Cleanup Corporation · TSE:7955
Cleanup — H1 FY2022 Earnings Presentation
36 slides from Cleanup's earnings presentation, Nov 17, 2022
Slide 1: Announcement of FY 2022 Interim Results
パワーポイントテンプレート Presentation Material: Announcement of FY 2022 Interim Results November 17, 2022 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 2022
1. Outline of Consolidated Results for Interim Period Ended September 2022 (Units: millions of yen) Increase / decrease 2022/9 2021/9 Change From 2022/9 Amounts （Actual Results Compared To Revised Plan (Actual Results) (Actual Results) Prev. Period (Previous Forecast) - Forecast） Net Sales 61,310 54
Slide 4: Consolidated Profits (1) Net Sales, Gross Profit
2. Consolidated Profits (1) Net Sales, Gross Profit (Units: billions of yen) 70000 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】 61.31 ● System Kitchens ＋ 5,340 million yen 60000 Net Sales ● System Bathrooms ＋ 230 million yen 54.93 ● Washstands/Vanities ＋ 100 million yen ＋6.3
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 18.93 Gross Profit ＋ 0.96 billion yen 【Main Increase/Decrease Factors】 ●Sales Expenses ＋ 180 million yen ●Distribution Expenses ＋ 530 million yen SGA Expenses ●Personnel Expen
Slide 6: Sales Composition (1) By Segment (Consolidated)
3. Sales Composition ① By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other (Units: millions of yen) 【2022/9】 118,000 120,000 113,305 Other 6.8％ 7,314 6.2％ 7,075 6.2％ Bathtubs & 13.2％ 15,200 Washstands 100,000 14,956 13.2％ 12.9％ 80.0％ Kitchen Equipment 80,000 61,310 54,937 4,164 6
Slide 7: 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 6.2％ General Routes (Construction Contractors - Home Renovation) 6.1％ 12.9％ 5.1％ 15.5％ 14.5％ 【First-Half Base】 5.9% 4.6% 14.9％ 80.9％ 3.9% 14.9％ 78.4％ 80.4％ 14.6％ 80.5% 79.
Slide 8: 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】 87.71 85.02 85.29 ●Current Assets ＋ 2,450 million yen Total Assets ●Fixed Assets △ 30 million yen ＋ 2.42 billion yen 75 Cash and Deposits ●Cash and Deposi
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】 87.71 【 Increased/Decreased Values 】 85.02 85.29 ●Short-term Borrowing ＋ 920 million yen ●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 25.00 21.98 22.43 （2022/3） △1.62 20.36 20.00 Compared to Year-End Balanc
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs 【FY2022 Major Capital Investment Details】 (Units: billions of yen) 5.88 6.0 First-Half Results 5.0 ① Production Equipment 310 million yen ② Operations-Related 190 million yen 4.20 （Showroom Renovation etc.） 4.0 ③ ES
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 86.0 1,207 1,242 1,228 1,2
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 13.1 12.2 40 800 757 752 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 (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6 Volume 150 2,000 Cleanup Share 10.0 1,833 1,844 1,815 1,804 1,742 1,688 5 4.7 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 Margin 3.3％ 3.4％ - Ordinary Income 4,261 4,470 ＋4.9％ Ordinary I
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: Creating a system that enhances the New Lifestyle
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 Measures ▶ Substantiation of sales expansion strategies with the new “STEDIA” Marketi
Slide 21: Substantiation of 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: Creating a system that enhances the New Lifestyle 1/3
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Creating a system that enhances the “New Lifestyle” 1/3 [ Real (offline)] [Online] Showrooms Online showrooms ● Purposed for expanding the recognition of Online consultation new products and sales promotions
Slide 23: Creating a system that enhances the New Lifestyle 2/3
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Creating a system that enhances the “New Lifestyle” 2/3 Showrooms (real) Renovations at two showrooms until October FY2022 Kawagoe Showroom Tsu Showroom Very first exhibit of “double- row type” kitchen at our
Slide 24: Creating a system that enhances the New Lifestyle 3/3
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Creating a system that enhances the “New Lifestyle” 3/3 Enhancement of Home Page and SNS Supporting harmonious blending of the kitchen with the interior decor: Launching the “Kitchen Color Simulation” interne
Slide 25: Water Section Workshops enhancement 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 16th year since starting in 2006 2013 End of September 2022 2009 3,000 Approx. 4,000 Number of
Slide 26: Water Section Workshops enhancement 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” 2/2 Official “Water Section Workshops” website renewed in March 2022 - Further enhancement of cust
Slide 27: 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 28: 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 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
Slide 29: 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 ●Simpli
Slide 30: 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 Dalian stainless steel, are considered key items, primarily for Korea Asian destinations. Hong K
Slide 31: 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 non-financial targets set from FY2022 ▶ Sustainability promotion framework organized Framework organizations ES
Slide 32: 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 33: Sustainability promotion framework organized
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ Sustainability promotion framework organized Promotion framework organized in April 2022, ■ Sustainability Promotion Framework (from April 2022) to increase effectiveness of sustainability efforts Board of Di
Slide 34: ESG activities: Issue of Sustainability Report 2022
4. Progress status of strategy implementations for the “2021 Medium-term Management Plan” ▶ ESG activities: Issue of “Sustainability Report 2022” “Sustainability Report 2022” released September 22 New feature for “Guidelines of Sustainable Development Goals (SDGs) for Products and Services” 33
Slide 35: 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 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