Presentation Material:
Announc ement of FY 2013 Year -End Resul ts
May 19, 2014
“To create smiles from the kitchen”
“To create smiles from the kitchen”
Ⅰ . Resul ts Outl i ne
113,533
4,755
4,372
2,506
53.79yen
128,785
8,873
8,470
4,970
106.68yen
121,500
5,800
5,500
3,000
64.39yen
13.4 ％
86.6 ％
93.7 ％
98.3 ％
98.3 ％
4.2 ％
19.9 ％
21.0 ％
21.2 ％
21.2 ％
123,600
7,400
7,000
4,100
88.00 円
1. Outl i ne of Consol i dated Resul ts for Per i od Ended Mar c h 2014
Net Sales
Operating
Income
Ordinary
Income
Net Income
Net Income Per Share
(Units: millions of yen)
2013/3
(Actual Results)
2014/3
(Actual Results)
2014/3
(Initial Forecast 11/7) Change From
Prev. Period
Compared To Revised Plan
2/6
2013/3
(Revised Forecast 2/6)
＊Initial Forecast 11/7: Announced November 7, 2013
＊Revised Forecast 2/6: Announced February 6, 2014
＋11,970 million yen
＋290 million yen
＋6,160 million yen
＋2,660 million yen
＋1,840 million yen
0
2013/3 2014/3
Net Sales
＋ 15.25 billion yen
＋ 8.96 billion yen
△ 0.9 ％
＋ 6.3 billion yen
● System Kitchens ・Ｓ．Ｓ．
・CLEANLADY ・RAKUERA
●System Bathrooms
128.78
83.73
45.05
(35.0)
（ 65.0 ）
113.53
74.77
38.75
(34.1)
（ 65.9 ）
2. Consol i dated Pr ofi ts (1) Net Sal es, Gr oss Pr ofi t
(Units: billions of yen) 【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】
Cost of Sales
Gross Profit Cost of Sales Ratio
＋10,050 million yen
△1,090 million yen
●Increase Due to Increased Earnings
●Decrease Due to Decreased Cost of Sales Ratio
●Decrease in S.S., CLEANLADY Cost Ratio
●Decrease in RAKUERA Cost Ratio
●Decrease in System Bathrooms Cost Ratio
●Sales Route Distribution Ratio
●Cost Decrease
△0.4 points
△0.3 points
△0.1 points
＋0.3 points
△0.4 points
●Increase Due to Increased in Net Sales
●Increase in Gross Profit Ratio
＋5,210 million yen
＋1,090 million yen
-2, 000 18, 000 38, 000
2013/3 2014/3
Gross Profit
SGA Expenses
Operating Income SGA Ratio
＋ 6.30 billion yen
＋ 2.18 billion yen
△ 1.9 ％
＋ 4.12 billion yen
45.05
36.18
8.87
（ 28.1 ）
（ 6.9 ）
28.1
38.75
34.00
4.75
（ 4.2 ）
（ 30.0 ）
2. Consol i dated Pr ofi ts (2) SGA Expenses, Oper ati ng Inc om e
(Units: billions of yen) 【Increased/Decreased Values (Rates)】
●Sales Expenses
●Distribution Expenses
●Personnel Expenses
●Administrative Expenses
(Depreciation, Repair Expenses, Sales Commission, etc.)
△ 170 million yen
＋ 590 million yen
＋ 890 million yen
＋ 840 million yen
●Sales Expenses
●Distribution Expenses
●Personnel Expenses
●Administrative Expenses
△ 0.4 points
△ 0.3 points
△ 0.8 points
△ 0.4 points
●Increase in Gross profit
●Change in SGA Expenses
＋ 6,300 million yen
△ 2,180 million yen
【 Main Increase/Decrease Factors 】
76.9 ％
18.7 ％
4.4 ％
2013/3 2014/3 2015/3
87,285 21,257
4,991
98,110 23,256
5,634
99,270 23,332 6,183
0 20,000 40,000 60,000 80,000 100,000 120,000
Kitchen Equipment Bathtubs & Washstands Other
77.3％ 18.3％ 4.4％
【 2013/3 】
【 2014/3 】
77.1 ％
18.1 ％
4.8 ％
113,533 128,785 127,000
Bathtubs & Washstands
Other
Ki tc hen Equi pment Ki tc hen Equi pment Bathtubs &
Washstands
Other (Units: millions of yen)
(Forecast)
3. Sal es Com posi ti on (1) By Segm ent (Consol i dated)
2011/3 2012/3 2013/3
2014/3 2015/3
0
Direc t-S ales (Con domin iu m own ers)
Hou sin g Con stru c tors
G en eral R ou tes (Con stru c tion Con trac tors - Home R en ovation )
78.6％ 15.7％ 5.7％
79.1％ 80.3％ 14.9％
15.3％ 6.0％
4.4％
80.6％ 15.6％ 3.8％
80.4％ 15.4％ 4.2％
3. Sal es Com posi ti on (2) By Sal es Route (Non-Consol i dated)
(Forecast)
27.04 28.20 4.582.14 52.08
60.99
4.81 1.94
2013/3 2014/3
＋ 0.20 billion yen
Total Assets
Inventory
Fixed Assets
＋ 10.04 billion yen
＋ 8.91 billion yen
＋ 1.16 billion yen
△ 0.23 billion yen
Other Current Assets 95.93
85.89
4. Consol i dated Bal anc e Sheet Sum m ar y – 1/ 2
【Increased/Decreased Values (Rates)】 【Main Increase/Decrease Factors】
【Assets】
Current Assets
Cash and Deposits
Notes and Accounts Receivable Electronically Recorded
Monetary Claims
●Tangible Fixed Assets
●Intangible Fixed Assets
●Securities Investments
●Current Assets
●Fixed Assets
●Cash and Deposits
●Notes and Accounts Receivable
●Electronically Recorded Monetary Claims
●Increase in Commercial Products, Raw Materials
●Decrease in Securities
●Increase in Deferred Tax Assets
＋888 million yen
＋116 million yen
＋462 million yen
＋236 million yen + 193 million yen
△690million yen
＋330 million yen
＋1,110 million yen
＋280 million yen
△230 million yen (Units: billions of yen)
56.03 60.62 7.76
5.48 22.09
29.82
0 50 100
2013/3 2014/3
●Long-Term Loans Payable
●Provision for retirement benefits
●Net Defined Benefit Obligations
＋ 7.73
billion yen△ 2.28
billion yen＋ 4.59
billion yen 95.9385.89
4. Consol i dated Bal anc e Sheet Sum m ar y – 2/ 2
【Liabilities / Net assets】
(Units: billions of yen) 【 Increased/Decreased Values 】 【Primary Reasons for Increase/Decrease】
Current Liabilities
Total Net Assets Long-Term Liabilities
●Net Income
●Dividends
●Valuation difference on available-for-sale securities
●Remeasurements of defined benefit plans
＋4,970 million yen
△930 million yen
＋170 million yen
＋330 million yen
●Trade Accounts Payable, Other Accounts Payable
●Income Tax Payable,
●Short-Term Loans Payable
＋3,430 million yen
＋2,530 million yen
＋1,500 million yen
△1,590 million yen
△1,790 million yen
＋1,080 million yen
7.30 8.60
△ 3 . 3 9
△ 3 . 4 4
△ 1 . 1 3
△ 2 . 9 2
27.20
31.32
△ 5. 00 0. 00 5. 00 10. 00 15. 00 20. 00 25. 00 30. 00 35. 00
Cash Flow from Operating Activities Cash Flow from Investing Activities
Cash Flow from Financing Activities Year-End Cash & Cash Equivalents Balance
2013/3 2014/3
＋ 41.2
＋ 13.0
＋ 17.8
＋ 0.5
(Units: billions of yen)
5. Consol i dated Cash Fl ow Statem ent Sum m ar y
6. Capi tal Investm ents (Consol i dated)
2013/3 2014/3 2015/3
1.02 4.50
2.77
3.60 7.28
1.10 1.10
3.12 5.00
0. 0 1. 0 2. 0 3. 0 4. 0 5. 0 6. 0
R&D Costs Capital Investment Deprecation Costs
FY 2013 Results
FY 2014 Plan
(Units: billions of yen)
① Production-Related
② Operations-Related
③ Information-Related
④ Others
3,610 million yen 2,020 million yen 1,360 million yen 290 million yen
① Production-Related
② Showroom Renovation
③ Information Investment
③ Others
1,870 million yen 1,650 million yen 1,040 million yen 440 million yen
【Major Capital Investment Details】
(Forecast)
7. Outl i ne of Non-Consol i dated Resul ts for Per i od Ended Mar c h 2014
109,127
3,905
3,822
2,243
48.15 yen
2013/3
(Actual Results)
Net Sales
Operating
Income
Ordinary
Income
Net Income
Net Income
Per Share
123,276
7,959
7,925
4,792
102.86 yen
13.0 ％
103.8 ％
107.4 ％
113.6 ％
113.6 ％
2014/3
(Actual Results)
Change From Prev. Period (Units: millions of yen)
8. Non-Consol i dated Sal es Com posi ti on By Segm ent
2013/3 2014/3 2015/3
81,612 16,117
5,140 5,488770
92,380 17,988
5,268830 5,334
93,590 17,942 5,390 5,467847
0 20,000 40,000 60,000 80,000 100,000 120,000
Kitchen Equipment Bathrooms Washstands Industrial Kitchen Equipment Other
【 2014/3 】
【 2013/3 】
123,276
(Units: millions of yen)
(Forecast)
121,800
75.8％ 14.8％ 4.3％ 0.7％ 4.4％
Bathr ooms
Other
Washstands Industr i al Ki tchen
Equi pment
Ki tchen Equi pment
75.9％ 14.5％
4.4％
4.5％ 0.7％
Bathr ooms
Other
Washstands Industr i al Ki tchen
Equi pment
Ki tchen Equi pment
74.8％ 14.8％
4.7％
5.0％ 0.7％
109,127
9. Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 1/ 4
70.8
64.4 66.2
69.7
77.3
89.2 88.3
173 166 181
195
217
244 244
0.0 20.0 40.0 60.0 80.0 100.0
09/3 10/3 11/3 12/3 13/3 14/3 15/3 0 100 200 300 400 Monetary Value
Volume
1,138
975 1,019
1,091 1,121
1,227
19.4 19.9 17.8 17.9
17.1 15.2
0 200 400 600 800 1,000 1,200 1,400
09/3 10/3 11/3 12/3 13/3 14/3 0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand Volume
Cleanup Share
Complete System Kitchen Sales Results Demand Trends and Market Share
(Units: billions of yen) (Thousands of Sets) (Thousands of Sets) （％）
（Forecast）
5.0 4.8
5.1
3.4
4.3 4.35
4.1
61 60
67
52
66 67
63
0.0 2.0 4.0 6.0
09/3 10/3 11/3 12/3 13/3 14/3 15/3 0 30 60 90 120 Monetary Value
Volume
402 400
378 365 370
419
18.0 18.1
12.5 17.8
15.1 14.9
0 90 180 270 360 450
09/3 10/3 11/3 12/3 13/3 14/3 0.0 5.0 10.0 15.0 20.0 25.0 30.0 Demand Volume
Cleanup Share
Sectional System Kitchen Sales Results Demand Trends and Market Share
(Units: billions of yen) (Thousands of Sets) (Thousands of Sets) （％）
（Forecast）
9. Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 2/ 4
14.5
12.7 12.9
14.1
15.8
17.7 17.7
30
27
30
35
38
43 43
0.0 5.0 10.0 15.0 20.0
09/3 10/3 11/3 12/3 13/3 14/3 15/3 0 10 20 30 40 50 Monetary Value
Volume
695 656 688
731 745
839
4.3 4.0 4.3
4.8 5.1 5.1
0 200 400 600 800 1,000
09/3 10/3 11/3 12/3 13/3 14/3 0.0 2.0 4.0 6.0 8.0 10.0 Demand Volume
Cleanup Share
Modular System Bathroom Sales Results Demand Trends and Market Share
(Thousands of Sets) (Thousands of Sets) （％） (Units: billions of yen)
（Forecast）
9. Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 3/ 4
1,637
1,494 1,521
1609 1,655
1,828
6.0 6.6
6.4 6.2 6.1
5.6
0 400 800 1,200 1,600 2,000
09/3 10/3 11/3 12/3 13/3 14/3 0.0 2.0 4.0 6.0 8.0 10.0 Demand Volume
Cleanup Share
4.7 4.5 4.7 4.7
5.1
5.4 5.3
109 107 109
98 99 91
91
0.0 1.0 2.0 3.0 4.0 5.0 6.0
09/3 10/3 11/3 12/3 13/3 14/3 15/3 0 30 60 90 120 150 Monetary Value
Volume
Washstands/Vanities Demand Trends and Market Share
(Thousands of Sets) (Thousands of Sets) （％） (Units: billions of yen)
（Forecast）
9. Sal es Resul ts For Maj or Pr oduc ts and Cl eanup Mar ket Shar e - 4/ 4
107 109 109 105 105
102 102 102 102 101
539 550 495 510
460 456 451 444 448 471
0 40 80 120 160 200 240
06/3 07/3 08/3 09/3 10/3 11/3 12/3 13/3 14/3 15/3 0 100 200 300 400 500 600 Number of Showrooms
Number of Visitors
10. Showr oom s And Vi si tor Num ber s
(Locations) (Thousands of groups)
（Forecast）
11. For ec asted Consol i dated Resul ts For The Per i od Endi ng Mar c h 2015
Operating Income
Ordinary Income
Net Income
Net Sales
128,785
8,873
8,470
4,970
2014/3
(Actual Results)
127,000
6,700
6,400
3,700
2015/3
（Forecast）
△ 1.4 ％
△ 24.5 ％
△ 24.4 ％
△ 26.6 ％
Change From Prev. Period
Operating Income Margin
Ordinary Income Margin
Net Income Margin
6.9 ％
6.6 ％
3.9 ％
5.3 ％
5.0 ％
2.9 ％
-
-
-
(Units: millions of yen)
Ⅱ． Resul ts fr om thi s ter m and
the outl ook fr om now on
“To create smiles from the kitchen”
74
70 73 75
78 74
84 80
76
69 69 71
78 80
84 85 84
89 90 91 90
78
70 69
1.0 -2.9 12.3 18.0 14.1 7.1 19.4
8.8 15.3 12.4
14.5
5.8 7.3
3.0 5.0 10.3 10.0
25.2 15.5
-5.5
-9.6 -0.2 10.3 9.3
0 20 40 60 80 100
4 5 6 7 8 9 1 0 1 1 1 2 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 1 2 3
-40.0 -20.0 0.0 20.0 40.0 60.0
新設住宅着工戸数 前年同月比
2014 2013
2012
（千戸） （％）
1. Managem ent Envi r onm ent
＊Ministry of Land, Infrastructure, Transport and Tourism Monthly Economic Construction Statistics, Building Starts
(Units)
New housing starts (units) YOY comparison(%)
2. Managem ent Pol i c i es for the Per i od Endi ng Mar c h 2014
Period Ending March 2014 Management Policies
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 showroom competitiveness
④ Deepen and develop CPS improvement activities
⑥ Strategically promote overseas business
⑦ Create personnel environment that leverages workplace capabilities
⑤ Improve total product quality and decrease total costs
Firmly establish “ The Kitchen Company ”
3. Im por tant Measur es
Technical development of differentiated products that is only possible by a
specialist manufacturer Improved overall showroom
competitiveness for
comprehensive renovation plans
Development in Asia
Real i zati on of “The Ki tc hen Com pany”
Over seas busi ness c apabi l i t i es
Pr oduct appeal Sal es
c apabi l i t i es
Br and power Pr oducti on
power
Reorganize/strengthen production system
Strengthening the brand
CSR activities
Fi r ml y est abl i sh “The Ki t c hen Com pany”
● Improve western Japan's production system
The self-completing production of a system kitchen is carried out in the western Japan district in order to produce and deliver products in an efficient and timely manner.
岡山工場
三笠
帯広 釧路
函館
青森
盛岡 秋田
酒田 仙台
新潟
長岡 郡山
水戸
千葉 水海道 宇都宮 伊勢崎 更埴
塩尻 東松山
甲府
静岡 相模原
江戸川 川崎 金沢
福井
岡崎 浜松 岐阜 名古屋
四日市 天理 和歌山
草津
門真 姫路 神戸 安来
岡山
福山
松山 高松 広島
防府 北九州 福岡 佐世保
延岡 長崎
熊本 佐賀
山形
福知山
沼津 さいたま
Tsuyama / Okayama Factory
Sales Distribution
Installation
The pursuit of “total optimization”
ＣＰＳ
Cleanup Production System
（Order Production System）
What they want When they want it How they want it We
provide:
Customer Satisfaction
Production
● The deepening and evolution of craftsmanship
4 .“Pr oduc ti on Capabi l i ti es”
Expanded production line-up of kitchen counters
Increase production of kitchen
Improve production capabilities
Okayama Factory
Expand
Tsuyama Factory
Iwaki Business Office (7 factories)
＊ Other than the above, models will be updated for:
● System bathroom “yuasis”
● Bathroom vanity “Tiaris” and “S”
5. Measur es to Enhanc e Pr oduc t Appeal (1) Pr oduc t Li neup
Cr aftsmanshi p Lever agi ng the Str engths of a Spec i al i st Manufac tur er
Mid/High-Quality System Kitchen
“CLEANLADY”
Popular System Kitchen
“RAKUERA ”
The first stainless steel
cabinet in the mid-level class. Complete model update
in the previous period
【Renewal Schedule】
● “S.S”
(functional enhancement in December)
Low Price
High-Value-Added Products
Widespread Products
High Price
Luxury System Kitchen
“S.S.”
“S.S. Light Package ”
Company System Kitchen
“COLTY ”
A model allowing consumers to experience the beauty of stainless at
a reasonable price.
Our standard brand as “The Kitchen Company”
Highly functional, stylish, product designed for urban life with limited space.
A branded product allowing consumers to experience Cleanup’s high-quality.
5. Measur es to Enhanc e Pr oduc t Appeal (2)
Pr i nc i pl e Awar ds Rec ei ved Thi s Fi sc al Ter m
“Beautiful Silent Sink”
The 5th Monozukuri Nippon Grand Award Chief of the Tohoku Bureau of Economy,
Trade and Industry Award
“Washable Range Hood”
Japan Institute of Design Promotion
Good Design Award 2013
1
6
11
16
2
7
12
17
3
8
13
18
4
9
14
19
5
10
15
20
SagamiharaＳＲ
MoriokaＳＲ
ChibaＳＲ
NagaokaＳＲ
21 refurbished showrooms opened throughout the country
(April, 2013 － March, 2014)
KofuＳＲ
IwakiＳＲ
TamaＳＲ
KobeＳＲ
SagaＳＲ
YokkaichiＳＲ
OtaＳＲ
ShigaＳＲ
KitaosakaＳＲ
TokushimaＳＲ
KitakyushuＳＲ
TokuyamaＳＲ
ToyamaＳＲ
NaraＳＲ
YamaguchiＳＲ
FukuokaＳＲ
6. Measur es to Enhanc e Sal es Capabi l i ti es (1)
Over al l Renewal of Showr oom s
All 380 showroom advisors qualified for the Level 3
Food Education Instructor certification
Advisors in the showroom offer value,
which is only available from the kitchen
manufacturer through “food education”
<Three pillars of food education>
1) Selection of safe foodstuffs
2) Food etiquette that nurtures a fundamental character
3) Ecology based on gratitude for food and
a global perception
6. Measur es to Enhanc e Sal es Capabi l i ti es (2)
Enhancem ent of the Per sonnel Capabi l i ti es of Showr oom Advi sor s
* The “Level 3 Food Education Instructor” qualification, certified by the Japan Food Education Instructors Association, a non-profit organization:
Is a person “capable of understanding the importance of food education, able to improve their cooking skills,
（％）
Promote enhancement of comprehensive competitiveness of
showrooms through multifaceted implementation of various measures
Enhance comprehensive competitiveness
of showrooms
Overall refurbishing of showrooms
nationwide Food and
residence related events
at showrooms
Implement renovation fairs
based around showrooms
Enhance personnel capabilities of showroom advisors
6. Measur es to Enhanc e Sal es Capabi l i ti es (3)
Enhanc e Com pr ehensi ve Com peti ti veness of Showr oom Advi sor s
Number of visitors nationwide
Contract rate from consultations
(thousand accounts)
Consumers ●Influential regional stores
(contractors)
●Sub-users (wholesalers)
Cleanup
Building and strengthening a comprehensive system to meet the demands of renovators
6. Measur es to Enhanc e Sal es Capabi l i ti es (4)
Pr om oti ng Renovati on Pl ans
Strengthen renovation strategy
● “Water Section Workshops” member stores
to 4,832 store system
（As of March 31, 2014）● Renovation Fairs
Period Ended March 2012 ： 2,183 (YoY 178.2%) Period Ended March 2013 ： 3,036 (YoY 139.0%) Period Ended March 2014 ： 4,400 (YoY 144.9%)
Strengthen logistics cooperation
● Implement renovation seminars for sub-customers
in cooperation with strong local firms
● Implement renovation fairs with strong firms/
sub-customers as sponsors
7. Br and Power (1) Ai m i ng for Im pr oved Br and Val ue
Intangibles
(Service) Smiling Families
Improving Cleanup's Brand Value
Becoming “The Kitchen Company”
Deepening and evolution of craftsmanship based on our CPS
Expanded communication activities Using the theme of
“fulfilling food and lifestyle.”
Implementing corporate philosophy
Aiming for increased brand power by implementing our corporate philosophy
through various activities leveraging our strengths as a specialist manufacturer
Tangibles
(Products)
◎ Implement collaborative activities combining different industries
and Salonese members.
Lectures were held at the “Cooking Studio” in collaboration with Tomizawa Corporation.
Workshops were held at the “Hajimarino Café” at Mitsukoshi Department Store in Nihonbashi
◎ Regular cooking classes at showrooms with a "salonese“ as an instructor
Showrooms Around Japan
Salonese Members in
Japan
More than 1,300 Members 102
Locations
Transmission of Information to Locals
7. Br and Power (2) Events Foc usi ng on the Them e of “Food”
Hold a total of 535 events at 91 locations nationwide
Actively engaging in food education activities by participating
in the “Bento Day Support Project”
June, 2013
●
Supporting “Food Education Lectures” held by the “Bento Day” committee in the Nippori area of Arakawa wardAugust, 2013
●
Holding presentations and children's cooking classes at the Shinjuku ShowroomNovember, 2013
●
Supporting “Children’s Cooking Class” at Arakawa City Public Elementary School No. 6March, 2014
●
Supporting administration of “Food Education Lecture Sessions”, sponsored by the major supermarket chain, Maruto Co., Ltd., etc., in Iwaki City.＜Supporting Company＞
7. Br and Power (3) Pr om oti on of Food Educ ati on for Chi l dr en
Eco-Products 2013
Japan’s largest environmental trade fair
Salone Internazionale del Mobile
Milano 2014
World’s largest international furniture trade fair
Distinguished Italian industrial art designer
Mr. Giulio Iacchetti
Cleanup
Topic
“Kitchen Cleaning School”
A knack for cleaning sinks and range hoods, which tend to be cumbersome, is introduced in a fun filled class, formatted with instructions provided as the “Kitchen Cleaning Class”: Participants have an actual experience with the cleanability
7. Br and Power (4) Par ti c i pati on at Exhi bi ti ons
● China
The market is entered jointly with a house manufacturer. Kitchens are supplied to four districts, Shenyang, Suzhou, Wuxi and Taicang. Full-scale deliveries and installation work started in FY2014.
● Taiwan / Vietnam
The sale of primarily medium to high class products (S.S. Clean Lady) is through exports to local distributors.
Sales were expanded beyond corporate customers by reaching out to consumers, through effectively using the showrooms of
distributors, in general.
Continuous support was provided to distributors and our local representative office endeavored to expand sales.
Wuxi Town House Condominium in Heping District of Shnyang Site of condominium building in
8. Over seas Busi ness Capabi l i ti es
Okayama Tokyo Iwaki
Hanoi
Hong Kong
Taipei Shenyang
Beijing
Shanghai
Ho Chi Minh
"Family" The Second "We Love Family Time!" Campaign
An award ceremony was held on Mother’s
Day in May 2014, with the winner of the
Most Excellent Episode Prize receiving our
top of the line system kitchen, “S.S.”
9. CSR Ac ti vi ti es (1)
Im pl em entati on of Our Cor por ate Phi l osophy and Rec over y Suppor t
Asian Championships (New Delhi, India) World Wrestling Championships (Budapest, Hungary)
Universiade (Kazan, Russia)
We became an official corporate sponsor of the Japan Wrestling Federation on April 1, 2014. (We also support the Cleanup Kids Wrestling Club in Iwaki City of Fukushima Prefecture,
where our production base is located.)
9. CSR Ac ti vi ti es (2) Spor ti ng Ac ti vi ti es (Wr estl i ng Cl ub)
Hiroe Suzuki earned a gold
medal, and Shota Tanokura
earned a silver medal
Hiroe Suzuki
Shota Tanokura earned
a bronze medal
Shota Tanokura
Hiroe Suzuki,
Shogo Maeda,
and Shota
Tanokura
represented
Japan
Hiroe Suzuki
Shogo Maeda
Shota Tanokura
12.6 17.2 15.7
13.0 15.9
25.3
20.6
16.5
13.9
16.3
14.0 14.3 16.0
14.7 15.5
14.6 16.3
14.5 11.7
9.3 9.7
4.0 8.0 12.0 16.0 20.0 24.0 28.0
2008/3 2009/3 2010/3 2011/3 2012/3 2013/3 2014/3
（％）
10. System Ki tc hen Mar ket Shar e by Cl ass
Due to the favorable progress of RAKUERA, we were able to
increase our market share of entry-level system kitchens
Changes in System Kitchen Market Share by Class
*Calculated based on shipping statistics from the
Other shares (special orders) FY 2007 27.3%
FY 2008 27.7% FY 2009 33.6% FY 2010 31.5% FY 2011 28.4% FY 2012 34.5% FY 2013 33.1％
Luxury
Mid-Level
Entry-Level
Firmly establish “The Kitchen Company”
Period Ending March 2015
Management Policies
③
④
⑦ Strategically promote overseas business
⑤ Improve total product quality and decrease total costs
⑧
① Increase the speed of renovation measures
② Improve overall showroom competitiveness
⑥
11. Managem ent Pol i c i es for the Per i od Endi ng Mar c h 2015
Establish and improve the operational system that backs up our
20 years of support
Create a personnel environment and the nurturing of personnel in
anticipation of our 70th anniversary
Improve operational efficiency through corporation-wide
implementation of CPS activities
Increase the market share of medium and high class system
kitchens and enhance our products in the popular class
◎ Our foundation, which is suitable for our “Second Creation”,
will be established as we commemorate the 65th anniversary of our founding
this year and take on new challenges, heading towards our 70th anniversary.
12. Medi um -ter m Str ategy Pur sui t of “New Managem ent Phi l osophy”
Founder ’s Phi l osophy
(Fi ve Conc epts)
Cor por ate Phi l osophy
(c r eati ng c heer ful sm i l es i n the fam i l y)
Acti ve Phi l osophy
1. We wi l l cr eate a ‘soul ful ’ cul tur e of l i fest yl e and cui si ne.
2. We wi l l al ways conduct fai r and honest cor por ate acti vi ti es.
3. We wi l l cr eate a company our fami l i es can take pr i de i n.
New Br and Statem ent
To cr eate smi l es fr om the ki tchen
For our busi ness to be the ‘Top l eader i n ki tchens.’
To establ i sh a r eputati on among our customer s ‘synonymous wi th ki tchens.’
Aiming for a business that
develops globally, while
valuing individuals, families,
and communities, based on
our experience with the
earthquake
Cleanup Corporation
Corporate Planning Department,
Public Relations Section
Tel 03-3810-8241
Fax 03-3800-2261
URL http://cleanup.jp/
For any questions concerning investor relations,
please contact:
Disclaimer
This material is intended to provide information regarding FY2013 financial results (April 2013 - March 2014) 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 19, 2014. Opinions and forecasts contained within this material were the subjective judgments of Cleanup Corporation at the time of creation. No guarantee or promise is made as to the accuracy or
completeness of this information. Additionally, this information is subject to change without prior notice.
