Slide 1: Presentation Material: Announcement of FY2009 Year-End Results
Presentation Material: Announcement of FY2009 Year-End Results May 18, 2009 Cleanup Corporation Tokyo Stock Exchange, 1st Section, Code 7955 0
Slide 2: I. Results Outline
I. Results Outline 1
Slide 3: Outline of Consolidated Results for Period Ended March 2009
I. Results Outline 1. Outline of Consolidated Results for Period Ended March 2009 (Units: millions of yen) 2009/3 2008/3 Change From 2009/3 2009/3 Compared (Actual Results) (Actual Results) Prev. Period (Initial Plan) (Revised Plan) To Plan Net Sales 109,205 112,811 △3.2％ 122,000 113,500 △3.8％ Opera
Slide 4: Consolidated Profits: Net Sales, Gross Profit
I. Results Outline 2. Consolidated Profits ① Net Sales, Gross Profit (Units: billions of yen) 【Increased/Decreased 【Primary Reasons for Increase/Decrease】 Values (Rates)】 ● System Kitchens △1,720 million yen 112.81 109.20 Net Sales ・ＳＳ △70 million yen ・CLEANLADY △3,580 million yen △3.60 billion yen
Slide 5: Consolidated Profits: SGA Expenses, Operating Income
I. Results Outline 2. Consolidated Profits ② SGA Expenses, Operating Income (Units: billions of yen) 【Increased/Decreased Values (Rates)】 36.46 34.55 Gross Profit 【Primary Reasons for Increase/Decrease】 △1.92 billion yen ● Sales Expenses △910 million yen ● Distribution Expenses △360 million yen ● Sa
Slide 6: Sales Composition By Segment (Consolidated)
I. Results Outline 3. Sales Composition ① By Segment (Consolidated) Other 【2009/3】 (Units: millions of yen) Bathrooms & Washstands Kitchen Equipment Other 4.1％ 120,000 112,811 109,205 4,704 104,500 Bathtubs & 4,459 Washstands 18.0％ 4,334 4.2％ 77.9％ 100,000 20,244 19,615 19,465 18.6％ Kitchen Equipmen
Slide 7: Sales Composition By Sales Route (Non-Consolidated)
I. Results Outline 3. Sales Composition ② By Sales Route (Non-Consolidated) 9.0％ 10.2％ 10.9％ 9.3％ 16.2％ 16.9％ 7.9％ 17.1％ 17.1％ 17.8％ Direct-Sales (Condominium owners) Housing Constructors 74.8％ 72.9％ 72.0％ 73.6％ 74.3％ General Routes (Construction Contractors - Home Renovation) 0 2010/3 2007/3 2008/3
Slide 8: Consolidated Balance Sheet Summary – 1/2
I. Results Outline 4. Consolidated Balance Sheet Summary – 1/2 (Units: billions of yen) 【Increased/Decreased Values】 【Primary Reasons for Increase/Decrease】 【Assets】 79.89 ● Current Assets △1,680 million yen 76.10 Total Assets ● Fixed Assets △2,110 million yen △3.79 billion yen ● Cash and Deposits ＋
Slide 9: Consolidated Balance Sheet Summary – 2/2
I. Results Outline 4. Consolidated Balance Sheet Summary – 2/2 (Units: billions of yen) 【Primary Reasons for Increase/Decrease】 【Liabilities･Minority Interests・ ● Accounts Payable △490 million yen Assets】 【 Increased/Decreased Values 】 79.89 ● Short-Term Debt ＋1,730 million yen 76.10 Current Liabili
Slide 10: Consolidated Cash Flow Statement Summary
I. Results Outline 5. Consolidated Cash Flow Statement Summary Cash Flow営業活動ＣＦ from Operating Activities 投資活動ＣＦ Cash Flow from 財務活動ＣＦ Investing Activities 現金及び現金同等物の期末残高 Cash Flow from Financing Activities Term-End Cash & Cash Equivalents Balance 20. 00 (Units: billions of yen) 16.30 16.67 ＋3.7 15.
Slide 11: Capital Investments (Consolidated)
I. Results Outline 6. Capital Investments (Consolidated) (Billions of yen) R&D Costs 【Major Capital Investment Details】 5.00 Capital Investment 4.67 Deprecation Costs FY 2009 Results 4.35 ① Dies and Equipment for New Products 4.13 690 million yen 4.00 3.78 3.80 ② Showroom Renovation 1,490 million ye
Slide 12: Outline of Non-Consolidated Results For Period Ended March 2009
I. Results Outline 7. Outline of Non-Consolidated Results For Period Ended March 2009 (Units: millions of yen) 2009/3 2008/3 Change From 2009/3 2009/3 Compared (Actual Results) (Actual Results) Prev. Period (Initial Plan) (Revised Plan) To Plan Net Sales 105,622 109,358 △3.4％ 118,500 110,000 △4.0％ O
Slide 13: Non-Consolidated Sales Composition By Segment
I. Results Outline 8. Non-Consolidated Sales Composition By Segment Kitchen Equipment Bathrooms 【2009/3】 Washstands Industrial Kitchen Equipment (millions of yen) Other Industrial Kitchen Other Equipment 1.7％ 8.0％ 120,000 109,358 105,622 Washstands 4.5％ 101,000 9,259 Kitchen 1,898 8,501 7.3％ 14.1％ E
Slide 14: Sales Results and Market Share - Complete System Kitchen
I. Results Outline 9. Sales Results For Major Products and Cleanup Market Share - 1/4 Complete System Kitchen Sales Results Demand Trends and Market Share (Billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 100 Volume 300 1,400 Cleanup Share 30.0 1,247 1,228 83
Slide 15: Sales Results and Market Share - Sectional System Kitchen
I. Results Outline 9. Sales Results For Major Products and Cleanup Market Share - 2/4 Sectional System Kitchen Sales Results Demand Trends and Market Share (Billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 8 Volume 150 600 Cleanup Share 30.0 547 559 546 7.2 5
Slide 16: Sales Results and Market Share - Modular System Bathroom
I. Results Outline 9. Sales Results For Major Products and Cleanup Market Share - 3/4 Modular System Bathroom Sales Results Demand Trends and Market Share (Billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 20 Volume 50 1,000 Cleanup Share 10.0 16.3 15.9 800 77
Slide 17: Sales Results and Market Share - Washstands/Vanities
I. Results Outline 9. Sales Results For Major Products and Cleanup Market Share - 4/4 Washstands/Vanities Demand Trends and Market Share (Billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6 Volume 150 Cleanup Share 2,000 10.0 1,813 1,786 1,844 1,834 5.3 5.3 5.
Slide 18: Showrooms And Visitor Numbers
I. Results Outline 10. Showrooms And Visitor Numbers (Locations) Number of Showrooms (Thousands of groups) 240 Number of Visitors 600 495 200 480 500 460 456 450 451 440 160 380 400 314 120 109 109 300 255 104 107 105 105 101 95 85 87 80 200 40 100 0 0 01/3 02/3 03/3 04/3 05/3 06/3 07/3 08/3 09/3 10
Slide 19: Forecasted Consolidated Results For The Period Ending March 2010
I. Results Outline 11. Forecasted Consolidated Results For The Period Ending March 2010 (Units: millions of yen) 2009/3 2010/3 Change From (Actual Results) (Plan) Prev. Period Net Sales 109,205 104,500 △4.3％ Operating Income △1,100 1,000 － ％ Operating Income Margin △1.0％ 1.0％ - Ordinary Income △1,16
Slide 20: Forecasted Non-Consolidated Results For The Period Ending March 2010
I. Results Outline 12. Forecasted Non-Consolidated Results For The Period Ending March 2010 (Units: millions of yen) 2009/3 2010/3 Change From (Actual Results) (Plan) Prev. Period Net Sales 105,622 101,000 △4.4％ Operating Income △1,751 550 － ％ Operating Income Margin △1.7％ 0.5％ - Ordinary Income △1,
Slide 21: II. Medium-Term Strategy Progress
II. Medium-Term Strategy Progress 20
Slide 22: The Start-up Business Philosophy 1/2
Ⅱ. Medium-Term Strategy Progress Ⅲ中期戦略の進捗状況 1. The Start-up Business Philosophy 1/2 60th Year of Cleanup’s Operation Second Inauguration (2009) To work towards a modern 1949 ● Inauguration 1960 ● Commenced production and sale of stainless steel sinks 1961 ● The ‘Cleanup’ trademark was born transform
Slide 23: The Start-up Business Philosophy 2/2
Ⅱ. Medium-Term Strategy Progress 1. The Start-up Business Philosophy 2/2 Founder’s Principle Founder’s “The 5 Spirits” Principle “The 5 Spirits” - Founding Spirit Corporate Principle - Loving Spirit “Create Your Family’s - Inventive Spirit Smiles” - Technological Spirit - Challenging Spirit Behavior
Slide 24: The 2009 Fiscal Year Approach
Ⅱ. Medium-Term Strategy Progress 2. The 2009 Fiscal Year Approach The 2009 Fiscal Year Fundamental Management Policy 1 Focus on Base Building (Establish Foothold) Based on this policy, ● “The Kitchen Company” FY2009 mainly saw : ～Creating a product lineup and system, in our role as the leading compa
Slide 25: Progress in Strengthening of Core Products and Product Lineup 1/3
Ⅱ. Medium-Term Strategy Progress 3. Progress in Strengthening of Core Products and the Overall Product Lineup 1/3 A model of craftsmanship Strengthen the overall product lineup as “The Kitchen Company” by means of innovation focused on core products based on lifestyle satisfaction *1 High-Value-Adde
Slide 26: S.S. Light Package Results
Ⅱ. Medium-Term Strategy Progress 3. Progress in Strengthening of Core Products and the Overall Product Lineup 2/3 ‘S.S. Light Package’ Results With respect to the Company’s status brand, the ‘S.S.’ series, overall ‘S.S.’ sales volume and market share were boosted through the addition of a new ‘Light
Slide 27: Progress in Strengthening of Core Products 3/3: Washable Range Hood
Ⅱ. Medium-Term Strategy Progress 3. Progress in Strengthening of Core Products and the Overall Product Lineup 3/3 The “Washable Range Hood”, which allows for automatic filter cleaning, received a Good Design Award Why it Won the Award The design was recognized as being of a high quality as it satisf
Slide 28: Progress regarding other products
Ⅱ. Medium-Term Strategy Progress 4. Progress regarding other products “Hairo”, a ‘first time’ bathroom designed especially for small children (launched March 2009) A new bathroom design that makes for “family smiles”, from Cleanup, a company that aims to create “family smiles” through the kitchen ●
Slide 29: Market shares
Ⅱ. Medium-Term Strategy Progress 5. Market shares Market share is improving in almost all product segments ■ Market share across the 3 divisions ■ Market share in system kitchens （％） （％） Top end Total kitchens Medium grade System bathrooms 18.0 18.0 Regular grade Bathroom vanities 16.9 16.8 16.5 16.
Slide 30: Management environment for FY2010
Ⅱ. Medium-Term Strategy Progress 6. Management environment for FY2010 A sudden and dramatic economic decline (The “once in every 100 years” global slowdown triggered by the U.S. financial crisis) A rise in lifestyle protectionist thinking and a cooling off in consumption (1000 homes) Number of newly
Slide 31: Fundamental Management Policy for FY2010
Ⅱ. Medium-Term Strategy Progress 7. Fundamental Management Policy for FY2010 1 Transformation to a profit focus ● Thorough minimization of selling, general and administrative expenses ● Strategic personnel allocation and installation of posts 2 Securing profit by adding value ● Creating added value
Slide 32: Securing Profit by Creating Added Value 1/2
Ⅱ. Medium-Term Strategy Progress 8. Securing Profit by Creating Added Value 1/2 ① Creating added value within core products Strengthen the marketability of the medium and high end Cleanlady line so as to raise the added value barrier for the product lineup as a whole The Cleanlady Approach (Current
Slide 33: Securing Profit by Creating Added Value 2/2
Ⅱ. Medium-Term Strategy Progress 8. Securing Profit by Creating Added Value 2/2 ② Creating added value from a standpoint nearer to the consumer Roughly 1.200 “kitchen workshop” member stores Reform strategy Expand sales opportunities through tight relationships with registered companies ●Upgrade of
Slide 34: Long Term Vision
Ⅱ. Medium-Term Strategy Progress 9. Long Term Vision 【Business Objective】 【Customer-focused Objective】 To Be To Build a Reputation as the Easily the No.1 Only Name in in Kitchens Kitchens 【NEW BRAND STATEMENT】 Let’s Make Smiles, Starting From the Kitchen 33
Slide 35: Cleanup Corporation investor relations contact
For any questions concerning investor relations, please contact: Cleanup Corporation Public Relations Section Tel 03-3810-8241 Fax 03-3893-9577 URL http://www.cleanup.jp/english/index.html 34
Slide 36: Disclaimer
Disclaimer This material is intended to provide information regarding FY2008 financial results (April 2008 - March 2009) and does not constitute a solicitation to invest in Cleanup Corporation-issued securities. Furthermore, this material was created based upon data current as of May 18, 2009. Opini