoting new business
1. Review of “2018 Medium-term Management Plan” (2018-2020): Qualitative Performance Outcomes Growth Focus on expanding overseas business operations and promoting new strategies business activities, to create new markets Expansion of Overseas Business Operations Promote new business ◆The sale and ex
Slide 21: Review: Create brands, 70th anniversary, ESG activities
1. Review of “2018 Medium-term Management Plan” (2018-2020): Qualitative Performance Outcomes Business foundation enhancements Create brands 70th anniversary of business ESG activities ◆Corporate branding implemented, which conveys ◆ The “Sustainability Report” was issued to introduce our passion as
Slide 22: Review of 2018 Medium-term Plan: Business Performance
1. Review of “2018 Medium-term Management Plan” (2018-2020): Business Performance (14/4) (17-18) (19/10) (20/2) Consumption (15-17) Consumption 消費増税 賃貸サブリース Problems with illegal 消費増税 コロナウイルス Proliferation of (Unit: 100 million yen) tax rate increased 相続税対策貸家需要増 Demand increases for renting houses a
Slide 23: Launch of 2021 Medium-term Management Plan (2021-2023)
2. Launch of “2021 Medium-term Management Plan” (2021-2023) [New Medium-Term Management Plan] 2018 Medium-term 2021 Medium-term Management Plan Management Plan Postal code: 2018-2020 2021-2023 [Features of New Medium-Term Management Plan] In an effort to formulate into reality our corporate philosop
Slide 24: Management philosophy: Mission of the Cleanup Group
3. Management philosophy: Mission of the Cleanup Group The 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 lifest
Slide 25: Long-term vision: Cleanup Sustainability Vision 2030
4. 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 26: Basic Policies and Strategies of 2021 Medium-term Management Plan
5. Basic Policies and Strategies of “2021 Medium-term Management Plan” Basic policy of 2021 Medium-term Management Plan We utilize the strengths of the Cleanup Group to achieve “sustainable growth”. 1. Improve profitability of existing businesses 2. Expand business domains 3. Enhance management base
Slide 27: Relationship of the Plan with ESG and SDGs solutions
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 28: Numerical targets for the 2021 Medium-term Management Plan
5. 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 29: Topics: Flagship system kitchen brands rated highly by industry papers
6. Topics (progress of strategies and implementations) The three flagship system kitchen brands were rated highly by two industry papers Nikkei Home Builder Renovation Industry Newspaper Desired for implementation by professionals Facility and building materials selected by renovation sales Architec
Slide 30: Marketing Measures in Response to New Lifestyle
6. Topics (progress of strategies and implementations) Marketing Measures in Response to “New Lifestyle” The Virtual to Real feature promotes customer visits, utilizing the web and digital media. Attention Interest & searches Action TV ads (Satellite Online showroom Showrooms broadcasts) Web seminar
Slide 31: Launch of made to order iaponica kitchen
6. Topics (progress of strategies and implementations) Launched sales of the made to order “iaponica”, a model with availability limited to Japan ▶ Entered the domestic high-end made to order kitchen market, with the aim of establishing a highly value-added type business model ▶ A joint development
Slide 32: Ten years since the earthquake disaster, message of gratitude
6. Topics (progress of strategies and implementations) “ Ten years since the earthquake disaster, Let us convey a message of “ ‘gratitude’ everywhere throughout Japan. March 11, 2021 marks the 10th year since the Great East Japan Earthquake. We would like to express our gratitude for the support we
Slide 33: 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