“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 Interim Results
２０１２年１１月２０日
November20, 20120“To create smiles from the kitchen”

Ⅰ. Interim Results Outline

11. Outline of Consolidated Results for Interim Period Ended September 2012
(Units: millions of yen)

Change From
(Actual Results) (Actual Results) Prev. Period

2012/92011/9Net Sales

55,15946,478Operating
Income2,338

Ordinary
IncomeInterim
Net Income
Interim
Net Income
Per Share

2012/92012/918.7％

53,00055,0000.3％

520349.2％

620

1,250

87.1％

2,146

433

395.4％

480

1,110

93.4％

1,290

△149

－ ％

50

500

158.1％

27.70yen△3.21yen－ ％1.07yen

10.73yen

158.1％

ComparedTo
Revised Plan
(Previous Forecast) (Revised Forecast)＊Previous Forecast: Announced May 8, 2012
＊Revised Forecast: Announced August 6, 20122

2. Consolidated Profits ① Net Sales, Gross Profit【Increased/Decreased Values (Rates)】(Units: billions of yen)

55.15

Net Sales＋8.68 billion yen
46.47

31.05

35.93

（66.8）（65.1）【Main Increase/Decrease Factors】●System Kitchens
・Ｓ．Ｓ．
・CLEANLADY・RAKUERA
・Others●Sectional System Kitchen●System Bathrooms●Washstands/Vanities●Increase Due to Increased Net Sales

Cost of Sales＋5,800 million yen●Decrease Due to Decreased Cost of Sales Ratio△920 million yen＋4.88 billion yen
Cost of Sales Ratio

15.42

19.22

（33.2）（34.9）＋6,230 million yen△950 million yen＋4,870 million yen＋1,120 million yen＋1,190 million yen＋930 million yen＋1,240 million yen
340 million yen△1.7％
Gross Profit＋3.80 billion yen●Decrease in S.S., CLEANLADY Cost Ratio△ 0.2 point●Decrease in System Bathrooms Cost of Sales Ratio△ 0.4 point●Composition Ratio by Sales Route△ 0.1 point△ 1.0 point●Cost Decrease●Increase Due to Increased in Net Sales＋2,880 million yen●Increase in Gross Profit Ratio＋920 million yen

32. Consolidated Profits ② SGA Expenses, Operating Income【Increased/Decreased Values (Rates)】(Units: billions of yen)

19.22

Gross Profit＋3.80 billion yen【 Main Increase/Decrease Factors 】

15.42
SGA Expenses

14.90

16.88

（32.1）（30.6）＋1.98 billion yen

SGA Ratio

△1.4％
0.52

●Sales Expenses●Distribution Expenses●Personnel Expenses●Administrative Expenses＋ 490 million yen＋ 520 million yen＋ 550 million yen＋ 420 million yen●Sales Expenses●Distribution Expenses●Personnel Expenses●Administrative Expenses＋ 0.6 points△ 0.0 points△ 1.2 points△ 0.8 points●Increase in Gross profit●Change in SGA Expenses＋ 3,800 million yen△ 1,980 million yen

2.34

（1.1）

（4.2）

2011/92012/9-500

Operating Income＋1.82 billion yen
43. Sales Composition ① By Segment (Consolidated)

Kitchen Equipment

Bathtubs & Washstands

Other【2012/9】(Units: millions of yen)

Other112,300

120,000

4,954 4.4％

103,377
4,768 4.6％

100,000

Bathtubs &Washstands

4.3％

20.1％
75.6％

21,26319,050
18.4％

Kitchen Equipment

18.9％

80,00055,15960,00046,47840,000

2,296
9,492

20,00034,6882,367
11,094【2011/9】
79,55877.0％

86,08376.7％

Other
Bathtubs &Washstands

41,697

5.0％

20.4％
74.6％
Kitchen Equipment0

2011/92012/9(Current Interim Period)

2012/3

2013/3（Term-End Forecast）

5

3. Sales Composition ② By Sales Route (Non-Consolidated)

Direct-S ales (Con domin iu m own ers)

【Full-Term Base】

4.5％

6.0％

15.0％

Hou sin g Con stru ctors
G en eral R ou tes (Con stru ction Con tractors - Home R en ovation )

5.7％
15.7％

14.9％

【First-Half Base】
3.7％
15.6％

3.7％
15.0％

3.1％
14.8％

78.6％

79.1％

80.5％

82.1％
80.7％

81.3％

0

0

2010/92011/92012/92011/3

2012/3

2013/3（Term-End Forecast）(Current Interim Period)

6

4. Consolidated Balance Sheet Summary – 1/2(Units: billions of yen)

81.51

【Increased/Decreased Values】【Assets】
86.51
84.81

Total Assets＋1.70 billion yen

Current Assets

52.13
51.87
48.08

Cash and Deposits
Notes and Accounts
Electronically Recorded
Monetary Claims＋0.26 billion yen
Inventory

3.23
4.52

2.01
4.77

2.54

【 Main Increase/Decrease Factors 】●Current Assets●Fixed Assets＋1,080 million yen●Cash and Deposits●Notes and Accounts Receivable△3,070 million yen●Electronically Recorded Monetary Claims＋2,250 million yen●Increase in Direct-Sales Inventory＋0.53 billion yen

5.00

Other Current Assets●Increase in Accounts Receivable-Other＋130 million yen＋0.23 billion yen
25.67

26.14

＋1,020 million yen＋680 million yen

26.82

Fixed Assets＋0.68 billion yen
0. 00●Tangible Fixed Assets●Intangible Fixed Assets●Securities Investments＋340 million yen＋140 million yen＋200 million yen

2011/9 2012/3 2012/9
7

4. Consolidated Balance Sheet Summary – 2/2【 Increased/Decreased Values 】(Units: billions of yen)【Primary Reasons for Increase/Decrease】【Liabilities･Minority Interests・Assets】

81.51

84.81

86.51
Current Liabilities

20.37

9.57

23.31

7.69

24.51

＋1.19 billion yen●Trade Accounts Payable●Other Accounts Payable●Short-term Borrowing＋160 million yen＋620 million yen△340 million yen（Include Current Portion of Long-term Borrowing）●Income Taxes Payable＋460 million yen● Long-term Borrowing△490 million yen

7.24

Long-Term Liabilities△0.44 billion yen

51.56

53.79

54.76

Total Assets＋0.96 billion yen●Interim Net Income＋1,290 million yen●Dividends△230 million yen●Valuation difference on available-for-sale securities△90 million yen

0. 00

2011/9 2012/3 2012/9
8

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

26.24

28. 00

27.33

＋10.8

25.90 （2012/3）

Compared to Year-End Balance

21. 00

14. 00

＋49.8

7. 00

2.99

3.58

△41.2
0. 00

△ 1.40 △ 1.48

＋1.1

△ 1.36 △ 1.13

△ 7. 00

2011/92012/99

6. Capital Investments (Consolidated)(Units: billions of yen)

R&D Costs

Capital Investment

Deprecation Costs
5.80

6.0

【FY2013 Major Capital Investment Details】

First-Half Results① Dies and Equipment for New Products
390 million yen② Showroom Renovation
4.0

1,220 million yen

3.46
3.15

③ Information Investment
510 million yen

2.89

Second-Half Plans

2.14

2.03
2.0

1.38

1.32
0.95

0.0

0.46

0.51

2011/92012/92012/3(Current Interim Period)

1.00① Production-Related

2,590 million yen② Operations-Related

710 million yen③ Information-Related

310 million yen④ Others

40 million yen

2013/3（Term-End Forecast）

10

7. Outline of Non-Consolidated Results for Interim Period Ended September 2012

(Units: millions of yen)

2012/92011/9(Actual Results)(Actual Results)

Change From
Prev. Period

Net Sales

53,02544,586

18.9％

Operating
Income1,868

178

945.5％

Ordinary
Income1,944

291

566.0％

Interim
Net Income

1,247

△93

－ ％

26.78yen△2.01yen－ ％Interim Net Income
Per Share118. Non-Consolidated Sales Composition By Segment
Kitchen Equipment

Bathrooms

Washstands

Industrial Kitchen Equipment

Other【2012/9】（百万円）
120,000

108,000
99,464
100,000

6,269
1,083
4,660

6.3％
1.1％
4.7％

5.5％
0.6％

Washstands

4.3％

4.9％
4.7％
KitchenEquipment

14.7％
16.2％

16,233

Other

0.7％

4.7％
15.0％

14,39180,000

5,894
680
5,030

Industrial Kitchen
Equipment

Bathrooms

73.5％
74.1％

14.5％

53,02560,00040,00044,586

2,259
2,483

2,570
2,139

8,611

384

367

【2011/9】
73.5％

74.2％

Industrial Kitchen
Equipment
Washstands

39,30620,000Other80,16373,061

7,354

32,139Bathrooms

1.3％
0.8％

5.7％
5.8％

4.9％
4.8％

14.7％
16.5％

KitchenEquipment

73.5％
72.1％
0

2011/92012/9(Current Interim Period)

2012/3

2013/3（Term-End Forecast）

12

9. Sales Results For Major Products and Cleanup Market Share - 1/4

Complete System Kitchen Sales Results
Monetary Value
Volume(Units: billions of yen)

100

Demand Trends and Market Share
300

1,400

1,247
82.1
80

60

Demand Volume
Cleanup Share(Thousands of Sets) (Thousands of Sets)

75.9
72.5 70.8
69.7 213
64.4 66.2 195
211.5
181
186.5
173
166

250

20

1,138

1,200

25.0

1,091
975

1,019

200

20.0

19.3
800

17.1 17.8 17.9

17.0

150

◆

30.0

1,228

1,000

37.2
102 100

40

（％）

600

15.2 15.2

15.0

529
10.0

400
50

5.0

200

Current Interim Period

0

0

07/3

08/3

09/3

10/3

11/3

12/3

13/3
（Forecast）

0

0.0

07/3 08/3 09/3 10/3 11/3 12/3 12/9
(Current Interim Period)

13

9. Sales Results For Major Products and Cleanup Market Share - 2/4

Sectional System Kitchen Sales Results
Monetary Value
Volume(Units: billions of yen)

8

Demand Trends and Market Share
Demand Volume
Cleanup Share(Thousands of Sets) (Thousands of Sets)

120

600

（％）

30.0

515
25.0

6.1
6

5.0

4.8

5.1

402
400

75

400

4.2
65

4

438

90

5.5

67
61

3.4

60

65

60

◆

20.0

18.4
15.0

14.5 14.7 15.1 14.9
200

2.1

378
17.8

52
2

419

12.5

175

10.0

30

32

5.0

Current Interim Period

0

0

07/3

08/3

09/3

10/3

11/3

12/3

13/3
（Forecast）

0

0.0

07/3 08/3 09/3 10/3 11/3 12/3 12/9
(Current Interim Period)

14

9. Sales Results For Major Products and Cleanup Market Share - 3/4

Modular System Bathroom Sales Results
Monetary Value(Units: billions of yen)

20

15.9
15

14.1
12.7 12.9

32

30.5 3027

10Demand Volume
Cleanup Share(Thousands of Sets) (Thousands of Sets)

Volume14.8 14.9 14.5

Demand Trends and Market Share

50

1,000

40

800

30

600

20

400

10.0

767
718 695

38

35

（％）

656 688

731

30
8.5
◆

20

4.2

4.2

4.3

4.0

4.3

8.0

4.8

5.4

6.0

375

4.0

5
10

200

2.0

Current Interim Period

0

0

07/3

08/3

09/3

10/3

11/3

12/3

13/3
（Forecast）

0

0.0

07/3 08/3 09/3 10/3 11/3 12/3 12/9
(Current Interim Period)

15

9. Sales Results For Major Products and Cleanup Market Share - 4/4

Washstands/Vanities
Monetary Value(Units: billions of yen)

Demand Trends and Market Share

Volume

6

5.2

5.1

5

150

5.0
4.5

4.7

4.7

98

99

4

100

96

91

2,000

91

91

（％）

10.0

1,750
1,637

120

1,600

1,494 1,521

90

1,200

6.4

1,609
8.0

108

3

6.1
5.3

2.5
2

1,834

5.0
4.7

Demand Volume
Cleanup Share(Thousands of Sets) (Thousands of Sets)

5.2

6.8
6.2

6.0

5.6
777

60

800

30

400

2.0

0

0.0

◆

4.0

53

1

Current Interim Period0006/3 07/3 08/3 09/3 10/3 11/3 12/3 13/3
（Forecast）

07/3 08/3 09/3 10/3 11/3 12/3 12/9
(Current Interim Period)

1610. Showrooms And Visitor Numbers

Number of Showrooms(Locations)

240(Thousands of groups)

600

Number of Visitors

200

450

480

495
460

160

456

451

471
444

Prev. Interim Period
242 thousand groups

120

101

104

107

109

109

105

105

485

500

448
Current Interim Period
254 thousand groups(+4.9%)

102

102

102

400

300

80

200

40

100

0

0

04/3

05/3

06/3

07/3

08/3

09/3

10/3

11/3

12/3

13/3
（Forecast）

17

11. Forecasted Consolidated Results For The Period Ending March 2013

(Units: millions of yen)

2012/3

2013/3

2013/3(Actual Results)(Previous Forecast)(Full-Term Forecast)

Net Sales

103,377

112,200

Operating
Income2,370

Operating Margin

Change From
Prev. Period

Comparedto Plan

112,300

8.6％

0.1％

2, 6503, 500

47.7％

32.1％

2.3％

2.4％

3.1％

－

－

Ordinary
Income

2,083

2,350

3,200

53.6％

36.2％

Ordinary Income
Margin

2.0％

2.1％

2.8％

－

－

Net Income

2,155

1,050

1, 800△16.5％

71.4％

Net Income
Margin

2.1％

0.9％

1.6％

－

－
18

Ⅱ. Future Strategy

19

1. Management Environment■New housing starts

Taking into account the outliers shown for the reconstruction
period following the earthquake (June – August 2011), recovery
has continued at a satisfactory rate since February of this year.

(Units)100,000

New housing starts (units)

（％）
60.0

YOY comparison (%)
83,39881,98680,00040.077,50071,921 71,998 71,390 72,838

74,517
72,687
66,70920.4

59,91160,00065,98464,206

63,726

63,41974,176

72,566
69,63869,06967,27366,75762,25273,647

72,63568,688 68,785
66,56875,421

66,928 66,597

21.2

17.7

20.0

14.0

15.5

10.1
6.8
4.3
0.6

0.6

10.3

7.5
2.7

6.4

7.5

6.4

9.3

5.0

5.8

2.4
0.3

40,000

0.0

(1.1)

(0.3)
(4.6)

(5.8)

(0.2)

(5.5)

(7.3)
(9.6)

(10.8)
20,000(20.0)

Large-scale reorganization of the industry continues against the backdrop of revision of related laws and market slowdown0(40.0)

Apr.

2010

May. June. July. Aug.

Sept. Oct.

Nov.

Dec.

Jan.

2011

Feb.

Mar.

Apr.

May. June. July. Aug.

Sept. Oct.

Nov.

Dec.

Jan.

Feb.

Mar.

Apr.

May. June. July. Aug.

Sept.

2012
＊Ministry of Land, Infrastructure, Transport and Tourism Monthly Economic Construction Statistics, Building Starts

20

2. Management Policies for the Period Ending March 2013

FY2012 Management Policies
To thoroughly promote the12 mid-term business plans to become “The Kitchen Company”① Increase market share in system kitchens focusing on the Clean Lady
② Promote reform policies③ Improve overall showroom competitiveness④ Improve total overall quality and lower overall costs⑤ Expand overseas operations⑥ Create a working environment that improves on-site capabilities213. Formation of a BCP● Formation of a BCP (Business Continuity Plan)
Formation of an action plan to deal with unanticipated events,
such as natural disasters and accidents.
・ Continuity of business activities with limited operating resources
・ Resumption of business within the recovery time objective●Reorganization of production systems

Reorganizationof our production
systems, which
are concentratedin Iwaki, basedon our Experience
With the earthquake

Create a balanced system with 2 centers in eastern
and western Japan, making self contained
production of system kitchens possible at the
Okayama factory.

Okayama
Factory

Iwaki Business Office(7 Factories)

224. System Kitchen Market Share by Class

We greatly increased our share in mid-level and entry-level kitchens
Changes in System Kitchen Market Share
（％）

28.0

25.3
24.0

Luxury

20.6
20.0

16.0

12.0

19.5
15.5

16.5

16.3
16.0

13.9

14.7

9.3

9.7

2008/3

2009/3

11.7

14.5
14.0

15.9
14.3

Mid-Level

16.6
13.3

Entry-Level

Other shares (special orders)
FY 2008 27.3%
FY 2009 27.7%
FY 2010 33.6%
FY 2011 31.5%
FY 2012 28.4%
FY 2012 Current Interim Period 25.0％

8.0

4.0

2010/3

2011/3

2012/3

2012/9*Calculated based on shipping statistics from theJapan Association of Kitchen & Bath.

23

5. Key Policies

Thoroughly promote the 12 mid-term plans to become“the kitchen company”
Improved overall showroom
competitiveness for comprehensive
renovation plans

Development in Asia

Sales
capabilities

Overseasbusiness
capabilities

Product
appeal

Brand
power

Technologicaldevelopment ofdifferentiatedproducts

Strengthening the brand

Realization of “The Kitchen Company”
24

6. Measures to Enhance Sales Capabilities (1) Improving Overall Showroom Appeal
Cleanup’s biggest “Sky Showroom” in Umeda, Osaka● The concept is to create individual kitchenstories● Full of trials that are beyond theimaginations of house manufacturers● In the 6 kitchen rooms, salonese
coordinate the spaces, which are updated
on a monthly basis, under our direction

Room 101

Room 102

Room 105

Room 109● In our kitchen studios, salonese conduct
cooking classes twice per month● Thanks to the support of Asahiya
Bookstores, we have established a bookand magazine corner for kitchen related
publications

We have had 9,365 visitors from July to October(347.6% compared to the previous year)25

6. Measures to Enhance Sales Capabilities (1) Improving Overall Showroom Appeal

We have completely redesigned our showrooms in each location
6/22～

7/28～

8/29～

8/30～

Takasaki

KurumeSR

SR

Kumamoto

Hiroshima

SR

SR

Showrooms for
hosting events
Space display
showrooms

8/31～

9/10～

Kumagaya Yokohama Nth.
SR

SR

9/14～

10/9～

Gifu

MatsumotoSR

SR● Improved event hosting capability● Installation of “Trial Kitchen Corners” where you can actually experience
cooking in the kitchen.
● Holding events concerning food and lifestyle, such as cooking classes,
as well as distribution of relevant information.
● ”Space Display” recreates living spaces, including the dining room
● This allows customers to get a sense of actual kitchens, storage space,
and the distance to the dining room etc.

We have had 299,568 visitors from April to October (105.2% compared to the previous year)26

6. Measures to Enhance Sales Capabilities (2) Comprehensive Renovation Plans

Strengthen renovation strategy● “Water Section Workshops” member stores
to 2,676 store system （As of September 31, 2012）● Renovation Fairs
Held last year：2,183 (YoY 178.2%)
Planned this year：2,800 (Interim held 1,751)

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
27

7. Measures to Enhance Product Appeal (1) Product Lineup

The Craftsmanship of a Specialist Manufacturer【Renewal results for H1】● “RAKUERA”(upgraded model)

High-Value-Added Products＊The models for the following
components were updated in
the first half of the fiscal year:● System baths● Washstands

A model allowing consumers toexperience the beauty of stainless at
a reasonable price.

Our standard brand as “TheKitchen Company”

Luxury System Kitchen“S.S. Light Package”“CLEANLADY”
Complete model updatein the previous period

Popular System Kitchen

The first stainless steelcabinet in the mid-level class.

“RAKUERA”“COLTY”
Highly functional, stylish, productdesigned for urban life with limited
space.

High Price

Low Price

Mid/High-Quality System Kitchen

Company System Kitchen“S.S.”

A branded product allowing
consumers to experience
Cleanup’s high-quality.

Widespread Products28

7. Measures to Enhance Product Appeal (2) Model Update for RAKUERA

The concept is “a system kitchen that seems like furniture”● New design
Door colors
30⇒38● Cleanliness

A total of 6 new Aqulistone sink colors● Storage29

7. Measures to Enhance Product Appeal (3) Model Update for FANCIO

Including the large and practical “LL Bowl”
Large and long life

〔Form〕 A wide, square form has been
adopted〔Capacity〕 23 liters, which allows you toeasily wash large clothing such as down
jackets〔Material〕 Cleanup’s unique Pentam
resin has been adopted, which is
resistant to breakage even if you drop
cosmetic jars etc.
30

8. Measures to Enhance Brand Power (1) Holding Food-Themed Events◎ A Cooking Academy Creating Smiles from the Kitchen
Held for 3 years, since 2009, at Seitoku University(Matsudo City, Chiba Prefecture). This year, it has been
moved to Mukogawa Women’s University (Nishinomiya
City, Hyogo Prefecture).

Around 80 participantsso far● Developing lectures regarding food and hands-on cooking classes in conjunction
with the university, from various perspectives, such as regional cuisine, aesthetics,
science, health, safety, and nutrition.

◎ Turning our showrooms into cooking schools, using salonese as teachers
Showrooms in Japan

Registered salonese in Japan

102

930

Information distributed to
local people(57 events held in thefirst half of the year)◎ Commemorating the establishment of“Omelet Day” by holding omelet making classes● In collaboration with Nosan Corporation, which is famous for its
Yodoran Hikari eggs
● Commemorative events held in the Shinjuku and Kobe showrooms
on Saturday, June 231

8. Measures to Enhance Brand Power (2) Food-Themed Social Action Programs
Participating in the Bento Day Support Project, which promotes education through making
lunch, by holding Bento Day activities at Arakawa Ward, Nippori 6th Elementary School

Jul. 14 Presentation by Michikazu Hiramatsu from
Kyushu University Graduate School

Aug. 7 Children’s cooking classes (Tokyo Gas Studio + G)

Oct. 27 Children’s cooking classes (Nippori 6th
Elementary School Home Economics Classroom)

Nov. 10 First Bento Day event

協賛企業：
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8. Measures to Enhance Brand Power (3) Brand Power Survey
Our brand image has increased in conjunction
with the effectiveness of our commercials
・ Our company brand’s overall rating has increasedby 64 points compared to the previous year
・ Our ranking has increased by 134 places out of 560 companies

TV Commercial“Utilizing Stainless Steel”

560
540
520

167th

198th
238th
301st

500
480
460
440
Brand Index

2009

2010

2011

2012

516

538

488

552

（From Nikkei Research Inc. “Brand Strategic Survey” Corporate Brand Evaluation for FY 2012）33

9. Overseas Business Capabilities●ChinaIn partnership with a housemanufacturer, we plan to
manufacture and supply
kitchens, furniture, and parts in
Shenyang, Liaoning→We will begin delivery of model
homes to 3 localities, including
Shenyang, in December●Vietnam

Shenyang
Iwaki

BeijingTokyo
Shanghai

Hanoi

OkayamaTaipeiHong Kong

Opened a new local showroom
in conjunction with our agent●TaiwanOpened a local office tosupport our existing agent

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10. 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 thetimes, and always with an emphasis on the consumer’s point of view.

Compliance with Laws/Systems●Housing Function Display System

Cleanup’s
Product Creation“Products You Can Trust”(Quality Assurance Law)
●Effective Resource Use Promotion Law●Long-Term Quality Housing Promulgation
and Promotion Law, etc.

3R Efforts●Reduce(Reduce creation of waste products)●Reuse (Reuse waste products)

CSR
Environmental
Compliance●Recycle (Reuse as raw materials)【The Foundation of Product Creation】
CPS (Cleanup Production System), based on Cleanup’s unique quality management beliefs
Reflected in the CLEANLADY etc. which features a “stainless steel eco-cabinet” as standard.
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10. 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
Philosophy(Five Concepts)

Corporate Philosophy(creating cheerful smilesin the family)

Active Philosophy

1. We will create a ‘soulful’ culture oflifestyle and cuisine.
2. We will always conduct fair and honest
corporate activities.
3. We will create a company our families can take pride in.

Aiming for a business thatdevelops globally, whilevaluing individuals, families,
and communities, based on
our experience with theearthquake

New Brand Statement

To create smiles from the kitchen
For our business to be the ‘Top leader in kitchens.’
To establish a reputation among our customers ‘synonymous with kitchens.’

Action Policy

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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/37

Disclaimer
This material is intended to provide information regarding FY2012
Interim Results (April 2012～September 2012) and does not constitutea solicitation to invest in Cleanup Corporation-issued securities.
Furthermore, this material was created based upon data current as ofNovember 20, 2012. Opinions and forecasts contained within this material
were the subjective judgments of Cleanup Corporation at the time ofcreation. No guarantee or promise is made as to the accuracy orcompleteness of this information. Additionally, this information is subject tochange without prior notice.

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