Slide 1: Announcement of FY 2012 Year-End Results
“To create smiles from the kitchen” パワーポイントテンプレート Presentation Material: Announcement of FY 2012 Year-End Results May 21, 2013 0
Slide 2: I. Results Outline
LN me FYF UDB, RRZD<KS5 Sct I .Results Outline
Slide 3: Outline of Consolidated Results for Period Ended March 2013
1. Outline of Consolidated Results for Period Ended March 2013 (Units: millions of yen) 2013/3 2012/3 Change From 2013/3 2013/3 Compared To Revised Plan Prev. Period (Initial Forecast (Revised Forecast (Actual Results) (Actual Results) 11/6) 4/24) 11/6 Net Sales 113,533 103,377 9.8％ 112,300 113,500
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】 113.53 ●System Kitchens ＋7,570 million yen 103.37 Net Sales ・Ｓ．Ｓ． △960 million yen ・CLEANLADY ＋5,700 million yen ＋10.15 billion yen ・RAKUERA ＋2,200 milli
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)】 38.75 33.85 Gross Profit 【 Main Increase/Decrease Factors 】 ＋4.9 billion yen ●Sales Expenses ＋390 million yen ●Distribution Expenses ＋670 million yen ●Personnel Expenses ＋970 mill
Slide 6: Sales Composition (1) By Segment (Consolidated)
3. Sales Composition (1) By Segment (Consolidated) Kitchen Equipment Bathtubs & Washstands Other 【2013/3】 (Units: millions of yen) 118,800 Other 4.4％ 120,000 113,533 4,939 4.2％ 103,377 4,991 Bathtubs & Washstands 18.7％ 4,768 22,361 18.8％ 76.9％ 100,000 21,257 Kitchen Equipment 19,050 80,000 60,000 91
Slide 7: Sales Composition (2) By Sales Route (Non-Consolidated)
3. Sales Composition (2) By Sales Route (Non-Consolidated) 4.3％ 4.4％ 15.0％ Direct-S ales (Con domin iu m own ers) 6.0％ 15.3％ 5.7％ Hou sin g Con stru ctors 7.7％ 14.9％ 15.7％ G en eral R ou tes (Con stru ction Con trac tors - Home R en ovation ) 16.7％ 80.7％ 80.3％ 79.1％ 78.6％ 75.6％ 0 2014/3 2011/3 2012/
Slide 8: Consolidated Balance Sheet Summary – 1/2
4. Consolidated Balance Sheet Summary – 1/2 【Assets】 【Increased/Decreased Values】 【 Main Increase/Decrease Factors 】 (Units: billions of yen) 84.81 85.89 Total Assets ●Current Assets ＋190 million yen ●Fixed Assets ＋890 million yen ＋1.08 billion yen Cash and Deposits ●Cash and Deposits ＋ 950 million
Slide 9: Consolidated Balance Sheet Summary – 2/2
4. Consolidated Balance Sheet Summary – 2/2 【Liabilities / Net assets】 (Units: billions of yen) 【 Increased/Decreased Values 】 【Primary Reasons for Increase/Decrease】 84.81 85.89 ●Trade Accounts Payable, Other Accounts Payable ＋520 million yen Current Liabilities ●Income Tax Payable, 22.09 Consumpti
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 Year-End Cash & Cash Equivalents Balance 30. 00 27.20 26.24 ＋0.95 25. 00 20. 00 15. 00 10. 00 7.30 5. 00 ＋7.48 2.60 0. 00 △
Slide 11: Capital Investments (Consolidated)
6. Capital Investments (Consolidated) R&D Costs Capital Investment Deprecation Costs (Units: billions of yen) 【Major Capital Investment Details】 6.0 5.80 FY 2012 Results ① Production-Related 1,590 million yen 5.0 ② Showroom Renovation 1,750 million yen 4.50 ③ Information Investment 770 million yen 4
Slide 12: Outline of Non-Consolidated Results for Period Ended March 2013
7. Outline of Non-Consolidated Results for Period Ended March 2013 (Units: millions of yen) 2013/3 2012/3 Change From (Actual Results) (Actual Results) Prev. Period Net Sales 109,127 99,464 9.7％ Operating Income 3,905 1,406 177.6％ Ordinary Income 3,822 1,362 180.6％ Net Income 2,243 2,033 10.3％ Net I
Slide 13: Non-Consolidated Sales Composition By Segment
8. Non-Consolidated Sales Composition By Segment Kitchen Equipment Bathrooms Washstands Industrial Kitchen Equipment Other 【2013/3】 (Units: millions of yen) Other 114,600 Industrial Kitchen 120,000 Equipment 0.7％ 5.0％ 109,127 4.8％ 5,467 752 0.6％ Washstands 4.7％ 99,464 5,488 770 5,404 5,140 4.7％ 14.8
Slide 14: Sales Results For Major Products and Market Share - 1/4
9. Sales Results For Major Products and Cleanup Market Share - 1/4 Complete System Kitchen Sales Results Demand Trends and Market Share Monetary Value Demand Volume (Units: billions of yen) (Thousands of Sets) (Thousands of Sets) （％） 100.0 Volume 400 1,400 Cleanup Share 30.0 1,228 81.5 1,200 1,138 8
Slide 15: Sales Results For Major Products and Market Share - 2/4
9. Sales Results For Major Products and Cleanup Market Share - 2/4 Sectional System Kitchen Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） Volume 120 600 Cleanup Share 30.0 6.0 5.5 25.0 5.0 5.1 90 438 4.8
Slide 16: Sales Results For Major Products and Market Share - 3/4
9. Sales Results For Major Products and Cleanup Market Share - 3/4 Modular System Bathroom Sales Results Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 20.0 Volume 50 1,000 Cleanup Share 10.0 16.7 15.8 800 8.0 40 14.9
Slide 17: Sales Results For Major Products and Market Share - 4/4
9. Sales Results For Major Products and Cleanup Market Share - 4/4 Washstands/Vanities Demand Trends and Market Share (Units: billions of yen) Monetary Value (Thousands of Sets) (Thousands of Sets) Demand Volume （％） 6.0 Volume 150 2,000 Cleanup Share 10.0 5.4 1,750 5.0 5.0 1,637 1,655 5.0 4.7 4.7 4.
Slide 18: Showrooms And Visitor Numbers
10. Showrooms And Visitor Numbers (Locations) Number of Showrooms (Thousands of groups) 240 Number of Visitors 600 525 510 480 495 200 471 500 460 456 451 444 448 160 400 120 109 109 300 104 107 105 105 102 102 102 102 80 200 40 100 0 0 05/3 06/3 07/3 08/3 09/3 10/3 11/3 12/3 13/3 14/3 （Forecast） 17
Slide 19: Forecasted Consolidated Results For The Period Ending March 2014
11. Forecasted Consolidated Results For The Period Ending March 2014 (Units: millions of yen) 2013/3 2014/3 Change From (Actual Results) （Forecast） Prev. Period Net Sales 113,533 118,800 4.6％ Operating Income 4,755 4,800 0.9％ Operating Income Margin 4.2％ 4.0％ - Ordinary Income 4,372 4,500 2.9％ Ordin
Slide 20: II. Results from this term and the outlook from now on
Ⅱ．Results from this term and the outlook from now on 19
Slide 21: Management Environment
1. Management Environment ■ New housing starts In light of the outlying values reported in the post-disaster (Units) 100,000 recovery period (June – August 2011), we have maintained （％） 60.0 New housing starts (units) a steady recovery after February 2012 YOY comparison (%) 83,398 84,251 81,986 80,1
Slide 22: Management Policies for the Period Ended March 2013
2. Management Policies for the Period Ended March 2013 Period Ended March 2013 Management Policy We established “The Kitchen Company” by thoroughly implementing our 2012 mid-term management plan. ① Increase market share of system kitchens centered on CLEANLADY ② Promote renovation measures ③ Improve
Slide 23: Important Measures: Realization of The Kitchen Company
3. Important Measures Thoroughly promote the 12 mid-term plans to become “the kitchen company” Production Reorganize/strengthen power production system Sales Brand Product capabilities power appeal Strengthening the brand Improved overall showroom Technological development competitiveness for Overse
Slide 24: Production Capabilities: Strengthen Production System and BCP Measures
4.“Production Capabilities” (1) Strengthen Production System and BCP Measures Improve western Japan production system ⇒ construct 2 production centers in the east and west In western Japan, we have created a system that can produce system kitchens independently Tsuyama Factory Expand （Operation begi
Slide 25: Sales Capabilities (1) Improve Overall Showroom Capabilities
5.“Sales Capabilities” (1) Improve Overall Showroom Capabilities 【Cleanup’s Showroom Expansion Philosophy】 Rather than focusing our expansion on large cities that would prioritize our bottom line, we will expand to many showrooms around the country to better serve consumers and construction firms na
Slide 26: Opening of 14 Renewed Showrooms
5.“Sales Capabilities” (1) Improve Overall Showroom Capabilities The opening of 14 renewed showrooms across the country Our concept is “Able to Support Events” and “Interactive Display Spaces” 1 2 3 4 5 Mito（Ibaraki） Kashiwa（Chiba） Kumagaya（Saitama） Yokohamakita（Kanagawa） Oyama（Tochigi） 6 7 8 9 10 T
Slide 27: Measures to Enhance Sales Capabilities (2) Comprehensive Renovation Plans
5. Measures to Enhance Sales Capabilities (2) Comprehensive Renovation Plans Strengthen renovation strategy ● Expand “Water Section Workshops” member stores to 3,120 store system （As of March 31, 2013） ● Renovation fairs ・Period Ended March 2012 Exhibition Numbers: 2,183 events (178.2 % compared wit
Slide 28: Measures to Enhance Product Appeal (1) Product Lineup
6. Measures to Enhance Product Appeal (1) Product Lineup The Craftsmanship of a Specialist Manufacturer 【Renewal results for FY2012】 ● “RAKUERA” High-Value-Added Products (Upgraded model) Our standard brand as “The Kitchen Company” ● “CLEANLADY” A model allowing consumers to experience the beauty of
Slide 29: Brand Power (1) Events Centered on Food
7.“Brand Power” (1) Events Centered on Food ◎Cooking Academy to Create Smiles Total of approx. from the Kitchen 80 participants ●Program began in 2009, and 2013 will be the fifth year ・First three years: Seitoku University (Matsudo, Chiba) ・Since 2012: Mukogawa Women’s University (Nishinomiya, Hyōgo
Slide 30: Brand Power (2) Dietary Education Related
7.“Brand Power” (2) Dietary Education Related With “bento making” as the theme, we participated in a “Bento Day Promotion Project” by supporting “Bento Day” at Arakawa City Sixth Nippori Elementary School 7/14 Kyushu University Graduate School 10/27 Children’s cooking class (Home Instructor Michikaz
Slide 31: Overseas Business Capabilities
8. Overseas Business Capabilities ●China In cooperation with a housing Shenyang manufacturer, full supply of Beijing Iwaki Suzhou has begun. In Shenyang Tokyo and Wuxi, we supplied model houses with kitchens. Shanghai Okayama ●Vietnam Taipei Hanoi Constructed a police Hong Kong substation and opened
Slide 32: CSR Activities (1) Disaster Recovery Related
9.“CSR Activities” (1) Disaster Recovery Related ◎Established “Cleanup Foundation” to help the affected areas in Fukushima Prefecture Scholarship Sports Promotion Program R&D Promotion Program Program ◎Assisted in the establishment and management of the Elderly Refugees Support Center in Tomioka, Fu
Slide 33: CSR Activities (2) Environment Related
9.“CSR Activities” (2) Environment Related ◎Cooperative delivery of system kitchens established with TOTO to go beyond the past framework in order to make distribution more efficient and reduce our impact on the environment Cooperative ＴＯＴＯ System Kitchen Production Cleanup Affiliate Delivery Subsid
Slide 34: System Kitchen Market Share by Class
10. System Kitchen Market Share by Class We expanded our share in mid-level and entry level kitchens Changes in System Kitchen Market Share （％） 28.0 2 5.3 24.0 高級 20.6 20.0 中級 16 .5 16.3 16.0 15.5 16.3 16.0 14 .5 15.9 普及 14.6 14 .7 14.3 13.9 11.7 14 .0 13.0 12.0 9 .3 9.7 Other shares (special orders
Slide 35: Management Policies for the Period Ending March 2014 (1)
11.Management Policies for the Period Ending March 2014 (1) Period Ending March 2014 Management Policies Firmly establish “The Kitchen Company” ① Increase market share of mid- and high-level system kitchens centered on the CLEANLADY ② Increase the speed of renovation measures ③ Improve overall showr
Slide 36: Management Policies for the Period Ending March 2014 (2)
11.Management Policies for the Period Ending March 2014 (2) Period Ending March 2014 Important Measures Firmly establish “The Kitchen Company” Deepen and develop product creation ＣＰＳ Sales Production Distribution Installation Cleanup Production System （Order Production System） Our belief is that str
Slide 37: Medium-term Strategy (1) Product Development from the Customer's Point of View
11.Medium-term Strategy (1) Product Development from the Customer’s Point of View Aiming to create “products you can trust”… Cleanup will continue to provide high-quality products, regardless of the times, and always with an emphasis on the consumer’s point of view. Cleanup’s Compliance with Laws/Sy
Slide 38: Medium-term Strategy (2) Pursuit of New Management Philosophy
12.Medium-term Strategy (2) Pursuit of “New Management Philosophy” ◎On 65th anniversary of our inauguration, creating a foundation suitable for a “second inauguration” Founder’s Aiming for a business that Philosophy develops globally, while (Five Concepts) valuing individuals, families, Corporate Ph
Slide 39: Cleanup Corporation
For any questions concerning investor relations, please contact: Cleanup Corporation Corporate Planning Department, Public Relations Section Tel 03-3810-8241 Fax 03-3800-2261 URL http://cleanup.jp/ 38
Slide 40: Disclaimer
Disclaimer This material is intended to provide information regarding FY2012 financial results (April 2012 - March 2013) 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 21, 2013. Opini