Presentation
Material:
Announcement of FY2010
Year-End Results
May 18, 2010
Tokyo Stock Exchange,
1st Section, Code 7955
I. Resul ts Outl i ne
1. Outline of Consolidated Results for Period Ended March 2010 2. Consolidated Profits
3. Sales Composition
4. Consolidated Balance Sheet Summary
5. Consolidated Cash Flow Statement Summary 6. Capital Investments (Consolidated)
7. Outline of Non-Consolidated Results For Period Ended March 2010 8. Non-Consolidated Sales Composition By Segment
9. Sales Results For Major Products and Cleanup Market Share 10. Showrooms And Visitor Numbers
11. Forecasted Consolidated Results For The Period Ending March 2011 12. Forecasted Non-Consolidated Results For The Period Ending March 2011
Net Sales
Operating
Income
Ordinary
Income
Net
Income
Net Income
Per Share
98,843
1,840
1,679
2,104
44.80 yen
2010/3
(Actual Results)
109,205
△ 1,100
△ 1,163
△ 3,317
△ 68.38 yen
2009/3
(Actual Results)
104,500
1,000
900
100
2.08 yen
2010/3
(Initial Forecast)
△ 9.5 ％
－ ％
－ ％
－ ％
－ ％
Change From
Prev. Period
Compared
To Plan
△ 0.2 ％
84.1 ％
86.6 ％
601.3 ％
601.5 ％
99,000
1,000
900
300
6.39 yen
2010/3
(Revised Forecast)
(Units: millions of yen)
＊Initial Forecast: Announced May 11, 2009
1. Outl i ne of Consol i dated Resul ts for Per i od Ended Mar c h 2010
2. Consol i dated Pr ofi ts ① Net Sal es, Gr oss Pr ofi t
Net Sales
Cost of Sales
Gross Profit
98.84
66.01
32.82
（ 33.2 ）
（ 66.8 ）
Cost of Sales Ratio
△ 1.6 ％
● System Kitchens ・ S.S. ・ CLEANLADY
● System Bathrooms
109.20
74.65
34.55
（ 31.6 ）
（ 68.4 ）
(Units: billions of yen) 【Primary Reasons for Increase/Decrease】
△6,420 million yen
△2,440 million yen
△3,480 million yen
△1,870 million yen
● Decrease Due to Decreased Earnings
● Decrease Due to Increased Cost of Sales Ratio
△7,080 million yen
△1,560 million yen
● Increase in S.S., CLEANLADY Cost Ratio
●Increase in System Bathrooms Cost of Sales Ratio
● Decrease in Cost of Raw Mat
● Sales Route Distribution Ratio
● Cost Decrease
＋0.2 points
＋0.2 points
△1.0 points
△0.3 points
△0.7 points
● Decrease Due to Decreased Earnings
● Increase in Gross Profit Ratio
△3,280 million yen
＋1,560 million yen
△ 10.36 billion yen
△ 8.64 billion yen
△ 1.72 billion yen
【Increased/Decreased Values (Rates)】
2. Consol i dated Pr ofi ts ② SGA Expenses, Oper ati ng Inc om e
-2, 000
2009/3 2010/3
Gross Profit
SGA Expenses
Operating Income
32.82
30.98
1.84
（ 1.9 ）
（ 31.3 ） SGA Ratio
△ 1.3 ％
＋ 2.94 billion yen
● Sales Expenses
● Distribution Expenses
● Personnel Expenses
● Administrative Expenses
34.55
35.65
△ 1.10
（△ 1.0 ）
（ 32.6 ）
△ 0.8 points
＋ 0.1 points
＋ 0.2 points
△
0.8 points (Units: billions of yen)【Increased/Decreased Values (Rates)】
【Primary Reasons for Increase/Decrease】
●
Sales Expenses
●
Distribution Expenses
● Personnel Expenses
● Administrative Expenses
(Travel, Depreciation, Fees, etc.)
●
Change in Gross Profit
●
Change in SGA Expenses
△ 1,720 million yen
＋ 4,660 million yen
△ 1.72 billion yen
△ 4.66 billion yen
△ 1,100 million yen
△ 460 million yen
△ 1,220 million yen
△ 1,870 million yen
2009/3 2010/3 2011/3
85,131 19,615
4,459
77,736 17,970
4,294
77,185 17,506 4,152
0 20,000 40,000 60,000 80,000 100,000 120,000
Kitchen Equipment Bathrooms & Washstands Other
77.7％ 18.0％ 4.3％
【 2009/3 】
【 2010/3 】
78.1 ％
17.7 ％
4.2 ％
109,205
100,000
77.9 ％
18.0 ％
4.1 ％
98,843
Ki tchen Equi pm ent Bathtubs &
Washstands
Other
Ki tchen Equi pm ent Bathtubs &
Washstands
Other
(Forecast)
3. Sal es Com posi ti on ① By Segm ent (Consol i dated)
(Units: millions of yen)
2007/3 2008/3 2009/3
2010/3 2011/3
0
Di r e c t - S a l e s
(Condominium owners)
Housing Constructors
General Routes
(Construction Contractors -
Home Renovation)
72.9 ％
16.9 ％
10.2 ％
72.0 ％
17.1 ％
10.9 ％
76.9 ％
16.7 ％
6.4 ％
73.6 ％
17.1 ％
9.3 ％
75.6 ％
16.7 ％
7.7 ％
3. Sal es Com posi ti on ② By Sal es Route (Non-Consol i dated)
(Forecast)
28.24 26.63 3.25 2.20 39.26
44.19
5.38 3.20
0. 00
2009/3 2010/3
Total Assets
Fixed Assets
● Decrease due to Depreciation Tangible Fixed AssetsIntangible Fixed Assets
● Securities Investments
76.28
● Decrease in Direct-Sales Inventory, Raw Materials
● Decrease in Accounts Receivable
● Decrease in Deferred Income Tax Assets
Other Current Assets
Inventory
Cash and Deposits Notes and Accounts Receivable
76.10
4. Consol i dated Bal anc e Sheet Sum m ar y – 1/ 2
(Units: billions of yen)
【 Assets 】
【Increased/Decreased Values】
Current Assets
＋ 0.18 billion yen
＋ 4.92 billion yen
△ 1.00 billion yen
△ 1.60 billion yen
△ 2.12 billion yen
【Primary Reasons for Increase/Decrease】
●
Current Assets
●
Fixed Assets
＋ 1,790 million yen
△ 1,600 million yen
●
Cash and Deposits
●
Notes and Accounts Receivable
＋ 5,100 million yen
△ 170 million yen
△2,340 million yen
＋390 million yen
△1,330 million yen
△540 million yen
＋560 million yen
51.26 52.45
6.00 6.35
18.83 17.47
0. 00
2009/3 2010/3
76.28
● Short-Term Debt● Long-Term Debt Repayable
Within One Year
● Other Accounts Payable
● Advance Receipts
● Retirement Benefit Reserves
Long-Term Liabilities
76.10
●
Retained Earnings
● Treasury Stock (Increase)
●
Unrealized Gain on Securities
＋ 1,620 million yen
△ 590 million yen
＋ 160 million yen
＋ 390 million yen
△ 430 million yen
480 million yen
△ 1,020 million yen
△ 290 million yen
(Units: billions of yen)【Liabilities･Minority Interests・Assets】
【 Increased/Decreased Values 】
【Primary Reasons for Increase/Decrease】
△ 1.36 billion yen
＋ 0.35 billion yen
＋ 1.19 billion yen
4. Consol i dated Bal anc e Sheet Sum m ar y – 2/ 2
Current Liabilities
Total Assets
3.46
7.46
△ 2 . 6 2
△ 1 . 2 6
△ 0 . 5 0
△ 1 . 0 0
21.88
16.67
△ 5. 00 0. 00 5. 00 10. 00 15. 00 20. 00 25. 00
Cash Flow from Operating Activities Cash Flow from Investing Activities
Cash Flow from Financing Activities Term-End Cash & Cash Equivalents Balance
2009/3 2010/3
＋ 1.36
＋ 5.20
＋ 4.00
△ 0.49
(Units: billions of yen)
5. Consol i dated Cash Fl ow Statem ent Sum m ar y
2009/3 2010/3 2011/3
1.27 3.78
4.13
3.20
2.60
1.08 1.20
3.55
1.88
0.00 1.00 2.00 3.00 4.00 5. 00
R&D Costs
Capital Investment
Deprecation Costs
6 . Capi tal Investm ents (Consol i dated)
【
Major Capital Investment Details】
FY 2010 Results
FY 2011 Plan
① Dies and Equipment for New Products
② Showroom Renovation
③ Information Investment
① Production-Related
② Operations-Related
③ Information-Related
④ Others
800 million yen
1,220 million yen
470 million yen
110 million yen
280 million yen
990 million yen
370 million yen
(Units: billions of yen)Net Sales
Operating
Income
Ordinary
Income
Net Income
Net Income
Per Share
95,402
1,103
1,225
1,894
40.32 円
105,622
△ 1,751
△ 1,547
△ 3,131
△ 64.56 円
101,000
550
650
50
1.04 円
△ 9.7 ％
－ ％
－ ％
－ ％
－ ％
△ 0.1 ％
100.5 ％
88.5 ％
847.0 ％
847.1 ％
2010/3
(Actual Results)
2009/3
(Actual Results)
2010/3
（Initial Forecast）
Change From
Prev. Period
Compared
To Plan
2010/3
（Revised Forecast）
95,500
550
650
200
4.26 円
＊Initial Forecast: Announced May 11, 2009
＊Revised Forecast: Announced Nov. 6, 2009
(Units: millions of yen)
7. Outl i ne of Non-Consol i dated Resul ts For Per i od Ended Mar c h 2010
2009/3 2010/3 2011/3
75,732 14,904
4,711 1,774 8,501
70,346 13,395 4,575 1,520 6,664
69,126 13,027 4,479
1,588 7,183
0 20,000 40,000 60,000 80,000 100,000 120,000
Kitchen Equipment Bathrooms
Washstands Industrial Kitchen Equipment Other
【 2009/3 】
【 2010/3 】
72.9％ 13.9％
4.7％ 1.6％ 6.9％
72.5 ％
13.7 ％
4.7 ％
7.5 ％
1.7 ％
105,622
96,500 95,402
71.7 ％
14.1 ％
4.5 ％
8.0 ％
1.7 ％
8. Non-Consol i dated Sal es Com posi ti on By Segm ent
Bathr ooms
Other
Washstands Industr i al Ki tchen
Equi pment
Ki tc hen Equi pment
Bathr ooms
Other
Washstands Industr i al Ki tchen
Equi pment
Ki tc hen Equi pment (Units:
millions of yen)
83.4 82.7 82.1
72.5 70.8
64.4 65.5
206 207 211.5
186.5 173 166
180
0.0 20.0 40.0 60.0 80.0 100.0
05/3 06/3 07/3 08/3 09/3 10/3 11/3 0 50 100 150 200 250 300 Monetary Value
Volume
（Forecast）
1,186 1,181 1,247 1,228
1,138
975
17.4 17.5 17.0
15.2 15.2
17.1
0 200 400 600 800 1,000 1,200 1,400
05/3 06/3 07/3 08/3 09/3 10/3 0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand Volume
Cleanup Share
(Units: billions of yen) (Thousands of Sets) (Thousands of Sets) （％）
Complete System Kitchen Sales Results Demand Trends and Market Share
9 . Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 1/ 4
6.5 6.2 6.1
5.5
5.0 4.8 4.8
60 62
65 61
73 75
74
0.0 2.0 4.0 6.0 8.0
05/3 06/3 07/3 08/3 09/3 10/3 11/3 0 30 60 90 120 Monetary Value
Volume
Forecast
559 546
515
438
402 400
15.1 14.9
14.5 14.7
13.3 13.4
0 200 400 600
05/3 06/3 07/3 08/3 09/3 10/3 0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand Volume
Cleanup Share
(Units: billions of yen) (Thousands of Sets) (Thousands of Sets) （％）
Sectional System Kitchen Sales Results Demand Trends and Market Share
9 . Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 2/ 4
15.9 15.1 14.8 14.9 14.5
12.7 13.1
27 28
30
32 30.5
33 32
0.0 5.0 10.0 15.0 20.0
05/3 06/3 07/3 08/3 09/3 10/3 11/3 0 10 20 30 40 50 Monetary Value
Volume
667
770 767
718 695
656
4.9
4.2 4.2 4.2 4.3
4.0
0 200 400 600 800 1,000
05/3 06/3 07/3 08/3 09/3 10/3 0.0 2.0 4.0 6.0 8.0 10.0 Demand Volume
Cleanup Share （％）
(Thousands of Sets) (Thousands of Sets)
Note) Total number of companies increased from 11 to 15 from FY2005
Modular System Bathroom Sales Results Demand Trends and Market Share
9 . Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 3/ 4
(Units: billions of yen)
（Forecast）
1,786 1,844 1,834
1,750
1,637
1,494
6.1
5.2 5.6
5.4 5.3
5.5
0 400 800 1,200 1,600 2,000
05/3 06/3 07/3 08/3 09/3 10/3 0.0 2.0 4.0 6.0 8.0 10.0 Demand Volume
Cleanup Share
5.3 5.2
5.1 5.0
4.7 4.5 4.6
91 97
91
96 91
99 100
0.0 1.0 2.0 3.0 4.0 5.0 6.0
05/3 06/3 07/3 08/3 09/3 10/3 11/3 0 30 60 90 120 150 Monetary Value
Volume
Forecast
(Thousands of Sets) (Thousands of Sets) （％）
Washstands/Vanities Demand Trends and Market Share
9 . Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 4/ 4
(Units: billions of yen)
87 95
101 104 107 109 109 105 105 102
460 456
480 495
450
380
314
451 444 450
0 40 80 120 160 200 240
02/3 03/3 04/3 05/3 06/3 07/3 08/3 09/3 10/3 11/3 0 100 200 300 400 500 600 Number of Showrooms
Number of Visitors
（Forecast ）
(Locations) (Thousands of groups)
10. Showr oom s And Vi si tor Num ber s
Operating Income
Ordinary Income
Net Income
Net Sales 98,843
1,840
1,679
2,104
2010/3
(Actual Results)
100,000
1,050
850
100
2011/3
（ Forecast ）
1.2 ％
△ 42.9 ％
△ 49.4 ％
△ 95.2 ％
Change From
Prev. Period
Operating Income Margin
Ordinary Income Margin
Net Income Margin
1.9 ％
1.7 ％
2.1 ％
1.1 ％
0.9 ％
0.1 ％
-
-
-
11. For ec asted Consol i dated Resul ts For The Per i od Endi ng Mar c h 2011
(Units: millions of yen)
Operating Income
Ordinary Income
Net Income
Net Sales
Operating Income Margin
Ordinary Income Margin
Net Income Margin
95,402
1,103
1,225
1,894
2010/3
(Actual Results)
96,500
750
750
50
2011/3
（ Forecast ）
1.2 ％
△ 32.0 ％
△ 38.8 ％
△ 97.4 ％
Change From
Prev. Period
1.2 ％
1.3 ％
2.0 ％
0.8 ％
0.8 ％
0.1 ％
-
-
-
12. For ec asted Non-Consol i dated Resul ts For The Per i od Endi ng Mar c h 2011
(Units: millions of yen)
. Futur e Str ategy
1. FY 2010 Basic Mgmt. Policy and Results
2. Results of the “Transformation to a Profit Focus” 3. Transition in Number of New Housing Starts
4. Recent Business Environment and Cleanup Business Approach 5. Cleanup’s Current Situation
6. Cleanup Product Market Share 7. FY 2011 Basic Management Policy 8. Introducing 06/2010 New Products 9. Strengthening System Kitchen Products 10. Consumer Point-of-View Sales System 11. Consumer Point-of-View Communications 12. Product Creation to Support Cleanup
13. Future Management ～ Management Based on New Corporate Philosophy
1. FY 2010 Basi c Mgm t. Pol i c y and Resul ts
● Thorough minimization of selling, general
and administrative expenses
● Strategic personnel allocation and
installation of posts
1
2
● Creating added value within core products
● Creating added value from a standpoint
nearer to the consumer
Increased
Share
Return To
Profitability
● Sales Share
● Consumer Mind Share
Tr ansfor m ati on to a pr ofi t foc us
Sec ur i ng pr ofi t by addi ng val ue
2. Resul ts of the “Tr ansfor m ati on to a Pr ofi t Foc us”
Sales expense reductions
Distribution expense reductions
Personnel expense reductions
Administrative expense reductions
1.6 pt. cost ratio reduction
△ 1.10
＋ 1.84
Current
Period
Operating
Income
Loss due to reduced net sales
△ 3.28
Previous
Period
＋ 1.10
＋ 0.46
＋ 1.22
＋ 1.87
＋ 1.56
Operating
Loss
(Units: billion yen)
P ro fit a b ilit y Im p ro ve m e n t F a c to rs
3. Tr ansi ti on i n Num ber of New Housi ng Star ts
Extremely Lengthy Stagnation
（％）
2007 2008 2009 2010
(1,000 homes)
4. Rec ent Busi ness Envi r onm ent and Cl eanup Busi ness Appr oac h
1999-2004
～
Housing Quality Assurance Law/Deflation Shock
June 2007 ～ Building Standards Law Revision Shock
Sept 2008 ～ Lehman Shock
The housing-related industry has faced 3 giant shocks
Despite these shocks, Cleanup’s commitment to
developing/proposing improved products remains unchanged
Many companies in the industry have disappeared as the 3
shocks left them unable to respond to consumer needs
5. Cl eanup’s Cur r ent Si tuati on
● Housing Quality Assurance Law /Deflation Shock
● Building Standards Law Revision Shock
● Lehman Shock
3
Shocks
Cleanup’s Reputation
Continues to Grow
within the Industry
Unprecedented
Industry Reform
Cleanup’s Consistent Approach to Production
＋
【 Industr y Tr ends 】 【 Mar ket Tr ends 】
Expected long-term depression ・・・
● Market environment remains stagnant
●
On the verge of a “Renovation Demand” reboundDespite this, Cleanup continues
to focus on strengthening its
line of value-added products
and steadily increasing market
share in the system-kitchen
area
13.9 16.9 16.5
20.6
16.8 15.5
14.7
16.0
11.3
9.3 9.7
11.7
4.0 8.0 12.0 16.0 20.0 24.0
2007/3 2008/3 2009/3 2010/3
Luxury Mid-Level Entry-Level
（％）
6 . Cl eanup Pr oduc t Mar ket Shar e
Share increase for all types of our main product, the system kitchen
Other shares (special orders) FY 2008 27.3%
FY 2009 27.7% FY 2010 33.6%
Changes in System Kitchen Market Share
7. FY 2011 Basi c Managem ent Pol i c y
Main
Theme Becoming “ The Kitchen Company ”
Sub-
Theme
Transforming profit structure to one based
on business from the consumer ’ s point-of-view
【 Cur r ent Si tuati on 】
【 Industry Position 】
Cleanup’s reputation and
market share continue to
grow
【
Lineup and Business System】
Promoting the creation of high-
value-added products/services
from consumer’s point-of-view
【 Profit Structure 】
Returned to profitability in FY
2010 and prepared a base for
future strategic development
As the environment grows favorable, Cleanup will further
promote our policy of “operating from the
consumer’s point-of-view”
FY 2011 Basic Management Policy
● Now with optional pipe spacing for smooth
integration with currently-existing
equipment
60th Anniversary Commemorative Price 698,000 Yen
8. Intr oduc i ng 06 / 2010 New Pr oduc ts – 1/ 3
System Kitchen
New “S.S. Light Package”
For new houses and renovations More variety at a lower price
● New 80cm and 90cm models, in addition
to prev. 85cm model
● Added 6 new sizes to improve adaptability
Now even more affordable at 648,000 yen
(Standard Package)
8. Intr oduc i ng 06 / 2010 New Pr oduc ts – 2/ 3
Improved “RAKUERA”
Now a pivotal product, along with “CLEANLADY”
● Newly-Priced CYNTHIA Series
~Even more affordable products
System Kitchen
● Expanded selection of trendy
kitchen interior colors
2 Price
Ranges
3 Price
Ranges
23 Colors 30 Colors
8. Intr oduc i ng 06 / 2010 New Pr oduc ts – 3/ 3
“hairo” Renewal
● Becoming a new driving force in this
popular product class
～ Now “RAKUERA”, “hairo” and “BTG” can be fully coordinated ～
● Comes standard with sandwich panel
(thermal insulation)
“BTG” Bathroom
Vanity
Bath/Vanity
RAKUERA hairo BTG
9 . Str engtheni ng System Ki tc hen Pr oduc ts
L o w P ric e H ig h P ric e
High-Value-Added Products
Widespread Products
Strengthen the overall product lineup as “ The Kitchen Company ” by
means of innovation focused on core products
Our standard brand as
“The Kitchen Company”
Luxury System Kitchen
“S.S.”
“S.S. Light Package ”
A model allowing consumers to experience the beauty of stainless at a reasonable price.
Full MC June 2010
Mid/High-Quality System Kitchen
“CLEANLADY”
Full MC June 2009
Products aimed at customers who want both financial savings and added value.
“CLEANLADY
Light Package”
Full MC June 2009
A package allowing consumers to access Cleanlady at an affordable price.
Popular System Kitchen
“RAKUERA ”
On Sale March 2008 A branded product allowing consumers to experience Cleanup’s high-quality.
Company System Kitchen
“COLTY ”
Full MC June 2009
Highly functional, stylish, product designed for urban life with limited space.
June 2010 Series Expansion
10. Consum er Poi nt-Of-Vi ew Sal es System
Str engthen
Renovati on
Str ategy
Reach 1,800 stores
participating in “Water Section
Workshops”
● Continuously hold renovation seminars/fairs and improve
consumer-oriented events such as cooking classes
● Strengthen collaboration with major renovation channels
・ Condominium renovations
・ Home/energy/volume appliance/DIY-retailers, etc.
Expand r etai l
busi ness
Construct a demand-generating system in order to aggressively deal
with increasing renovation demand over the medium/long-term
● 03/2009 “Retail Business Development Dept.” Newly Established
● 03/2010 “Retail Business Dept.” Launched
→ Beginning retail business in earnest
11. Consum er Poi nt-of-Vi ew Com m uni c ati ons
(Examples of FY 2010 2nd-half Event)
● Tie-up with Nosan Corp., producer and
distributor of “Yodoran-Hikari”
・Multi-faceted cooperation, beginning this Spring, to create healthy people, families and society
・Jointly-held cooking classes using Cleanup kitchens and Nosan Corp.’s “Yodoran-Hikari” products
● Endowed a “Cooking for Smiles in the Kitchen”
seminar in the Seitoku University Open Academy
● Opened the “ Dreamia Salon” for active housewives (Salonese)
・New 1st anniversary commemorative content for the “Dreamia Club” community website
・Assisting women in a new lifestyle from the viewpoint of “food” and “home”, the strengths of a manufacturer specializing in kitchen-goods
● Held a “Kitchen Cleaning Class”
・Held classes at showrooms nationwide to support year-end cleaning (Sapporo, Sendai, Shinjuku, Nagoya,Osaka, Fukuoka) ・Provided know-how on upkeep/cleaning of kitchens, considered to be the most difficult area to clean in the home
12. Pr oduc t Cr eati on to Suppor t Cl eanup
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.
Cl eanup’s Pr oduc t Cr eati on
“
Pr oduc ts You Can Tr ust”CSR
Envi r onm ental Com pl i anc e
【 The Foundati on of Pr oduct Cr eati on 】
CPS (Cleanup Production System), based on Cleanup’s unique quality management beliefs
Compl i anc e wi th Laws/ Systems
●Housing Function Display System (Quality Assurance Law)
●Effective Resource Use Promotion Law
●Long-Term Quality Housing Promulgation and Promotion Law, etc.
3R Effor ts
●Reduce
(Reduce creation of waste products)
●Reuse (Reuse waste products)
●Recycle (Reuse as raw materials)
13. Futur e Managem ent ~ Managem ent Based on New Cor por ate Phi l osophy
Establ i shi ng a “New Cor por ate
Phi l osophy” for our 6 0th
anni ver sar y and c hal l engi ng
our sel ves to ac hi eve i nnovati on
i n our “2nd Foundi ng”…
Founder ’s
Phi l osophy
(Fi ve Concepts)
Cor por ate Phi l osophy
(c r eati ng c heer ful sm i l esi n the fam i l y)
Acti ve Phi l osophy
1. We wi l l c r eate a ‘soul ful ’ c ul tur e of l i fest yl e and c ui si ne.
2. We wi l l al ways c onduc t fai r and honest c or por ate ac ti vi ti es.
3. We wi l l c r eate a c ompany our fami l i es c an take pr i de i n.
New Br and Statement
To c r eate smi l es fr om the ki tc hen
For our busi ness to be the ‘Top l eader i n ki tc hens.’
To establ i sh a r eputati on among our c ustomer s ‘synonymous wi th ki tc hens.’
Acti on Pol i cy
- Foundi ng Spi r i t - Affecti onate Spi r i t - A Cr eati ve Spi r i t - A Technol ogi cal Spi r i t - A Spi r i t of Accompl i shment
Philosophy (Permanent)
Policy (Short and medium term)
