Slide 1: Announcement of FY 2021 Year-End Results
パワーポイントテンプレート Announcement of FY 2021 Year-End Results May 26, 2022 0
Slide 2: I. Results Outline
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Slide 3: Outline of Consolidated Results for the Period Ended March 2022
1. Outline of Consolidated Results for the Period Ended March 2021 (Units: millions of yen) 2022/3 2021/3 Change From 2022/3 (Actual Results) (Actual Results) Prev. Period (Revised Forecast) Net Sales 113,305 104,185 ＋8.8％ 112,500 Operating 3,795 2,614 ＋45.2％ 3,200 Income Ordinary 4,261 2,714 ＋57.0％
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】 113.30 104.18 ● System Kitchens ＋ 7,650 million yen Net Sales ● System Bathrooms ＋ 90 million yen ● Washstands ＋ 30 million yen ＋ 9.12 billion yen ● Incr
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 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 36,000 35.48 34,000 Gross Profit 32,000 ＋ 3.07 billion yen ● Sales Expenses 30,000 ＋ 220 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 【2022/3】 (Units: millions of yen) Other 6.2％ 120,000 113,305 107,525 Bathtubs & 104,185 7,075 Washstands 13.2％ 6.2％ 7,250 80.6％ 7,013 14,956 100,000 13.2％ Kitchen Equipment 15,973 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) 6.1 ％ 5.1 ％ 4.9 ％ 5.1％ 15.5 ％ 5.5 ％ Direct-Sales 14.7 ％ (Condominium owners) 16.0 ％ 14.8 ％ 14.5％ Housing Constructors General Routes (Construction Contractors - Home builder) 78.4 ％ 78.9 ％ 79.7 ％ 80.4 ％ 80.4％ 0 2021/3 2022/3 2019/3 2020/3 20
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) 90.00 83.94 85.29 Total Assets ● Current Assets ＋ 1,090 million yen ● Fixed Assets ＋ 260 million yen ＋1.35 billion yen 80.00 ● Cash and Deposits △ 370 m
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 85.29 ● Accounts Payable - Trade ＋ 640 million yen ● Current Portion of Long-term Borrowings 24.58 26.37 Current Liabilities △ 690
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 21.98 △3.7 20.00 15.00 10.00 5.78 5.00 2.66 ＋ 31.2 1.22 0.00 △48.7 △ 1
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs (Units: billions of yen) 【Major Capital Investment Details】 7.30 5.0 FY 2021 Results 4.20 ① Production-Related 1,520 million yen ② Operations-Related 810 million yen 4.0 ③ Information-Related 1,740 million yen 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 80.5 81.3
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 13.1 12.2 11.7 11.3 40 800 7
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 1,844 1,815 1,804 1,742 1,688 5.0 4.7
Slide 15: Forecasted Consolidated Results for the Period Ending March 2023
8. Forecasted Consolidated Results for the Period Ending March 2023 (Units: millions of yen) 2022/3 2023/3 Change From (Actual Results) （Forecast） Prev. Period Net Sales 113,305 118,000 ＋4.1％ Operating Income 3,795 4,000 ＋5.4％ Operating Income Margin 3.3％ 3.4％ - Ordinary Income 4,261 4,470 ＋4.9％ Ord
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 Fitted Kitchens 1 ▶ Introduction of new “STEDIA” ＋ Renovation Grand Prix No. 1 Fitted Kitchen
Slide 21: Introduction of new STEDIA
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Introduction of new “STEDIA “Renovation Grand Prix 2022” No. 1 High evaluations in the market drove the business performance for FY2021 Kitchen category overall ranking The “Dual Top Open Plan” is loaded with
Slide 22: Enhancement of designability for Rakuera
4. 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 23: Enhancement of system bathrooms
4. 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 24: Creating a system that enhances the New Lifestyle
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Creating a system that enhances the “New Lifestyle” Showrooms Online showrooms Experience any time, anywhere! ● Purposed for expanding the recognition of new products with sales promotions Promotional Item ● C
Slide 25: 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 wealthy class Kitchen 2 ▶ New lifestyles with kitchen “HIROMA” Overseas business ▶ Expansion
Slide 26: Luxury kitchen business for the wealthy class
4. 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 27: 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 Standar
Slide 28: Expansion of overseas business operations
4. 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 for Asian destinations. Dalian Korea ●Suppo
Slide 29: 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 KPI ▶Three new non-financial targets are set ▶Aiming to create a sustainable society ESG activities １ ▶ A “Sustainability R
Slide 30: Three new non-financial targets are set
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Three new non-financial targets are set Environment related KPIs Human resources related KPIs (three new additions starting in FY2022) FY2030 non-financial Child care leave Greenhouse gasses reduced by Female
Slide 31: Aiming to create a sustainable society
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶Aiming to create a sustainable society Activities for achieving a reduction in greenhouse gasses by 50%, in comparison with FY2013 Installation of solar power generating systems Electricity power sources updat
Slide 32: 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 A “Sustainability Report” was issued introducing our activities intended to achieve a sustainable society. 31
Slide 33: Toward the realization of the Long-term vision CSV30
5. 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 Strategic investments for Long-term Management Plan sustainable growth vision Promote conversion into fans (Targets for FY2030) 2021
Slide 34: Other topics
6. 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 Giving back to local communities, contributes to the development of wrestling competition in Japan. with gratitud
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