CANON ANNUAL REPORT 2009
Fiscal Year Ended December 31, 2009
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FINANCIAL HIGHLIGHTS
Net sales
Operating profi t
Income before income taxes
Net income attributable to Canon Inc.
Net income attributable to Canon Inc.
stockholders per share:
-Basic
-Diluted
Total assets
Millions of yen
(except per share amounts)
Thousands of U.S. dollars
(except per share amounts)
2009
2008
Change (%)
2009
¥3,209,201 ¥ 4,094,161
-21.6
$ 34,882,620
217,055
219,355
131,647
496,074
481,147
309,148
-56.2
-54.4
-57.4
2,359,293
2,384,293
1,430,946
¥ 106.64 ¥
246.21
-56.7
$
106.64
246.20
-56.7
1.16
1.16
¥ 3,847,557 ¥ 3,969,934
-3.1
$ 41,821,272
Canon Inc. stockholders’ equity
¥ 2,688,109 ¥ 2,659,792
1.1
$ 29,218,576
Notes:
1. Canon’s consolidated fi nancial statements are prepared in accordance with U.S. generally accepted accounting principles.
2. Canon adopted new guidance for noncontrolling interests in consolidated fi nancial statements in the fi scal year beginning January 1, 2009.
In accordance with the adoption of this guidance, “income before income taxes and minority interests” is now referred to as “income before income taxes”(cid:1)and “net income” is now referred to as “net income
attributable to Canon Inc.”
3. U.S. dollar amounts are translated from yen at the rate of JPY92=U.S.$1, the approximate exchange rate on the Tokyo Foreign Exchange Market as of December 30, 2009, solely for the convenience of the reader.
Net Sales
(Millions of yen)
5,000,000
6
4
3
,
1
8
4
,
4
9
5
7
,
6
5
1
,
4
1
6
1
,
4
9
0
,
4
4,000,000
1
9
1
,
4
5
7
,
3
3,000,000
1
0
2
,
9
0
2
,
3
2,000,000
1,000,000
Net Income Attributable to
Canon Inc.
(Millions of yen)
Net Income Attributable to Canon
Inc. Stockholders per Share
(Yen)
ROE/ROA
(%)
Basic
Diluted
ROE
ROA
2
3
3
,
8
8
4
5
2
3
,
5
5
4
6
9
0
,
4
8
3
500,000
400,000
300,000
200,000
100,000
8
4
1
,
9
0
3
7
4
6
,
1
3
1
400.00
300.00
200.00
100.00
9
5
.
7
7
3
3
5
.
7
7
3
5
9
.
1
4
3
4
8
.
1
4
3
3
6
6
3
.
.
8
8
2
8
8
2
1
2
0
2
.
.
6
4
2
6
4
2
4
6
4
6
.
.
6
0
1
6
0
1
20.0
15.0
10.0
5.0
0
16.5
16.0 16.3
11.1
10.8
10.6
10.1
7.3
4.9
3.4
05 06 07 08 09
0
05 06 07 08
09
0
05 06 07 08
09
0.00
05
06 07
08
09
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CORPORATE PROFILE
CONTENTS
1
Canon develops, manufactures and markets a growing lineup of copying
machines, printers, cameras, optical and other products that meet a
diverse range of customer needs. The Canon brand is well recognized
and trusted throughout the world by the individuals, families, offi ces and
industries that use Canon products.
(cid:1)
In 1996, Canon launched its Excellent Global Corporation Plan with
the aim of becoming a corporation worthy of admiration and respect
the world over. To this end, the Company is promoting “cross-media
imaging”—wherein a high level of collaboration is realized among input
and output devices—and the solutions business—through which it not
only develops and markets hardware and software but also proposes
ways for users to optimize convenience. In addition, Canon is working to
fulfi ll its duties to investors and society, emphasizing sound corporate
TO OUR STOCKHOLDERS ............................ 2
MESSAGE FROM THE PRESIDENT ............... 6
CORPORATE GOVERNANCE ........................ 8
STRATEGIES AND ACTIVITIES ..................... 12
EXCELLENT GLOBAL CORPORATION PLAN
IMPROVING THE QUALITY
OF MANAGEMENT
RESEARCH & DEVELOPMENT
PRODUCTION
governance and stepping up the implementation of activities that con-
SALES & MARKETING
tribute to environmental and social sustainability.
CORPORATE PHILOSOPHY: Kyosei
The corporate philosophy of Canon is kyosei. A concise defi nition of
this word would be “Living and working together for the common
good,” but Canon’s defi nition is broader: “All people, regardless of
CORPORATE SOCIAL RESPONSIBILITY
BUSINESS UNITS .......................................... 30
OFFICE BUSINESS UNIT
CONSUMER BUSINESS UNIT
INDUSTRY AND OTHERS BUSINESS UNIT
FINANCIAL SECTION .................................... 43
race, religion or culture, harmoniously living and working together into
TRANSFER AND REGISTRAR’S OFFICE ....... 104
the future.” Unfortunately, the presence of imbalances in the world in
such areas as trade, income levels and the environment hinders the
achievement of kyosei.
Addressing these imbalances is an ongoing mission, and Canon is
doing its part by actively pursuing kyosei. True global companies must
foster good relations, not only with their customers and the communities
in which they operate, but also with nations and the environment. They
must also bear the responsibility for the impact of their activities on
society. For this reason, Canon’s goal is to contribute to global prosperity
and people’s well-being, which will lead to continuing growth and bring
the world closer to achieving kyosei.
CORPORATE GOAL
Canon sees itself growing and prospering over the next 100, even 200,
years. To realize this goal, the Company is implementing its Excellent
Global Corporation Plan. Building on fi nancial strengths that it has
continuously reinforced through the implementation of this plan, Canon
aims to attain the status of being among the global top 100 companies
in terms of key performance indicators.
STOCKHOLDER INFORMATION .................. 104
MAJOR CONSOLIDATED SUBSIDIARIES ..... 105
Cover Photo:
The imageRUNNER ADVANCE series (above: imageRUN-
NER ADVANCE C5051) of multifunction devices (MFDs)
was developed under a totally new concept with the
aim of providing wide-ranging offi ce solutions that
meet diverse customer needs.
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2 CANON ANNUAL REPORT 2009
TO OUR STOCKHOLDERS
Achieving a
a New Era
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3
Turnaround in the First Year of
of Growth through Improved
Management Quality and
Global Management
>> In 2009, due to the negative effects of the economic recession, Canon
posted declines in sales and profi t. We were, however, able to maintain
sound balance sheets through various efforts, including reducing
inventories.
>> Canon, aiming to become one of the world’s top 100 companies, views
2010 as the fi rst year in a new era of growth.
>> In 2010, we will further improve management quality by re-establishing
a profi t-earning structure through IT reforms and other innovations
aimed at further reducing inventories and optimizing management
resources.
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4 CANON ANNUAL REPORT 2009
Achieving a Turnaround in the First Year of
Improved Management Quality
Overview of Fiscal 2009
Early in 2009, during what was being called the worst global
billion, accounting for 9.5% of net sales. Net income attributable
to Canon Inc. was down 57.4% to ¥131.6 billion, while net in-
recession in 100 years, it was diffi cult to predict the future course
come attributable to Canon Inc. stockholders per share came to
of the global economy. Today, looking back at the year, we see
¥106.64, in both basic and diluted terms.
that conditions faced by each region were as follows.
Unfavorable currency exchange rates added to the severity of
In the United States drastic measures taken to stimulate the
the business environment in 2009. Although the start of the year
economy appeared to have had some success from the third
saw the yen-dollar rate in the low nineties, and for a time it
quarter of 2009, including positive GDP growth. Nonetheless, new
seemed headed to top ¥100, it instead went in the other direction,
housing starts and new car sales failed to maintain hoped-for
appreciating an annual average of ¥10 in 2009. The yen also appre-
momentum targeted by government stimulus measures.
ciated against the euro for the year by an average of over ¥21.
Europe also saw a rise in GDP during the same period. Driving
As for returning profi ts to stockholders, Canon emphasizes
growth were measures taken to stimulate individual consumption,
the stable return of free cash fl ow to stockholders, and intends to
including automobile-buyback programs and public works invest-
pay a full-year dividend per share of ¥110, the same amount paid
ment. Delays in resolving bad debt and high unemployment,
in the previous fi scal year.
however, continued to have a negative effect on the real economy.
* Segment sales include intersegment sales.
In Asia, primarily China, measures taken to stimulate consump-
tion in rural areas were successful, kick-starting an early recovery.
Japan, at long last, began showing signs of emerging from a
Accomplishments amid Adversity
As we had set out to do, we improved our management quality to
period of intense economic stagnation. This was the result of
ride out the storm under our own power. Specifi cally, reductions
increased exports and manufacturing owing to growth in China
in inventories and other actions taken enabled the Company to
and emerging markets. Economic indicators, however, have yet to
expand cash fl ows, steer its way toward signifi cantly increased
regain the levels seen prior to the fi nancial crisis.
Fiscal 2009 Performance Results
In 2009, Canon’s consolidated net sales declined 21.6% to
stockholders’ equity, and maintain a sound fi nancial condition.
The Offi ce Business Unit positioned itself for action in antici-
(cid:1)
pation of an economic turnaround in the near future. Specifi c
initiatives included the launch of a new offi ce equipment series,
¥3,209.2 billion and the gross profi t ratio dipped 2.8 percentage
the strengthening of our solutions business, and the reinforcement
points to 44.5%. Operating profi t fell 56.2% to ¥217.1 billion
of our direct-sales network in the United States. Also, in March
compared with the previous fi scal year. By segment,* in the Offi ce
Business Unit, sales declined 26.8% to ¥1,645.1 billion, and
operating profi t dropped 49.8% to ¥229.4 billion. Within the
Consumer Business Unit, sales decreased 10.6% to ¥1,301.2
2010, Canon turned Océ N.V., a major Netherlands-based printing
company, into a consolidated subsidiary.
In the Consumer Business Unit, we were able to improve the
profi tability of our camera business. This upturn was attributable
billion and operating profi t declined 17.8% to ¥183.5 billion. In
to the launching of attractive new products in a timely manner
the Industry and Others Business Unit, sales fell 31.5% to ¥358.0
and the optimizing of inventory management.
billion and the operating loss deteriorated from ¥47.9 billion to
¥76.0 billion. By geographic area, sales in Europe fell 25.8% to
Through the Industry and Others Business Unit, Canon
(cid:1)
restructured its semiconductor equipment business. All these
¥995.2 billion, as was also the case in the Americas, where sales
strategic initiatives taken in individual business units empowered
declined 22.6% to ¥894.2 billion. In Japan, sales slipped 19.1% to
Canon to further improve management quality throughout 2009,
¥702.3 billion, and elsewhere in Asia and Oceania sales decreased
a year of unprecedented economic turbulence.
15.4% to ¥617.5 billion.
Turning to operating expenses, Canon’s selling, general and
administrative expenses declined 15.2% year on year to ¥905.7
Measures for a New Era of Growth
In the course of nurturing new growth in 2010, we will work to
billion. The Company’s R&D expenses decreased 18.6% to ¥304.6
further improve management soundness so as to be able to look
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5
a New Era of Growth through
and Global Management
back on 2010 as a turning point on the path toward renewed
collaborative framework will underpin activities that lead to
growth. We must make this year one in which we begin trans-
sustainable growth.
forming from being a company only capable of swiftly adapting to
a changing environment to an imaging company that is an over-
Furthermore, while steadily pursuing the environmental
(cid:1)
vision we announced in 2009 and increasing our focus on thor-
whelming market leader.
Advancing into a new era of growth, Canon aims to revamp
(cid:1)
its profi t structure, gain a presence in Asian markets, and set up
ough compliance, we will work to ensure that our corporate DNA
continues to be passed on to the next generation of managers
throughout the Canon Group.
new businesses. To accomplish these goals, the Company is
implementing such priority measures as those described below.
In closing, I would like to thank everyone for their continued
(cid:1)
understanding and support.
Fujio Mitarai
Chairman and CEO
Canon Inc.
In the Offi ce Business Unit, we are constantly strengthening
(cid:1)
our solutions and service offerings as well as the performance and
product lineups of our offi ce equipment. We will bolster the digital
production system business by leveraging the capabilities of newly
consolidated subsidiary Océ while reinforcing our direct-sales
structure and human resources. Moreover, the Company will
pursue other M&A opportunities and promote alliances with HP
and other companies to expand business. In the Consumer
Business Unit, we will also improve our profi tability by launching
attractive products. The Industry and Others Business Unit will
further its restructuring efforts to raise earnings power.
With the aim of gaining a presence in Asian markets, we will
(cid:1)
accelerate the implementation of region-specifi c strategies. In
accordance with these strategies, the Company will study, estab-
lish and execute business models that are exclusively applicable in
Asian markets.
In order to set up new businesses that will support sustain-
(cid:1)
able growth, we will speed up the pace at which we cultivate such
next-generation domains as equipment and solutions in the
medical imaging fi eld and intelligent robots. In support of this, we
will actively work with third-party businesses, research institutions,
and other personnel resources.
Toward Realizing Sustainable Growth as a
Global Corporation
Canon continues to solidify its foundations so as to keep prosper-
ing over the next 100 years and beyond. To this end, we are
working to establish the global Three Regional Headquarters
management system. Under this system, each of our three head-
quarters will strive to create unique technologies and products
developed to meet specifi c requirements in target markets in each
region. Then, they will share each other’s technologies and prod-
ucts through import and export to bolster their business. This
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6 CANON ANNUAL REPORT 2009
MESSAGE FROM THE PRESIDENT
As we begin to see light on the horizon for
the global economy, we are steadily imple-
menting our “cross-media imaging” strate-
gy and IT reforms toward a new era of
growth.
Strategies for the First Year in a New Era of
Growth
Viewing 2010 as the fi rst year in a new era of growth, Canon is
business drivers, we will strengthen our solutions business
through alliances with IT industry leaders and Managed Print
Services (MPS). In addition, Canon will focus on emerging
once again aiming to achieve sound growth, pursuing record
economies by introducing a large number of products designed
sales and profi t supported by enhanced management quality.
exclusively for these markets while establishing and bolstering
During 2009, Canon continued to promote “cross-media
(cid:1)
imaging,” a strategy to create new services and business models
business bases in each target country. We are also working to
expand our commercial printing business through the merger
based on advanced synergies between Canon imaging devices.
with Océ N.V. as well as the Company’s digital production
We believe that cross-media imaging is a key strategy for real-
systems and large-format inkjet printers.
izing sound growth. Toward this goal, we will offer solutions and
expanded services through cross-divisional collaboration. To
In the Consumer Business Unit, Canon is expecting further
(cid:1)
market growth for digital cameras in view of the rapid evolution
reinforce our solutions and services offerings, we are moving
of high-value-added products and the growth potential of
ahead with the further strengthening of our infrastructure
emerging economies. We will also focus our energies on devel-
company-wide, including preparing for the coming age of cloud
oping innovative technologies for inkjet printers.
computing.
Furthermore, as part of our cross-media imaging strategy,
(cid:1)
we will continue to develop even more advanced input and
In the Industry and Others Business Unit, we consolidated
(cid:1)
Canon Marketing Japan Inc.’s semiconductor equipment business
into that of Canon Inc., bolstering our business structure in this
output devices through color management technology, which
domain to enable customer needs to be more effectively incor-
enables unifi ed color performance across devices, as well as
porated into product development as we work to restructure the
wireless technologies. Based on such input and output devices,
business toward restoring it to profi tability. In addition, we will
the Company will work to create new products and services for
also reinforce the independent businesses of Group companies.
offi ces, households, production companies, medical institutions
and many other customer environments.
With regard to new next-generation domains as well,
(cid:1)
Canon is pursuing medical imaging that contributes to the
Canon will also focus on achieving the overwhelming No. 1
(cid:1)
position worldwide in all current core businesses. In the Offi ce
ultra-early detection of diseases, intelligent production robots
that employ super machine vision technology, and display
Business Unit, promoting attractive new products as core
development.
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7
Promoting Total Optimization
Also important are our efforts to realize total optimization.
operations. We are also concentrating our efforts on the devel-
opment of human resources, particularly in the areas of man-
Toward this end, we must continue to implement IT reforms with
agement skills and technological capabilities, with the aim of
the aim of realizing not just operational effi ciency, but also
becoming a key player in the global market. Underpinning these
improving management speed and quality. In 2010, we will
efforts will be the further consolidation of our corporate struc-
standardize 3D-CAD information throughout the Company and
ture to guarantee the Company’s success against the competi-
put in place an integrated support system for processes ranging
tion into the future.
from development through material procurement, production,
sales and servicing. These changes are expected to lead to major
Building on the sound management structure we have
(cid:1)
established to date, we will pool the resources of the Canon
management advancements by making possible the prompt and
Group as we continue working to switch to a new growth track
effi cient utilization of information across organizational boundar-
at the earliest possible opportunity. Along the way, we look
ies. Additionally, we will introduce in our other businesses speedy
forward to your continued understanding and support.
Tsuneji Uchida
President and COO
Canon Inc.
supply chain management (SCM) systems, that are based on
daily sales and inventory information and have led to solid
achievements in our digital camera business.
Product quality control is another issue that Canon must
(cid:1)
decisively tackle company-wide. The occurrence of one serious
quality problem could signifi cantly damage the Canon brand
and, consequently, place the Company’s very existence at risk.
Furthermore, product quality-related issues, with a direct impact
on profi ts, are the biggest source of waste. Accordingly, through
such initiatives as the introduction of a comprehensive product
quality management system covering the entire process from
design to mass-production, the Canon Group works as one to
continuously strengthen and maintain the structure necessary for
preventing product quality problems.
Becoming a Truly Excellent Corporation
The year 2010 marks the fi nal year of Phase III of our Excellent
Global Corporation Plan. As we work to solidify our business
foundation toward becoming a truly excellent corporation, the
Canon Group also strives to further strengthen compliance. In
addition to thorough compliance with laws and regulations,
each individual in the Canon Group acts in accordance with the
norms and rules of society in the course of our daily business
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8 CANON ANNUAL REPORT 2009
CORPORATE GOVERNANCE
In pursuit of becoming a truly excellent global corporation, Canon continues to
bolster corporate governance through its daily operations.
Basic Policy and Corporate Governance Structure
Canon recognizes that strengthening management supervision
functions and maintaining management transparency are vital to
improving its corporate governance structure and further raising
corporate value. Canon’s basic governance structure comprises the
General Meeting of Shareholders, the Board of Directors and the
Board of Corporate Auditors. Furthermore, the Executive Commit-
tee and management committees are dedicated to addressing key
issues. All of these bodies work together to ensure the appropriate
management of the Group through an independent internal
auditing structure centered on the Corporate Audit Center and an
information disclosure system for management activities.
Board of Directors
Important business matters are discussed and ratifi ed during
meetings of the Board of Directors and Executive Committee,
which are attended, in principle, by all directors. As of December
31, 2009, the board consisted of 25 directors. In order to facilitate
more practical and effi cient decision making, the board is entirely
composed of internal directors who have well-developed knowl-
edge of the Company’s affairs. Also, the board is supported by
various management committees that address important manage-
ment issues in their specifi c fi elds. These committees complement
the Company’s operational structure, facilitate effi cient decision
making and realize a mutual supervisory function for such matters
as compliance and ethics.
Governance Structure (as of December 31, 2009)
Canon Inc.
General Meeting of Shareholders
Executive Offi cer System
Canon is endeavoring to realize more fl exible and effi cient man-
agement operations by maintaining an appropriately sized organi-
zation of directors and promoting capable human resources with
accumulated executive knowledge across specifi c business areas.
Executive offi cers are appointed and dismissed by the Board of
(cid:1)
Directors and have a term of offi ce of one year. The number of
executive offi cers was 11 as of December 31, 2009.
Auditing System
Canon has fi ve corporate auditors, including three outside auditors
who have no personal or business affi liations with the Company.
Corporate auditors’ duties include attending meetings of the Board
of Directors, Executive Committee and various management com-
mittees, listening to business reports from directors, carefully exam-
ining documents related to important decisions and conducting
strict audits of the Group’s business and assets. Corporate auditors
also work closely with accounting auditors and the Corporate Audit
Center, which is in charge of monitoring the Company’s compli-
ance, risk management and internal control systems in addition to
providing assessments and recommendations as required.
Internal Control Committee
In response to the Sarbanes-Oxley Act, including Section 404,
which came into force during 2006, Canon continues to reinforce
internal control systems and implement appropriate measures. The
Board of Directors
Representative Directors
Chairman & CEO
President & COO
Executive Vice President & CFO
Executive Officers
Board of Corporate Auditors
Executive Committee
Corporate Audit Center
Management Strategy Committee
New Business Development Committee
Headquarters Administrative Divisions
Corporate Ethics and Compliance Committee
Subsidiaries &
Subsidiaries &
Affiliates
Affiliates
Internal Control Committee
Disclosure Committee
Office Business Unit
Consumer Business Unit
Industry and Others Business Unit
Marketing Subsidiaries & Affiliates
Manufacturing Subsidiaries & Affiliates
R&D Subsidiaries & Affiliates
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:18)(cid:27)(cid:22)(cid:20)(cid:1)(cid:49)(cid:46)
9
Internal Control Committee is responsible for Group-wide internal
controls, including those pertaining to fi nancial reporting.
In order to strengthen internal controls, Canon conducts com-
(cid:1)
prehensive evaluations of internal controls across areas that include
accounting, management oversight, legal compliance, IT systems
and the promotion of corporate ethics. As of December 31, 2009,
internal control over fi nancial reporting has been assessed as
effective by the management and the independent registered public
accounting fi rm. (Please refer to pages 101 and 103.)
Other Corporate Governance Committees
The Corporate Ethics and Compliance Committee, in addition to
the Disclosure Committee, is the key body of Canon’s management
committees. The Corporate Ethics and Compliance Committee
discusses and approves corporate ethics and compliance policies
while monitoring the implementation of these policies. The Disclo-
sure Committee works to ensure strict compliance with disclosure
regulations as prescribed by stock exchanges.
Compliance
Shortly after its founding, Canon established the San-Ji, or “Three
Selfs” spirit, namely “self-motivation,” or taking the initiative and
being proactive in all things; “self-management,” or conducting
oneself responsibly and being accountable for all one’s actions; and
Compliance program at Canon (Suzhou) Inc.
All Canon Group employees carry the Compliance Card.
Directors & Corporate Auditors (as of December 31, 2009)
Chairman & CEO
Fujio Mitarai
President & COO
Tsuneji Uchida
Executive Vice President & CFO
Toshizo Tanaka
Senior General Manager, Policy & Economy Research Center
Executive Vice President & CTO
Toshiaki Ikoma
Group Executive, Corporate R&D Headquarters
Chief Executive, Optical Products Operations
Senior Managing Directors
Nobuyoshi Tanaka
Group Executive, Corporate Intellectual Property &
Legal Headquarters
Junji Ichikawa
Chairman & CEO, President & COO,
Canon ANELVA Corporation
Akiyoshi Moroe
Group Executive, External Relations Headquarters
Group Executive, Human Resources Management &
Organization Headquarters
Kunio Watanabe
Group Executive, Corporate Planning Development Headquarters
Yoroku Adachi
President & CEO, Canon U.S.A., Inc.
Yasuo Mitsuhashi
Chief Executive, Peripheral Products Operations
Chief Executive, Chemical Products Operations
Managing Directors
Tomonori Iwashita
Group Executive, Environment Headquarters
Group Executive, Quality Management Headquarters
Masahiro Osawa
Group Executive, Finance & Accounting Headquarters
Shigeyuki Matsumoto
Group Executive, Device Technology Development
Headquarters
Katsuichi Shimizu
Chief Executive, Inkjet Products Operations
Ryoichi Bamba
President & CEO, Canon Europa N.V.
President & CEO, Canon Europe Ltd.
Toshio Homma
Chief Executive, L Printer Products Operations
Masaki Nakaoka
Chief Executive, Offi ce Imaging Products Operations
Haruhisa Honda
Group Executive, Production Engineering Headquarters
Directors
Toshiyuki Komatsu
Deputy Group Executive, Corporate Planning Development
Headquarters
Tetsuro Tahara
Group Executive, Global Manufacturing & Logistics
Headquarters
Seijiro Sekine
Shunji Onda
Group Executive, Global Procurement Headquarters
Kazunori Fukuma
President & CEO, SED Inc.
Hideki Ozawa
President & CEO, Canon (China) Co., Ltd.
Masaya Maeda
Chief Executive, Image Communication Products
Operations
Corporate Auditors
Keijiro Yamazaki
Kunihiro Nagata
(Outside)
Tadashi Ohe
Yoshinobu Shimizu
Minoru Shishikura
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10 CANON ANNUAL REPORT 2009
“self-awareness,” or understanding one’s situation and role in it.
These principles remain the basis for employee education and
provide the platform for the Canon Group Code of Conduct.
Recognizing the importance of safeguarding personal informa-
(cid:1)
tion, Canon does its utmost to protect this valuable form of infor-
mation asset in the course of fulfi lling its social responsibilities.
With the aim of keeping its employees informed and aware, the
Company conducts e-learning sessions as part of its personal
information protection education programs every year.
Disclosure
Canon makes every effort to disclose information on its manage-
ment and business strategies as well as its performance results to
all stakeholders in an accurate, fair and timely manner. To this end,
Canon holds regular briefi ngs and posts the latest information on
its website together with a broad range of disclosure materials.
Canon has formulated its own Disclosure Guidelines and
(cid:1)
established the Disclosure Committee, which makes decisions
regarding information disclosure, including necessity, content and
timing. The Disclosure Committee makes such decisions after
receiving reports on information that it might be necessary to
disclose from the person in charge of the disclosure working group
at each headquarters.
Countering Antisocial Forces
Canon has formulated a basic policy stipulating that no Canon
Group companies shall maintain relationships of any kind with
antisocial forces that represent a threat to social order and security.
To uphold this basic policy, Canon has established a department
dedicated to activities aimed at countering such parties while
reinforcing cooperative ties with applicable public authorities. In
addition, Canon’s Employment Regulations include a clause prohib-
iting such relationships, and the Company continues to step up
efforts to ensure strict employee adherence.
Risk Management
As Canon pursues business expansion in various fi elds on a global
scale, the business and other risks to which it may be exposed
continue to diversify. With the goal of eliminating such risks alto-
gether while honoring the trust placed in it by its stakeholders,
Canon works diligently to avoid or minimize its exposure, to this
end assigning specifi cally designated management committees to
address key issues.
In particular, the Executive Committee and other management
(cid:1)
committees engage in careful discussions regarding signifi cant risk
factors. The Corporate Audit Center preemptively identifi es risk
factors through audit activities. Also, Canon formulates in-house
rules to guard against those risks and, in accordance with the policies
formulated by the Internal Control Committee, strives to identify and
assess relevant risks associated with individual business processes.
Signifi cant Differences in Corporate Governance Prac-
tices between Canon and U.S. Companies Listed on the
NYSE
Section 303A of the New York Stock Exchange (the “NYSE”) Listed
Company Manual (the “Manual”) provides that companies listed on
the NYSE must comply with certain corporate governance stan-
dards. However, foreign private issuers whose shares have been
listed on the NYSE, such as Canon Inc. (the “Company”), are
permitted, with certain exceptions, to follow the laws and practices
of their home country in place of the corporate governance prac-
tices stipulated under the Manual. In such circumstances, the foreign
private issuer is required to disclose the signifi cant differences
between the corporate governance practices under Section 303A of
the Manual and those required in Japan. A summary of these
differences as they apply to the Company is provided below.
1. Directors
Currently, the Company’s board of directors does not have any
director who could be regarded as an “independent director”
under the NYSE Corporate Governance Rules for U.S. listed
companies. Unlike the NYSE Corporate Governance Rules, the
Corporation Law of Japan (the “Corporation Law”) does not
require Japanese companies with a board of corporate auditors
such as the Company, to appoint independent directors as
members of the board of directors. The NYSE Corporate Gover-
nance Rules require non-management directors of U.S. listed
companies to meet at regularly scheduled executive sessions
without the presence of management. Unlike the NYSE Corpo-
rate Governance Rules, however, the Corporation Law does not
require companies to implement an internal corporate organ or
committee comprised solely of independent directors. Thus, the
Company’s board of directors currently does not include any non-
management directors.
2. Committees
Under the Corporation Law, the Company may choose to:
(i) have an audit committee, nomination committee and compen-
sation committee and abolish the post of corporate auditors; or
(ii) have a board of corporate auditors.
The Company has elected to have a board of corporate auditors,
whose duties include monitoring and reviewing the management
and reporting the results of these activities to the shareholders or
board of directors of the Company. While the NYSE Corporate
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:18)(cid:27)(cid:22)(cid:22)(cid:1)(cid:49)(cid:46)
11
Governance Rules provide that U.S. listed companies must have an
reports and may veto a proposal for the nomination of corporate
audit committee, nominating committee and compensation com-
auditors, accounting auditors and the determination of the amount
mittee, each composed entirely of independent directors, the
of compensation for the accounting auditors put forward by the
Corporation Law does not require companies to have specifi ed
board of directors.
committees, including those that are responsible for director nomi-
Under the Corporation Law, the half or more of a company’s
nation, corporate governance and executive compensation.
corporate auditors must be “outside” corporate auditors. These
The Company’s board of directors nominates candidates for
are individuals who are prohibited to have ever been a director,
directorships and submits a proposal at the general meeting of
executive offi cer, manager, or employee of the Company or its
shareholders for shareholder approval. Pursuant to the Corpora-
subsidiaries. The Company’s current corporate auditor system
tion Law, the shareholders then vote to elect directors at the
meets these requirements. Among the fi ve members on the
meeting. The Corporation Law requires that the total amount or
Company’s board of auditors, three are outside corporate auditors.
calculation method of compensation for directors and corporate
The qualifi cations for an “outside” corporate auditor under the
auditors be determined by a resolution of the general meeting of
Corporation Law are different from the audit committee indepen-
shareholders respectively, unless the amount or calculation
dence requirement under the NYSE Corporate Governance Rules.
method is provided under the Articles of Incorporation. As the
Articles of Incorporation of the Company do not provide an
amount or calculation method, the amount of compensation
4. Shareholder Approval of Equity Compensation Plans
The NYSE Corporate Governance Rules require that shareholders
for the directors and corporate auditors of the Company is
be given the opportunity to vote on all equity compensation plans
determined by a resolution of the general meeting of share-
and any material revisions of such plans, with certain limited
holders. The allotment of compensation for each director from
exceptions. Under the Corporation Law, a Company is required to
the total amount of compensation is determined by the Com-
obtain shareholder approval regarding the stock options to be
pany’s board of directors, and the allotment of compensation to
issued to directors and corporate auditors as part of remuneration
each corporate auditor is determined by consultation among
of directors and corporate auditors.
the Company’s corporate auditors.
3. Audit Committee
The Company avails itself of paragraph (c)(3) of Rule 10A-3 of the
Security Exchange Act, which provides that a foreign private issuer
which has established a board of corporate auditors shall be
exempt from the audit committee requirements, subject to certain
requirements which continue to be applicable under Rule 10A-3.
Pursuant to the requirements of the Corporation Law, the
shareholders elect the corporate auditors by resolution of a general
meeting of shareholders. The Company currently has fi ve corporate
auditors, although the minimum number of corporate auditors
required pursuant to the Corporation Law is three.
Unlike the NYSE Corporate Governance Rules, Japanese laws
and regulations, including the Corporation Law, do not require
corporate auditors to be experts in accounting or to have any other
area of expertise. Under the Corporation Law, a board of corporate
auditors may determine the auditing policies and methods for
investigating the business and assets of a Company, and may
resolve other matters concerning the execution of the corporate
auditor’s duties. The board of corporate auditors prepares auditors’
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:18)(cid:27)(cid:22)(cid:22)(cid:1)(cid:49)(cid:46)
12 CANON ANNUAL REPORT 2009
12 CANON ANNUAL REPORT 2009
STRATEGIES AND ACTIVITIES
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:18)(cid:27)(cid:22)(cid:22)(cid:1)(cid:49)(cid:46)
13 13
EXCELLENT GLOBAL CORPORATION PLAN ....... 14
IMPROVING THE QUALITY OF
MANAGEMENT ....................................................... 16
RESEARCH & DEVELOPMENT ............................... 20
PRODUCTION........................................................... 22
SALES & MARKETING ............................................ 24
CORPORATE SOCIAL RESPONSIBILITY ............... 26
Photo:
Canon introduced an extensive range of solutions based on the combination
of various input and output devices at the Pro Photo Solutions exhibition
held in the United Kingdom.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:17)(cid:17)(cid:1)(cid:49)(cid:46)
14 CANON ANNUAL REPORT 2009
>> EXCELLENT GLOBAL CORPORATION PLAN
Canon launched the initial phase of its medium- and long-term Excellent Global
Corporation Plan in 1996. With this and each subsequent fi ve-year phase of the plan
incorporating specifi c, distinct strategies and targets, fi scal 2009 marked the penulti-
mate year of Phase III.
The Excellent Global Corporation Plan is founded upon a single
100 companies in terms of key performance indicators. To that
overarching goal: “In accordance with the philosophy of kyosei,
end, under Phase I of the Excellent Global Corporation Plan, the
Canon will continue contributing to society through technological
Company placed an emphasis on strengthening its fi nancial
innovation, aiming to be a corporation worthy of admiration and
health with a raft of wide-ranging business reforms. Specifi cally,
respect worldwide.” Instrumental in keeping this goal fi rmly in
all-out efforts were made to entrench such policies as “total
the Company’s sights are the fi ve key strategies for Phase III set
optimization” and “focus on profi t” in conjunction with a busi-
out below.
Having concentrated on keeping the goal in constant focus in
ness selection and concentration process.
In Phase II, Canon used the robust fi nancial health secured
(cid:1)
through the initiatives adopted in Phase I to act as a springboard
its corporate viewfi nder while promoting the key strategies,
en route to becoming No.1 in all its major areas of business.
Canon has tirelessly striven to enter the ranks of world’s top
Refl ecting these efforts, sales and profi t grew steadily each year.
5 Key Strategies
>>
>>
>>
>>
>>
1. Achieving the overwhelming No.1 position worldwide in all current core businesses
2. Expanding business operations through diversifi cation
3. Identifying new business domains and accumulating required technologies
4. Establishing new production systems to sustain international competitiveness
5. Nurturing truly autonomous individuals and promoting effective corporate reforms
Digital SLR camera
Laser printer
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:17)(cid:20)(cid:1)(cid:49)(cid:46)
15
External Rankings
• Financial Times Global 500
(May 30/31, 2009 issue)
Market value ranking: 104
(9th in the Technology Hardware & Equipment sector)
• FORTUNE Global 500
(July 20, 2009 issue)
Revenues ranking: 190
(5th in the Computers, Offi ce Equipment category)
Profi ts ranking: 131
(3rd in the Computers, Offi ce Equipment category)
• BusinessWeek
“Best Global Brands” of 2009
(September 28, 2009 issue)
Ranking: 33
(4th among all Japanese companies)
Océ’s headquarters in Venlo, the Netherlands
Under Phase III Canon embarked on a course intended to
FORTUNE Global 500 is a registered trademark of FORTUNE Magazine, a
bring about sound growth by reinforcing established businesses
division of Time Inc. in the United States of America.
and championing new ventures. However, changes in worldwide
fi nancial and economic markets dating back to 2008 caused the
Company to make a major change in course from the pursuit of
move expands Canon’s worldwide customer base by giving it
sound growth to the securing of improved management quality.
access to the large number of outstanding global companies that
Canon is continuing to make steady progress in improving its
(cid:1)
management quality. In March 2010, Canon made Netherlands-
based Océ N.V. a consolidated subsidiary, aiming to garner the
are Océ clients.
In 2010, the fi nal year of Phase III and one we have defi ned as
(cid:1)
the “fi rst year in a new era of growth,” we will continue to
overall No.1 presence in the printing industry. The respective
improve the quality of our management while promoting growth
businesses of Canon and Océ effectively complement each other’s
strategies aimed at overcoming the diffi culties of the current
product portfolio, and this combination will enable both to
recession.
capitalize on an excellent fi t with regard to product range, chan-
nel mix and R&D projects not to mention a superior lineup of
solutions spanning the entire printing industry. In addition, this
Excellent Global Corporation Plan—Phase(cid:1)III (2006-2010)
Sound
Growth
Improvement of
the Quality of
Management
Reinventing Ourselves
for Sound Growth
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:20)(cid:27)(cid:21)(cid:21)(cid:27)(cid:20)(cid:23)(cid:1)(cid:49)(cid:46)
16 CANON ANNUAL REPORT 2009
>> IMPROVING THE QUALITY OF MANAGEMENT
Canon gained a foothold in 2009 in improving its management quality and will con-
tinue to improve it, aiming to achieve renewed sound growth.
Having experienced periods of extremely diffi cult market conditions
intermediate ineffi ciencies throughout the process, from develop-
in the past, Canon has come to fully understand the necessity of
ment to sales and marketing. In other words, if Canon utilizes
becoming a corporation with a fi rm structure capable of responding
effi cient SCM, it will be able to minimize lead times, prevent stagna-
rapidly and fl exibly to any changes in external conditions. This
tion in parts and product distribution and directly connect production
understanding acted as a catalyst for our success to date in improv-
and sales activities. The realization of such sophisticated SCM will
ing the quality of management.
come through the reinforcement of Canon’s purchase order-oriented
Improving management quality is synonymous with developing
(cid:1)
the capability to realize real-time management, that is, reinforcing
production system, cell production and logistics capabilities.
the Company’s comprehensive capabilities to make decisions accu-
rately and agilely and translating those decisions into swift action
Realizing IT Reforms
Canon is very much aware that IT reforms hold the key to improve-
even amid dynamic fl uctuations in market conditions. Through the
ments in SCM and, ultimately, management quality. Such IT reforms
achievement of sophisticated SCM, IT reforms and an optimal global
will enable Canon to centralize the information management of all
production structure, Canon aims to realize real-time management.
its business processes, which will, in turn, empower it in the achieve-
Establishing Sophisticated SCM
Canon aims to realize sophisticated SCM that considers not only
ment of sophisticated SCM. By effectively using information through
IT, the Company aims to integrate the outcomes of the management
reforms that it has undertaken to date, thereby enhancing the
procurement and production processes but also the design process.
effi ciency of its management and operations. Consequently, SCM
To remain successful amid major market changes, Canon must
will allow us to meet changes in market conditions more effi ciently
continue to expeditiously launch competitive new products in an
and effectively as well as to strategize our production and marketing
effi cient manner. This cannot be achieved through product planning
activities more fl exibly.
and development capabilities alone. We will realize more sophisti-
cated SCM in order to facilitate the timely and effi cient launch and
supply of our products.
From Development to Production
In Canon’s upstream IT reforms, the utmost priority has been given to
(cid:1)
Sophisticated SCM will be based on the concept of eliminating
the standardization and integration of the 3D-CAD systems used for
IT Reform
Quality Information
Product Planning
Development/
Mass-Production
Design
Trial
Procurement
Production
Sales &
Marketing
Service
3D Information
Purchase Order Information
Prompt Optimization of Inventories,
Capital Expenditures and SG&A
Value Chain
In connection with Group-wide 3D-CAD system standardization
and integration, the introduction of a PDM system will enable
centralized technical information management throughout the
design, procurement, prototyping and production processes,
thereby shortening development times.
Supply Chain
With procurement and production operations sharing the
purchase-order information managed by sales and marketing,
Canon will be able to optimize its control of inventories, facility
utilization and costs in sync with market fluctuations. This
approach will allow the Company to establish sophisticated SCM.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:17)(cid:22)(cid:1)(cid:49)(cid:46)
17
Through IT reforms, including the Group-wide standardization of 3D-CAD systems, Canon is working to realize sophisticated SCM, thereby bolstering its corporate
structure to agilely respond to changes in management conditions.
product development. And, fi nally, in 2010 Canon expects to com-
Inc., at 25 production facilities. This system will not only standardize
plete and launch a Group-wide system based on 3D-CAD systems for
our production management systems, it will allow us to link produc-
centralizing design information management and supporting the
tion management with the information gathered by our design
entire process from development to procurement and production.
divisions as well as the sales information collected by our marketing
In conjunction with 3D-CAD system standardization and integra-
(cid:1)
tion, Canon plans to introduce an integrated product data manage-
ment (PDM) system in 2010. This will enable the centralized manage-
front lines.
(cid:1) More recently, Oita Canon introduced a purchase order-oriented
production system. This lean system involves production based on
ment of technical information accumulated throughout the entire
the information provided by sales companies and confi rmed by
process, from design to procurement, prototyping and production.
Canon’s production divisions. To enable the optimized management
After the unifi cation of 3D-CAD systems and the PDM system
of inventories, the Company has to develop a supply chain system
introduction, the Company will possess a platform for “prototype-
that makes full use of information provided by sales companies and
less” product development, which will consequently enable the
implement this system on a Group-wide scale. If these sales compa-
Company to make development times shorter.
nies place purchase orders closely linked with real demand in the
The main advantage offered by IT reforms lies in the resulting
(cid:1)
ability to make simultaneous progress across all business processes.
market and we manufacture our products strictly based on those
purchase orders, our production and sales will be completely syn-
Fully implemented, this unrivalled system may, for example, enable
chronized, which will, in turn, eliminate excessive inventories. Canon
the scheduled completion of product design to coincide with that of
plans to introduce this system at all its plants within the Group.
mold and production equipment design.
Also, Canon is accelerating the establishment of a next-generation
(cid:1)
logistics system. This logistics system will synchronize production and
From Production to Sales and Marketing
By February 2010, Canon completed the introduction of a new
shipments based on the Company’s marketing strategies. More
specifi cally, Canon will be able to ship out its products directly from its
production system, which initially had been launched by Oita Canon
plants to sales companies based on their purchase orders and, as a
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:17)(cid:23)(cid:1)(cid:49)(cid:46)
18 CANON ANNUAL REPORT 2009
Cell production at Oita
Canon
result, shorten its shipping lead times. This means that we will be able
to maintain our inventories at a minimum level. Bringing innovation to
Benefi ts of IT Reforms
What these IT reforms will do is synchronize the operations of multiple
global logistics supports reviews of transportation modes and distribu-
divisions and departments. When successfully synchronized, divisions
tion routes. Canon will reduce both its logistics costs and the environ-
and departments involved in a business or product will collectively
mental burden of its logistics operations.
produce signifi cant outcomes, including reduced costs, shortened lead
times and improved product quality. As these expectations show, we
Product Quality
In 2010, Canon plans to begin the practical application of a propri-
are working diligently to realize ideal operational conditions through IT
reforms and thereby eliminate ineffi ciencies while putting a great deal
etary product quality management system. This system will allow for
of effort into improving the quality of our management.
the centralized management of Group-wide product quality informa-
tion. In addition to swift and appropriate responses in matters
concerning product quality, the system will enable the Company to
Optimal Global Production Structure
Based on the aforementioned strategies, Canon is promoting the
preemptively identify the possibility of quality issues and estimate
establishment of an optimal global production structure. Canon’s
these issues’ impact on its production activities in each of the design,
optimal global production structure will take into consideration such
prototyping and mass-production stages. Also incorporating servicing
factors as the environment, product quality, costs, logistics, consumer
information, this system will doubtlessly facilitate total optimization.
markets, human resources and parts procurement. One way the
Inventories and Turnover Measured in Days
(Billions of yen)
Inventories
Turnover Measured
in Days
(Days)
60
Increase in(cid:1)Property, Plant and Equipment
and Depreciation
(Billions of yen)
Increase in Property,
Plant and Equipment
Depreciation
600
500
400
300
200
0
47
2
.
0
1
5
45
44
47
1
.
9
3
5
5
.
3
6
5
9
.
6
0
5
39
2
.
3
7
3
05
06
07
08
09
50
40
30
20
0
500
400
300
200
100
0
8
.
3
8
3
7
.
9
7
3
8
.
5
3
2
7
.
5
0
2
5
.
8
2
4
8
.
9
0
3
0
.
2
6
3
6
.
4
0
3
4
.
7
7
1 2
.
6
1
2
05
06
07
08
09
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:17)(cid:25)(cid:1)(cid:49)(cid:46)
19
never-ending challenge of maximizing investment effi ciency, we will
work to reserve suffi cient free cash fl ows and limit our depreciation
expense burden, thereby constructing a profi t-focused, resilient
corporate structure.
As part of these ongoing efforts, Canon thoroughly examined
(cid:1)
each expense item to optimize SG&A expenses in 2009. As a result,
we were able to decrease SG&A expenses 15.2% year on year to
¥905.7 billion. We aim to establish a structure under which we can
lower our cost to sales ratio, even after we have once more returned
to a growth path.
Canon similarly reduced its R&D expenses 18.6% year on year to
(cid:1)
¥304.6 billion. The ratio of R&D expenses to net sales, however, rose
to 9.5% from 9.1% in 2008. The increase in the ratio represents our
determination to maintain our technological competitiveness even
Warehouse Management System (WMS) for optimal inventory control
Company is building such a structure is through localized production.
amid diffi cult operating conditions.
For instance, in 2010, our new plant at Canon Virginia, Inc. in the
United States will start automated production and establish a supply
As explained above, Canon has advanced real-time management
(cid:1)
and steadily improved management quality. The Company will
chain that handles the entirety of toner cartridge processing—from
accelerate management quality-focused initiatives in 2010, which it
production to recycling—locally within the U.S. market, the very
recognizes as the “fi rst year in a new era of growth.” At the same
point of consumption for the company’s products.
time, by implementing growth strategies for 2010 onward aimed at
fending off the current recession, Canon aims to return to and
remain on the path to sound growth.
Achievements in Management Quality Improvements
In addition to efforts to establish sophisticated SCM, realize IT
reforms and build an optimal global production structure, the entire
Canon Group has endeavored to improve its management quality. In
2009, Canon worked to optimize inventory management, the
increase in property, plant and equipment and depreciation while
reducing such costs as SG&A expenses and R&D expenses. Having
already made progress in inventory optimization, Canon was able to
reduce its inventories 26.4% compared with December 31, 2008 to
¥373.2 billion.
In 2009, Canon lowered its increase in property, plant and
(cid:1)
equipment 40.3% year on year to ¥216.1 billion while also lower-
ing its depreciation expenses 8.9% to ¥277.4 billion. Through a
selection-and-concentration approach, the Company continued to
minimize capital investment while maximizing results. Facing the
New plant at Canon Virginia
Selling, General and Administrative Expenses
R&D Expenses and Sales Ratio
(Billions of yen)
(Billions of yen)
1,500
1,200
900
600
300
0
1
.
5
4
0
,
1
5
.
9
4
9
0
.
2
2
1
,
1
9
.
7
6
0
,
1
7
.
5
0
9
05
06
07
08
09
400
300
200
100
0
R&D Expenses
Sales Ratio
8.2
3
.
8
6
3
9.1
0
.
4
7
3
9.5
6
.
4
0
3
7.6
7.4
5
.
6
8
2
3
.
8
0
3
05
06
07
08
09
(%)
10.0
7.5
5.0
2.5
0
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:17)(cid:26)(cid:1)(cid:49)(cid:46)
20 CANON ANNUAL REPORT 2009
>> RESEARCH & DEVELOPMENT
By prioritizing R&D even in times of extreme economic adversity, Canon is
strategically laying out stepping-stones toward renewed, sound growth.
creating differentiated technologies to be applied in existing and
next-generation businesses. The Corporate R&D Headquarters is
tasked with vertically integrating Canon’s R&D activities to encom-
pass the entire range of fi elds—from materials to systems and
software—and to develop cross-divisional functions. Underpinned
by stringent adherence to PDCA cycles in each R&D process, such a
structure will empower Canon to facilitate selection and concentra-
tion for greater R&D effi ciency, reinforce its upstream technological
research and, ultimately, nurture new businesses.
The Frontier Research Center, under the Corporate R&D Head-
(cid:1)
quarters, is strengthening upstream technological research. The center
focuses on research into optical, precision and other existing core
technologies. The Frontier Research Center is committed to contribut-
Canon-Kyoto University Joint Research Project (CK Project) in the medical imaging fi eld
ing to Canon’s renewed, sound growth from a long-term perspective.
R&D Expenses and Patents
Despite harsh market conditions in 2009, Canon continued to
make aggressive investments in R&D to better prepare itself for
Canon has adhered to an approach whereby all development is
(cid:1)
carried out in-house. However, with due consideration given to
technological maturity today (a macro-level factor) as well as to a
future growth. R&D expenses amounted to ¥304.6 billion, and the
micro-level factor which dictates that it must create breakthrough
ratio to net sales increased from 9.1% in fi scal 2008 to 9.5% in
technologies, Canon has recognized the increasing importance of
fi scal 2009. By segment, ¥78.9 billion, or 25.9% of the total
expenses, was allocated to the Offi ce Business Unit; ¥74.1 billion,
an open innovation approach—in other words, creating new
technologies and products by combining its technologies with
or 24.3%, to the Consumer Business Unit; ¥23.3 billion, or 7.7%,
those of other companies and research institutions. This approach
to the Industry and Others Business Unit; and ¥128.3 billion, or
42.1%, to Corporate R&D.
Canon’s commitment to R&D has also contributed to its leading
(cid:1)
position in terms of intellectual property rights. In 2009, Canon
was granted 2,204* patents in the United States.
Cognizant that R&D is crucial to its renewed, sound growth,
(cid:1)
Canon will continue to place high priority on R&D expenses.
* Source: U.S. Patent and Trademark Offi ce. Calculated based upon publicly
disclosed weekly totals.
Enhancing Our R&D Structure
Canon is working to bolster its R&D capabilities as part of efforts
to improve its management quality. With an eye to achieving
renewed, sound growth, the Company has adopted a multifold
approach, including the establishment of a new Corporate R&D
Headquarters and the strengthening of frontier research through
the adoption and encouragement of open innovation.
Canon has established the Corporate R&D Headquarters with
(cid:1)
the aim of bolstering its future-oriented upstream technologies and
will enable the Company to keep sharpening its competitiveness
even in today’s extremely adverse conditions. One example of our
open approach is the Canon-Kyoto University Joint Research Project
(CK Project), through which Canon is studying medical imaging.
More specifi cally, we are advancing research into optical ultrasound
mammography, a safer alternative to conventional X-ray mammog-
raphy, and optical coherence tomography (OCT) systems.
DIGIC 4 imaging processor, a key component of Canon digital cameras
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:18)(cid:17)(cid:1)(cid:49)(cid:46)
21
Canon is advancing the development of Super Machine Vision—an imaging technology that goes beyond the capabilities of human vision.
Bolstering Product Competitiveness
To make its products stand out from those of its competitors,
sion technologies—both of which are Canon core technologies—
are applied in R&D in these fi elds.
Canon continuously strengthens the development of key compo-
nents and devices. Underpinning these efforts are the Company’s
Specifi cally, in the medical imaging fi eld, the Company is
(cid:1)
advancing part of the CK Project to realize the practical applications
leading-edge technological offerings, including DigitalImagingIC
of imaging technology in the ultra-early detection of diseases.
(DIGIC) image processors and Complementary Metal Oxide Semi-
conductor (CMOS) sensors, both of which are key components of
In the robotics fi eld, Canon is currently accumulating tangible
(cid:1)
results in the development of intelligent robots. Aiming to make a
digital cameras, as well as Diffractive Optics (DO) lenses, which help
productivity breakthrough that will cross industry boundaries in the
realize smaller and lighter telephoto lenses, and organic photo
future, we will continue to conduct extensive research and testing.
conductor (OPC) drums employed in electrophotographic processes.
Now, Canon is promoting cross-media imaging, which it
(cid:1)
defi nes as achieving advanced synergies between imaging devices.
In the displays fi eld, Canon is steadily accumulating technologi-
(cid:1)
cal assets through the development of surface-conduction electron-
emitter displays (SEDs). At the same time, it is promoting the
Leveraging the imaging technologies developed from its core
development of organic light-emitting diode (OLED) displays and
technologies, which support various types of “creation,” “expres-
small- and medium-sized liquid crystal displays (LCDs) to improve
sion” and “presentation,” Canon is working to provide users with
business profi tability and product competitiveness.
an all-new, rewarding and unique communication experience.
Fostering New Core Businesses
Canon is advancing the development of new core businesses.
Specifi c examples include the Company’s efforts in the fi elds of
medical imaging and robotics. Long-nurtured imaging and preci-
These technological stepping-stones are helping to give Canon
(cid:1)
added impetus toward establishing new business domains. The
Company aims to develop its operations in these domains into
next-generation core businesses.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:18)(cid:18)(cid:1)(cid:49)(cid:46)
22 CANON ANNUAL REPORT 2009
>> PRODUCTION
Canon is accelerating toward establishing completely lean SCM through the enhance-
ment of production technologies, production structure and human resources.
Canon has also expanded the scope of in-house production.
(cid:1)
Specifi cally, Canon further promoted the in-house production of
rubber functional components, circuit boards and plastic compo-
nents, adding to the in-house production of molds as well as
electrophotographic and optical key components. Meanwhile, the
Kawasaki Offi ce began the in-house production of semiconductor
devices, including image sensors for digital SLR cameras, in 2009.
Canon is constantly exploring avenues to reinforce in-house pro-
duction as a means of accumulating know-how and reducing costs.
Developing an Optimal Global Production Structure
Canon is reviewing its global production network to establish an
optimal global production structure. The anticipated contraction of
the workforce in Japan necessitates the establishment of a high-
quality, fi nely tuned production structure that facilitates the effective
Automated production of toner cartridges
Enhancing Production Technologies
Canon is bringing its automated production to a new level. Canon
use of automated production systems to raise productivity. Faced
with this urgent issue, the Company recognizes as indispensable the
continues to promote the automated production of certain con-
identifi cation of worldwide locations suitable for manufacturing
sumables and components, gradually increasing the use of auto-
individual products based on due consideration of all factors, includ-
mated machinery. Also, steady efforts are being made in the
ing the environment, product quality, costs, logistics, markets,
development of purpose-built intelligent robots, specifi cally, the
human resources and materials and parts procurement.
Company aims to enhance their manual dexterity and ability to
Canon is accelerating the establishment of a production net-
“see” and differentiate between objects.
work with built-in fl exibility to permit rapid adjustments to changes
Image sensor production in
Kawasaki, Japan
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:21)(cid:27)(cid:19)(cid:25)(cid:27)(cid:18)(cid:24)(cid:1)(cid:49)(cid:46)
23
In China, Canon (Suzhou) Inc. conducts cell production of imageRUNNER ADVANCE models.
in production volumes. The new plant constructed at Canon
Virginia, Inc. in 2009 undertakes the production of toner cartridges
In Japan, Canon opened its Oita Manufacturing Training Center
(cid:1)
in 2009. The center employs skilled Canon engineers who pass on
as well as the recycling of used cartridges, effectively establishing
the manufacturing expertise that the Company has accumulated
closed-loop toner cartridge SCM within the United States.
over its 70-year history to younger engineers. Canon will continue
to do its part in honing the art of manufacturing and bequeathing
it to future generations.
Instilling True Craftsmanship, Group–wide
Canon’s success in enhancing production technologies and devel-
oping an optimal global production structure hinges on one key
factor: the capabilities of its workforce. As a company committed
to manufacturing, we have long recognized the value of develop-
ing human resources, positioning as a priority management issue
the nurturing of expert engineers and technicians.
Canon addresses this aspect of its management on a Group-
(cid:1)
wide scale. In the United States, Canon Virginia works with a local
community college and follows a jointly developed training curricu-
lum to provide new recruits with the education and training need-
ed for high-quality manufacturing.
Also, by dispatching trainers to its production bases, particularly
(cid:1)
in Asia, Canon is providing training programs of the same quality
as those provided by their counterparts in Japan. Furthermore,
senior management candidates visit training centers in Japan for
the further refi nement of their managerial skills.
Production technology training program
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:18)(cid:22)(cid:1)(cid:49)(cid:46)
24 CANON ANNUAL REPORT 2009
>> SALES & MARKETING
Canon continues to bolster its sales and marketing operations by accelerating the
provision of its client needs-oriented solutions.
of confi dential information and enhanced operational productivity.
The Americas
In the year under review, Canon’s sales in this region totaled
¥894.2 billion, which accounted for 27.9% of consolidated net
sales. Overall results were stagnant due to an economic slowdown
in the United States, the Company’s core market in the Americas.
However, Latin American nations continued to maintain their
growth trends.
Under such conditions, Canon bolstered its U.S. direct sales and
(cid:1)
service network to ensure greater customer satisfaction. Specifi cally,
we continued to expand the business bases of the direct sales and
marketing company Canon Business Solutions, Inc. Meanwhile,
Canon U.S.A., Inc. acquired Florida-based Virtual Imaging, Inc. to
enhance the portfolio of medical imaging solutions and services. In
Latin America, we are strengthening our business infrastructure
Canon’s new European headquarters in London
General Review
Canon has long delivered to the market an extensive range of
imaging products. Against the backdrop of rapid IT advances today,
and providing servicing support, training and call center functions.
machines are becoming increasingly networked. As a result, calls
are heightening for more sophisticated services and productivity-
enhancing solutions available in every aspect of both private life
and business.
In its offi ce equipment business, Canon aims to expand the
(cid:1)
contribution that solutions business sales make to total sales.
Accordingly, we must set clear goals for product and business
development in growth areas.
In 2009, we launched Canon Managed Document Services
(cid:1)
(Canon MDS). Based on existing region- and market-specifi c
Managed Print Services (MPS), Canon MDS is designed to deliver
high-quality, consistent services worldwide, particularly for enter-
prises with global operations.
Also in 2009, Canon and HP formed an alliance with a view to
(cid:1)
providing unmatched offi ce workfl ow solutions. Specifi cally, the
alliance will position the two companies to offer a new class of
web-enabled solutions that combine Canon’s MFDs with HP’s
leading-edge device manageability, IT integration and offi ce work-
fl ow capabilities. The two companies will collaborate closely to
expand their presence in the offi ce solutions fi eld.
Furthermore, in the same year we entered into an alliance with
(cid:1)
Adobe Systems Incorporated. Based on a global agreement, Adobe
digital security technologies are embedded in Canon’s imageRUNNER
ADVANCE. The integration of both companies’ technologies offers
various benefi ts to users, including a reduced risk of unauthorized use
Europe
Canon’s sales in Europe amounted to ¥995.2 billion, which was
approximately 31.0% of consolidated net sales. Market conditions
varied depending on the country and region. Conditions were
relatively steady in Germany and France, as well as in Northern
Europe. Meanwhile, markets in the United Kingdom and Italy were
weak due to deteriorated economic conditions. Conditions in
emerging markets, despite stagnation in the fi rst half, showed mild
recovery in the second half.
Call center of Canon Information Technology Services, Inc. in the United States
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:18)(cid:24)(cid:1)(cid:49)(cid:46)
25
imagePRESS-based medical imaging solutions have been introduced at University MRI & Medical Imaging Centers in Florida, the United States.
In response to these conditions, Canon has consolidated its
(cid:1)
European headquarters functions into Canon Europe Ltd. in
other areas in Asia. As a new initiative in China, Canon pioneered
new sales channels, including Internet marketing and local distribu-
London, aiming to facilitate more effi cient decision making and
tors for certain products. We plan to expand our sales and servicing
improve the quality of its regional sales and marketing activities.
bases in China and other Asian markets.
In line with ongoing efforts to enhance its solutions business,
(cid:1)
Canon Europa N.V. acquired a 17% stake in I.R.I.S. Group—a Belgian
Canon Australia Pty. Ltd. is striving to expand its channel
(cid:1)
coverage, develop business in uncultivated markets and improve
company boasting an extensive portfolio of scanning technologies.
the effi ciency of business processes.
Asia and Oceania
Remaining relatively stable, the Asian economy is showing potential
for further growth. In Japan, sales totaled ¥702.3 billion, which
accounted for 21.9% of consolidated net sales. In Asia and Ocea-
nia excluding Japan, sales totaled ¥617.6 billion, 19.2% of consoli-
dated net sales.
(cid:1) Market conditions were extremely severe in Japan, particularly
for B to B businesses. However, aiming to bolster its solutions
business, Canon Marketing Japan Inc. continued to reorganize and
reinforce Group operations in 2009.
In such areas as China and India, sales soared despite the global
(cid:1)
recession. Canon secured profi t and achieved growth in these
countries by strengthening its brand power through enhanced
communication. Canon’s business also grew steadily in various
Quick Response and Repair Center (QRC) in Shanghai
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:20)(cid:27)(cid:20)(cid:19)(cid:27)(cid:22)(cid:18)(cid:1)(cid:49)(cid:46)
26 CANON ANNUAL REPORT 2009
>> CORPORATE SOCIAL RESPONSIBILITY
On its way toward becoming an excellent global corporation, Canon continues to
contribute to the world’s sustainability.
Canon’s Basic Approach to CSR
Working to grow into a truly excellent global corporation under its
corporate philosophy, kyosei, Canon aspires to a society in which all
people—regardless of race, religion or culture—live and work
together for the common good into the future.
Environmental Activities
Pursuant to “Action for Green,” the Canon Environmental Vision
announced in 2009, we aim to balance corporate growth with
environmental activities. Canon is working to realize technological
innovation and, at the same time, improve its management quality,
thereby enhancing product performance and functions and minimiz-
ing the environmental burden of its products throughout their life
cycles. In this way, the Company is contributing to the establishment
CO2 emissions management at the imageRUNNER ADVANCE design stage
of a society in which people enjoy affl uent lifestyles in a sound global
tion in toner fi xing processes.
environment.
Environmental “Top Runner” imageRUNNER ADVANCE
Canon considers environmental aspects throughout the entire life
In addition to these environmental features, the series is the fi rst
(cid:1)
family of Canon products for which CO2 management has been
conducted from the product planning stage. Based on assessments
made at the development stage, imageRUNNER ADVANCE’s life-
cycle of individual products. The imageRUNNER ADVANCE series of
cycle CO2 emissions have been reduced signifi cantly. Meanwhile,
color digital multifunction devices (MFDs) is packed with wide-
Canon pioneered the commercial use of a bio-based plastic, co-
ranging environmental technologies, including Canon’s proprietary
developed with Toray Industries, Inc., featuring the highest-grade
on-demand fi xing technology, which helps reduce power consump-
fl ame retardance. The use of this plastic helps reduce CO2 emissions.
CANON ENVIRONMENTAL VISION
Also, standards in accordance with the RoHS Directive* have
(cid:1)
been applied to the imageRUNNER ADVANCE series. In fact, in line
with its stricter in-house standards, Canon has refrained from using
lead- and cadmium-containing materials that are allowed under
Through technological innovation and improved management
effi ciency throughout all of its corporate activities, Canon aims to
achieve sustainable corporate growth while also realizing a society
that promotes both enriched lifestyles and the global environment.
To this end, Canon offers greater value using fewer resources
throughout the entire product lifecycle—Produce, Use, Recycle—to
achieve highly functional products
with minimal environmental burden.
Canon continues to expand these activities
with its customers and business partners.
Canon will contribute to a future that promotes both enrichment
and the environment through technological innovation.
Returnable containers for imageRUNNER ADVANCE models
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:19)(cid:17)(cid:1)(cid:49)(cid:46)
27
A reduced maintenance burden was a factor behind the explosive popularity of toner cartridges. Canon fully recycles the used toner cartridges it collects.
RoHS exemption clauses.
In addition, the series uses plastic components created through
(cid:1)
closed-loop recycling, where plastic materials are semi-permanently
Environmental Activities at Operational Sites
Canon practices thorough energy management at its operational
sites, where it has introduced advanced energy-effi cient equipment
recycled and reused. Due to additives used in the melting process,
and devices and makes every effort to cut greenhouse gas emis-
these recycled components boast strength, durability and fl ame
sions. Specifi c activities during 2009 included the close monitoring
retardance on par with those of brand-new plastic components.
of energy-consuming facilities, the optimization of facility utiliza-
This innovative plastic recycling technology enables Canon to
tion and the renewal and upgrading of energy-intensive facilities to
improve its MFD’s eco-friendliness.
facilities with improved energy-saving performance.
* EU Directive on the restriction of the use of certain hazardous substances in
electrical and electronic equipment (2002/95/EC)
Toner Cartridges Recycling Program
2010 marks the 20th anniversary of the Canon Toner Cartridge
Canon continued to reduce or eliminate hazardous chemical
(cid:1)
substances used in its production processes. For example, the
Company promoted the use of advanced technologies for the in-
house recycling of waste alcohol solvents.
Recycling Program, a zero-landfi ll program in which every compo-
nent of the used cartridges that the Company collects is reused,
Contributing to Society
Canon conducts social contribution activities in wide-ranging fi elds.
recycled or recovered. Taking advantage of our toner cartridges’
The following are examples of these activities.
recycling-oriented designs, we have promoted closed-loop recycling,
which facilitates the reuse of components and the recycling of
plastic without compromising the quality of new cartridges made
The WWF-Canon Polar Bear Tracker Project
Canon Europe has been a Conservation Partner of the World Wide
from used plastic. Today, Canon runs toner cartridge collection
Fund for Nature (WWF) since 1998 in Europe, the Middle East and
operations in 23 countries worldwide and to date has collected
Africa by providing the organization with equipment and supplies
approximately 250,000 metric tons of used cartridges.
as well as technical assistance. A relatively recent initiative, the
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:19)(cid:18)(cid:1)(cid:49)(cid:46)
28 CANON ANNUAL REPORT 2009
Through the WWF-Canon Polar
Bear Tracker Project and in
cooperation with the WWF,
Canon has developed educa-
tional materials. These
materials have been adopted
by elementary schools in
Vienna, Austria.
WWF-Canon Polar Bear Tracker Project features an environmental
works almost indistinguishable from the originals. Reproduced works
education section through which Canon Europe and WWF offer
are donated to the museums, shrines and temples that own the
an interesting package of teaching materials on environmental
originals, while the owners use the reproduced works for public and
subjects to schools free of charge.
educational events, thus ensuring better storage conditions for the
Also, through Canon Austria GmbH’s efforts, many Austrian
originals. During the three-year period from 2007 to 2010, a total of
elementary schools offered classes on various project topics during
15 historic items were reproduced and donated.
2009. Students at these schools enjoyed the opportunity to learn
about the impact of climate change on polar bears while studying
ways of reducing their own impact on the environment.
The Canon Institute for Global Studies and the Canon
Foundation
In areas as diverse as macroeconomics, natural resources and
Making Strides against Breast Cancer—The WALK
For over a decade, Canon U.S.A. has supported the American
energy, the environment, foreign affairs and national security, the
Canon Institute for Global Studies investigates, analyzes and
Cancer Society (ACS), which conducts extensive research, educa-
studies political, economic and social issues from a global perspec-
tion, advocacy and services for patients and their families aimed at
tive and disseminates fi ndings, information and policy proposals
eliminating cancer as a major health concern. The company’s
support has taken the form of fund and product donations to help
the organization continue its research and services.
The ACS organizes an annual “Making Strides against Breast
Cancer” fund-raising campaign every October throughout the
United States. Canon U.S.A. employees and their families and
friends volunteer to participate in a walk that takes place in Jones
Beach State Park, Long Island, New York. Canon is a fl agship
sponsor of this event.
The Tsuzuri Project
Canon and the Kyoto Culture Association (NPO) jointly promote the
Tsuzuri Project aimed at preserving important Japanese cultural
properties. Using Canon’s digital SLR cameras, large-format inkjet
printers and color management technologies, skilled artisans produce
2009 Canon Green Volunteer Action
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:19)(cid:27)(cid:19)(cid:20)(cid:1)(cid:49)(cid:46)
29
The Tsuzuri Project uses Canon technologies to reproduce signifi cant cultural assets. (Above: reproducing Tawaraya Sotatsu’s “Waves at Matsushima”)
worldwide to further global development. At the same time, to
promote sustainable prosperity and human happiness, the Canon
Nurturing Diverse Human Resources
Aiming to become a truly excellent global corporation, Canon
Foundation supports researchers, academics, and organizations
effectively uses communication and education to motivate each
working in various scientifi c, technical and cultural fi elds.
employee to continue growing as an “excellent person.”
In 2009, Canon opened new skill training facilities in the city
2009 Canon Green Volunteer Action in China
Canon (China) Co., Ltd. undertook an environmental project in
of Oita. Equipment includes board-mounting devices, lathes,
milling machines, grinders for lens processing, plastic molding
China in 2009. Aimed at promoting sustainable bio-diversity in
machines, automated control devices and other manufacturing
China, the project involved Chinese students from selected
equipment. These facilities and other training venues are used to
universities. At the East Dongting Lake National Nature Reserve in
raise the baseline production capacity and skill levels of employees.
Hunan, selected students working under the project conducted
At such facilities, we provide courses related to production in
research on current bio-diversity status, photographed animals and
addition to training programs for board mounting, processing of all
plants and, based on the fi ndings, made reports and policy proposals
types of parts and practical training using robots. To enhance the
regarding the reserve’s future development.
role of these facilities as hubs for regional contributions, we also
take on trainees from educational institutions and other bodies
“Canon—For the Next Generation” Program in Vietnam
Canon is working to contribute to educational development in
from outside the Group. One example of this initiative is the
offering of internship opportunities to high school students.
Vietnam under this charity program, which was announced in 2009.
In addition, Canon is working to develop the capabilities of
Specifi c activities include the refurbishment of school buildings and
executive personnel. Through a dedicated program, executive
facilities, the improvement of peripheral environments by enhancing
participants endeavor to strengthen their planning and analytical
greenery and the donation of school materials. Canon Group employ-
skills, become well-versed in Canon’s management principles and
ees volunteer to visit applicable schools to conduct these activities.
strategies and foster mutual understanding.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:2102)(cid:1997)(cid:3821)(cid:864)(cid:64)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:19)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:20)(cid:27)(cid:21)(cid:21)(cid:27)(cid:22)(cid:25)(cid:1)(cid:49)(cid:46)
30 CANON ANNUAL REPORT 2009
30 CANON ANNUAL REPORT 2009
BUSINESS UNITS
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:17)(cid:22)(cid:1)(cid:49)(cid:46)
31
31 31
OFFICE BUSINESS UNIT .......................................... 32
• Offi ce network digital multifunction
devices (MFDs)
• Color network digital MFDs
• Offi ce copying machines
• Personal-use copying machines
• Full-color copying machines
• Laser printers
• Large format inkjet printers
51.3%
CONSUMER BUSINESS UNIT ...................................36
• Digital SLR cameras
• Compact digital cameras
• Interchangeable lenses
• Digital video camcorders
• Inkjet multifunction peripherals
• Single function inkjet printers
• Image scanners
• Broadcasting equipment
40.5%
INDUSTRY AND OTHERS BUSINESS UNIT .............40
• Semiconductor production equipment
• Mirror projection mask aligners
for LCD panels
• Medical equipment
• Components
• Computer information systems
• Document scanners
• Personal information products
11.2%
Note:
The percentage fi gures for the three business units presented in the pie charts above
do not add up to 100% because “Eliminations,” used in consolidated
accounting, were not included in calculation considerations.
Photo:
All Canon digital cameras use the common component DIGIC, an innovative
technology. The excellence of our digital cameras, digital SLR cameras in
particular, has been recognized by camera users worldwide despite the
stagnation of the global economy.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:18)(cid:17)(cid:1)(cid:49)(cid:46)
32 CANON ANNUAL REPORT 2009
BUSINESS UNITS
OFFICE BUSINESS UNIT
Photo:
The imageRUNNER ADVANCE series (above: imageRUNNER ADVANCE C7065) incorporates the
ideas from feedback accumulated by Canon’s sales network through the provision of solution
proposals. One imageRUNNER ADVANCE feature based on such feedback is the customizable user
interface: displays on the control panel can be customized to meet individual user preferences.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:18)(cid:21)(cid:1)(cid:49)(cid:46)
33
“ Taking advantage of the imageRUNNER ADVANCE series’ rapid
rise in popularity since its release, in 2010 Canon will take the
offensive and expand this competitive lineup based on a new
platform.”
Masaki Nakaoka
Chief Executive, Offi ce Imaging Products Operations
Canon’s Offi ce Business Unit, like all B to B businesses, faced ex-
tremely severe operating conditions in 2009. With yen appreciation
exacerbating the conditions, Canon’s sales and profi ts both declined
year on year. However, market conditions did show some recovery in
the second half. In December, the European market even showed
record unit sales for offi ce equipment with color capabilities. In such
an environment, Canon released the new imageRUNNER ADVANCE
series of offi ce network MFDs, a family of products that have been
well-received by the market.
The series boasts powerful IT system networkability, helps
(cid:1)
strengthen administrative processes and reduce the Total Cost of
Ownership (TCO) while supporting the realization of an operational
environment optimal for each user. In the lead-up to the development
of the imageRUNNER ADVANCE platform, we listened closely to the
feedback offered by Canon’s sales network. One of the features
based on such feedback is the series’ server function: models
equipped with large hard disk capacity can function as both servers
and data storage units—a convenient feature for any type of
corporation.
From this point forward, Canon will accelerate the implementa-
(cid:1)
tion of two-pronged strategies underpinned by devices and solutions.
imageRUNNER ADVANCE devices will be roughly divided into two
lineup categories: high-value-added and compact. In 2010, Canon
plans to expand the imageRUNNER ADVANCE lineup. It is not too
much to say that Canon’s Offi ce Business Unit will be driven by the
imageRUNNER ADVANCE series into the near future.
B to B businesses are increasingly shifting away from hardware-
oriented models, and companies are required more than ever
before to pursue solutions-oriented business models. With the
imageRUNNER ADVANCE series as a core driver, Canon will work to
provide printing-related solutions tailored to industry-specifi c needs,
thereby contributing to the evolution of the solutions business
sector. Our alliances with HP and Adobe will also play an important
role in this regard. From a long-term perspective, we will accelerate
preparations for the era of cloud computing, which is expected to
arrive shortly.
(cid:1) Meanwhile, the commercial digital printing market is undergoing
a transition. Specifi cally, printing capacity, which formerly had been
concentrated among major printers, is being distributed throughout
the industry. This shift will bring the expansion of the light/medium
production market. Canon will target this promising market with
competitive products and services.
Digital production systems
Laser printer
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:18)(cid:24)(cid:1)(cid:49)(cid:46)
34 CANON ANNUAL REPORT 2009
Fiscal 2009 Review—OFFICE BUSINESS UNIT
In 2009, net sales in the Offi ce Business Unit totaled ¥1,645.1
2009. In the color product
billion, a decrease of 26.8% year on year. Global demand for
category, which includes
offi ce network MFDs—both color and monochrome prod-
the imageRUNNER AD-
ucts—decreased, even in Asia, where previously growth had
VANCE series, the Color
been rapid. Under such unfavorable conditions, Canon released
imageRUNNER C2550 (iR
the imageRUNNER ADVANCE series, which showed strong
C2380i in some areas) saw
sales in the fourth quarter. In addition to its environmental
sales and market share
features, the series seamlessly accommodates clients’ existing IT
grow. In the A4-size color
Color imageCLASS MF8050Cn
(i-SENSYS MF8050Cn in some areas)
environments while boasting improved performance and
multifunction printer (MFP) category, the Color imageRUNNER
operability.
1022/1022i (iR C1021i in some areas) performed robustly.
In line with such new product launches, Canon continued
Through an alliance with HP announced in 2009, Canon has
to enhance its business structure in this segment. Moreover, the
reinforced proposals for client-specifi c, optimal offi ce systems
Company worked to bolster and expand its offi ce solutions
that improve productivity and cost effi ciency. In addition,
business.
Canon initiated Canon MDS, a common global service for
By product category, although sales of offi ce network
effectively managing customers’ document input-output
digital MFDs remained low in all regions, A4-models continued
environments and processes.
to gain popularity and the
number of users switching
to color models increased.
Refl ecting the growing need
for the optimal manage-
ment and administration of
document input and output,
Canon released a range of
new, competitive MFDs in
Sales of laser printers declined year on year. As a means to
improve its management quality, Canon strove to minimize its
laser printer inventories. Furthermore, the Company launched
new monochrome laser printers in the low-end range for use
by individuals and SOHOs as well as new color laser printers,
including the Color imageCLASS MF8050Cn/MF8350Cdn (i-
SENSYS MF8050Cn/MF8350Cdn in some areas).
Color imageRUNNER C2550
(iR C2380i in some areas)
The light production market for commercial printers is
expanding, particularly in the United States and Europe.
In Focus—Environmentally Conscious imageRUNNER ADVANCE
In addition to its superior functions and performance, the imageRUNNER ADVANCE
series boasts eco-friendly features. The application of on-demand fi xing technology
has realized zero power consumption by the fi xing unit when in standby mode. The
use of fl ame-retardant biomass plastics in exterior body parts not only reduces CO2
emissions over the series’ product lifecycles but also promotes environmental
awareness among users. Moreover, having adopted the in-house standards stricter
than the RoHS Directive,* Canon has minimized the use of lead- and cadmium-
containing materials.
Furthermore, Canon began shipping certain models in reusable boxes. Designed
in tandem with the series’ units, these durable boxes are shaped to minimize dead
space in transport containers. The use of the boxes thus helps reduce the environ-
mental burden of shipping.
* EU Directive on the restriction of the use of certain hazardous substances in electrical and electronic equipment (2002/95/EC)
imageRUNNER ADVANCE C7065
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:21)(cid:27)(cid:21)(cid:26)(cid:27)(cid:17)(cid:24)(cid:1)(cid:49)(cid:46)
35
Sales Results
(Millions of yen)
3,000,000
2,000,000
1,000,000
8
1
5
,
7
7
4
,
2
9
0
6
,
6
4
2
,
2
6
7
0
,
5
4
6
,
1
imageRUNNER ADVANCE C5035
imagePROGRAF iPF755
0
07
08
09
Canon’s full-fl edged entry into this growing market came with
Canon continued to enhance its business structure and sales
the release of the imageRUNNER ADVANCE C9075/9065 PRO
activities. Among Canon large-format inkjet printers, the
series. Also, the newly launched imagePRESS 1135P/1125P/
imagePROGRAF iPF700 series, which boasts small footprints
1110P digital presses (imagePRESS 1135/1125/1110 in some
and improved operability, was particularly well received by the
areas) satisfy ever-diversifying customer needs.
market, signifi cantly contributing to Canon’s business perfor-
Target industries for large-format inkjet printers scaled back
mance in this product category.
capital expenditures. Due to the negative
impact of the yen’s rapid appreciation and
lackluster market conditions, Canon’s con-
solidated sales and unit sales in this business
both decreased year on year. However,
excluding the effect of yen appreciation,
sales in 2009 stayed level with those of
2008. Placing priority on the Chinese market,
imagePRESS 1135P
(imagePRESS 1135 in some areas)
In Focus—Merger with Netherlands-Based Océ N.V.
Océ develops, produces and markets document and industrial-use
printing systems and high-speed wide-format digital print systems. Océ
has strengths in printers for commercial printing and industrial wide-
format printers used for outdoor displays. The combination of these
strengths with our own in copying machines and MFPs used by large
corporations and SOHOs and in large-format printers aimed at businesses
and design fi rms will help us build a strong complementary fi t from a
technology and product perspective. Through expanded business and
technology portfolios, we will provide printing solutions that are most
sophisticated ever offered.
Press conference announcing the merger plan
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:19)(cid:18)(cid:1)(cid:49)(cid:46)
36 CANON ANNUAL REPORT 2009
BUSINESS UNITS
CONSUMER BUSINESS UNIT
Photo:
Thanks to Canon’s built-in Dual DIGIC 4 image processors and 18.0-megapixel image sensor, the
EOS 7D digital SLR camera boasts superior capabilities, including high-speed continuous shooting
that comes close to that of pro-series EOS models. Satisfying the desire of advanced amateur
users, the EOS 7D is leading the way in advances for digital SLR cameras.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:19)(cid:21)(cid:1)(cid:49)(cid:46)
37
“ Securing the leading
position in global
markets, Canon will
continue to provide
attractive products.”
“ Leveraging its
advanced
technology, Canon
will further
introduce ‘real-deal’
products.”
Masaya Maeda
Katsuichi Shimizu
Chief Executive, Image
Communication Products
Operations
Chief Executive, Inkjet Products
Operations
Canon worked diligently to minimize the impact on its digital
Although the sales volume in the global inkjet printer market largely
camera business of the economic downturn that started in 2008.
fell below that of the previous year due to worldwide recession,
Although sales of compact digital cameras showed a decline from
overall consumer-specifi c market conditions slowed only slightly.
the third quarter of 2008, the digital SLR camera business was
Nevertheless, Canon recorded sales growth in terms of volume in
affected only slightly. While emerging markets maintained their
the Americas and Asia due to the high market evaluation of its
solid growth throughout the year, developed markets—starting
products.
with Europe, including Russia—showed some signs of recovery in
(cid:1)
In 2009, with advanced product technologies and excellent
the second half of 2009. As a result, during the fi nal quarter of
designs, Canon strove to expand sales channels, particularly in the
2009, both sales and profi t in Canon’s digital camera business
United States, despite severe economic conditions. Furthermore,
exceeded those recorded in the corresponding period of 2008.
amid rapid market changes, Canon further improved its SCM to
(cid:1)
Approaching the recession as an opportunity, Canon proac-
signifi cantly lower the inventory level. This was helped by the Com-
tively aimed for the timely launch of strategic products while
pany’s promotion of in-house production for product components.
expanding its digital camera lineups. The Company focused on
(cid:1)
Furthermore, to improve competitiveness Canon became one
reinforcing mid-range and high-end products, among which the
of the fi rst to adopt the image per minute (IPM) speed measuring
EOS 5D Mark II, EOS 7D and PowerShot S90 bore fruit. One of
method based on ISO global standards. This move is expected to
Canon’s key strategies is to use a single platform packed with
further strengthen Canon’s brand recognition among users and
innovative technologies, such as DIGIC, and thereby ensure high
dealers.
product quality throughout its lineups.
(cid:1)
Also, Canon introduced high-value-added items to attract new
(cid:1)
Taking advantage of its in-house development and production
high-volume production users. In the fi rst half of 2009, the PIXMA
capabilities, Canon will continue to launch innovative products,
Pro9500 Mark II and PIXMA Pro9000 Mark II, both of which
thereby pursuing greater growth in sales and profi t.
garnered high praise, particularly in the United States, were launched
(cid:1)
It has been only a decade since digital technologies began to
for professional and advanced amateur photographers for use in
take hold in the imaging market. With an eye on its further
combination with EOS cameras. In the second half of 2009, Canon
expansion, Canon commits itself to always being the technological
renewed the consumer product
forerunner while improving
productivity through the effective
use of sophisticated SCM.
lineup with models to meet
growing demand for wireless
LAN printers.
(cid:1)
Focusing on speedy, high-
quality printing, Canon will
continue to pursue the power
of innovation and thereby
boost its market presence.
Digital SLR camera,
EOS-1D Mark IV
Inkjet printer,
PIXMA Pro9500 Mark II
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:19)(cid:23)(cid:1)(cid:49)(cid:46)
38 CANON ANNUAL REPORT 2009
Fiscal 2009 Review—CONSUMER BUSINESS UNIT
The Consumer Business Unit’s net sales fell 10.6% from the
previous fi scal year to ¥1,301.2 billion. This was mainly attribut-
able to the negative impact of the strong yen and the worldwide
recession. However, sales of digital SLR cameras remained
healthy worldwide. On the other hand, the inkjet printer business
faced weak market conditions.
(cid:1)
Against this backdrop, Canon strove to adjust its production
PowerShot SD980 IS DIGITAL ELPH
(DIGITAL IXUS 200 IS in some areas)
and shift camera shake,
gained popularity.
(cid:1) Compact digital cameras
saw sales negatively
impacted by the stagnant
global market, resulting in
a sales volume drop. In
and shipping operations in order to eliminate uneven inventories.
response, Canon secured its leading position in the global market
(cid:1)
In digital SLR cameras, sales of the EOS 5D Mark II remained
by introducing attractive products at fair prices in a timely
healthy. The EOS 7D, another advanced-amateur model, has
manner. In the United States, Canon released new products,
earned great recognition
since its release. Two low-end
models—namely, the EOS
Rebel T1i (EOS 500D in some
areas) and the EOS Rebel Xsi
(EOS 450D in some areas),
also contributed to sales in
the digital SLR camera
business.
(cid:1)
In lenses for digital SLR
cameras, sales of the new EF
100mm F2.8L Macro IS USM,
which incorporates the
Hybrid IS (Image Stabilizer) to
including the PowerShot SD980 IS DIGITAL ELPH (DIGITAL IXUS
200 IS in some areas) and the PowerShot S90. In digital video
camcorders, the Company introduced the VIXIA HF21 (LEGRIA
HF21 in some areas), which contributed to sales thanks to a
good reputation for high-quality images. In LCD projectors,
Canon released the WUX10 Mark II and the SX80 Mark II with
specifi cations optimized for photography and medical use.
EOS 5D Mark II
Canon also strengthened
its lineups of broadcast-
ing lenses and network
cameras. Despite such
efforts, Canon marked
decreased sales and
profi t due to currency
REALiS WUX10 Mark II
(XEED WUX10 Mark II in some areas)
compensate for both angle
EF100mm F2.8L Macro IS USM
exchange fl uctuations
In Focus—EOS 7D Digital SLR Camera
Made to be the tool of choice for advanced amateur users, EOS 7D
debuted in 2009. Providing functions and performance nearing those of
pro-series EOS cameras, this new digital SLR camera realizes superior
photoshooting versatility.
Featuring an all-new 18.0-megapixel image sensor and Dual DIGIC 4
Image Processors, the EOS 7D achieves extended ISO sensitivity of up to
ISO 12800 and captures high-quality images at speeds of up to 8 fps.*
The EOS 7D is also capable of capturing full HD video. By reinforcing
the lineups of mid-range and high-end digital SLR cameras, Canon aims
to stimulate and capture replacement demand among entry-model
Canon users.
* frames per second
EOS 7D
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:19)(cid:24)(cid:1)(cid:49)(cid:46)
39
Sales Results
(Millions of yen)
(Millions of yen)
2,000,000
1,500,000
1,000,000
500,000
0
2
5
9
,
7
8
5
,
1
5
7
0
,
6
5
4
,
1
0
6
1
,
1
0
3
,
1
07
08
09
VIXIA HF21 (LEGRIA HF21 in some areas)
PIXMA MP640
and the economic recession.
advanced amateur users in the fi rst half of 2009. During the
(cid:1)
Amid the severe business environment, Canon’s inkjet printer
second half of 2009, Canon refreshed the consumer product
business enhanced its sales volume and reinforced its sales
lineup by introducing the PIXMA MP990, PIXMA MP640 and
network, building on the high market reputation of its advanced
PIXMA MP560 with various excellent functions, including wire-
product technologies based on FINE technology* as well as
less LAN, which has seen growing market needs.
excellent product design.
(cid:1)
The Company recorded
a sales volume increase in
the Americas and Asia.
Canon released the PIXMA
MX860 for offi ce use as well
as the PIXMA Pro9500 Mark
II and the PIXMA Pro9000
Mark II for professional and
(cid:1) With regard to scanners, Canon released such new products
as the CanoScan LiDE 700F while enhancing its sales and
marketing activities. These efforts enabled the Company to
accelerate global operations
and thereby maintain the
No. 1 position worldwide in
this product category.
PIXMA MP990
* Full-photolithography Inkjet Nozzle
Engineering technology
CanoScan LiDE 700F
In Focus—Inkjet Printer Marketing Strategy in China
To bolster sales and marketing activities and after-sales services related to its
inkjet printers in China, Canon moved its Chinese inkjet printer business
headquarters functions from Beijing to Shanghai on January 1, 2010. In line
with the headquarters transfer, Canon is bolstering its sales and marketing
operations in robustly developing coastal areas through the strengthening of
operational resources. Specifi cally, the Company is increasing its sales
personnel and accelerating investment in sales promotion.
Also, in an effort to expand its inkjet printer customer base, Canon is
strengthening marketing activities targeted at commercial users. At the same
time, the Company is working to improve the recognition of Canon-brand
inkjet printers in the Chinese market through vigorous advertising and
promotion activities.
Canon is reinforcing its sales network in China.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:20)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:19)(cid:25)(cid:1)(cid:49)(cid:46)
40 CANON ANNUAL REPORT 2009
BUSINESS UNITS
INDUSTRY AND OTHERS BUSINESS UNIT
Photo:
Measuring 9.0 m in width, 11.6 m in depth and 5.8 m in height, and weighing approximately 100 tons, Canon’s LCD
lithography equipment can accommodate eighth-generation glass substrate sizes. Canon is currently undertaking
technological development for lithography equipment to support substrate sizes of 10th- and future generations,
achieve a higher resolution and realize compatibility with organic light-emitting diode devices and displays.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:20)(cid:17)(cid:1)(cid:49)(cid:46)
41
“Spurred by the progress of its structural reforms in the semicon-
ductor lithography equipment business, Canon will pursue higher
customer satisfaction while improving its advanced technologies.”
Toshiaki Ikoma
Chief Executive, Optical Products Operations
Market conditions for semiconductor lithography and LCD lithogra-
affected by sluggish market conditions during 2009. However,
phy equipment were harsh in 2009 due to the suspension of
Canon is expecting market recovery in 2010. Canon has been
investment and manufacturers’ postponement of mass production
contributing to customers’ operations through high productivity
operations. Refl ecting this, demand for LCD lithography equipment
and the speedy launch of its products—efforts that have led to a
halved and semiconductor lithography equipment saw sales shrink
high rate of repeat orders. The Company is anticipating growth in
one-third from 2008 levels.
the Chinese market and therefore will make ongoing efforts to
(cid:1)
The semiconductor lithography equipment business was hit
achieve a leading market position. Simultaneously, Canon will
heavily and marked a large sales drop. In response, Canon
strive to secure its competitiveness by developing lithography
launched drastic structural reforms to optimize the scale of busi-
equipment for 10th- and future generation panels as well as
nesses in the face of market contraction. In January 2010, Canon
higher defi nition displays.
Marketing Japan‘s semiconductor lithography equipment business
Semiconductor lithography and LCD lithography equipment
was transferred to Canon Inc. as the latter shifted to a style of
continually require the latest technologies in the optical lens and
business operation able to more promptly refl ect customers‘
ultra-precision device design fi elds. These technologies, along with
opinions and requests in its products.
the results of R&D in these fi elds, are applicable in developing new
(cid:1)
Canon will fl exibly meet increasingly diverse market needs
optical and precision devices and triggering the creation of new
through its i-line and KrF lithography equipment. In addition, the
markets. In this sense, R&D efforts made in these businesses are
Company will continue to pursue the further development of ArF
driving technological advances for the entire Group. The Industry
lithography equipment and next-generation lithography technologies.
and Others Business Unit understands this important role and aims
(cid:1)
In LCD lithography equipment, the Company was negatively
to fulfi ll it.
Semiconductor lithography systems
Ophthalmic equipment
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:21)(cid:27)(cid:18)(cid:19)(cid:27)(cid:22)(cid:26)(cid:1)(cid:49)(cid:46)
42 CANON ANNUAL REPORT 2009
Fiscal 2009 Review—INDUSTRY AND OTHERS BUSINESS UNIT
Sales Results
(Millions of yen)
(Millions of yen)
Net sales of the Industry and Others Business
Unit fell 31.5% year on year to ¥358.0 billion.
Overall markets for semiconductor and
LCD lithography equipment were negatively
impacted by sluggish demand.
In LCD lithography equipment, despite
weak demand, Canon managed to maintain
a strong market presence, backed by the
MPAsp-H700 series for eighth-generation
mirror projection aligners, while recording
signifi cant sales in South Korea.
However, Canon experienced a signifi -
600,000
500,000
400,000
300,000
200,000
100,000
0
3
8
9
,
9
4
5
5
0
4
,
2
2
5
8
9
9
,
7
5
3
07
08
09
LCD lithography equipment
cant sales drop for semiconductor lithography equipment
cameras, the Company introduced the CR-1 Mark II and
during 2009, refl ecting the suspension of capital investment
marked relatively favorable results amid stagnant markets.
and investment plans by device manufacturers.
In digital radiography systems, Canon enjoyed brisk
Despite the economic downturn, Canon’s medical
sales in China and other Asian countries due to the intro-
equipment business saw sales growth. In mydriatic/non-
duction of the CXDI-50G/55G/55C, which boasts better
mydriatic two-in-one digital retinal cameras, Canon re-
operability and easier maintenance. Furthermore, address-
leased the CX-1, the world‘s fi rst digital retinal camera to
ing needs in the growing dynamic
incorporate a
dedicated digital
camera unit, to
positive reviews. In
non-mydriatic
digital retinal
X-ray imaging market, Canon
launched a portable DR system that
enables both the viewing of
dynamic images and capturing of
static images.
MPAsp-H700
CXDI-55G
In Focus—Consolidation of Poland-Based OPTOPOL Technology S.A.
The OPTOPOL Group develops, manufactures and markets such innovative
ophthalmic diagnostic equipment as Optical Coherence Tomography (OCT)
systems and operates throughout Europe, the United States and Japan.
In line with the aging of the global population, the number of people
suffering from ophthalmic diseases is growing, and OCT plays a key role in
fundus-examination devices using near-infrared light for retinal disorder
diagnosis. To penetrate the promising OCT market, Canon made OPTOPOL a
consolidated subsidiary, gaining access to a powerful product portfolio.
OPTOPOL’s OCT systems, ultrasound scanners, corneal topographers and
perimeters will complement Canon’s retinal cameras, refractors and tonom-
eters. Also, technological collaboration will facilitate the creation of ground-
breaking ophthalmic diagnostic tools. Through such actions, Canon aims for
the world’s No. 1 position in the ophthalmic diagnostic equipment business.
The OPTOPOL Group’s R&D activities
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:34)(cid:51)(cid:64)(cid:2244)(cid:1728)(cid:3612)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:74)(cid:81)(cid:68)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:17)(cid:19)(cid:27)(cid:20)(cid:24)(cid:1)(cid:49)(cid:46)
FINANCIAL SECTION
43
TABLE OF CONTENTS
FINANCIAL OVERVIEW ..................................................................................... 44
TEN-YEAR FINANCIAL SUMMARY ................................................................... 60
CONSOLIDATED BALANCE SHEETS .................................................................. 62
CONSOLIDATED STATEMENTS OF INCOME ..................................................... 63
CONSOLIDATED STATEMENTS OF EQUITY ...................................................... 64
CONSOLIDATED STATEMENTS OF CASH FLOWS ............................................. 66
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS .................................... 67
1 Basis of Presentation and Signifi cant Accounting Policies
2 Basis of Financial Statement Translation ......................................... 72
3
Investments
4 Trade Receivables .............................................................................. 74
5
Inventories
6 Property, Plant and Equipment
7 Finance Receivables and Operating Leases ...................................... 75
8 Goodwill and Other Intangible Assets ............................................. 76
9 Short-Term Loans and Long-Term Debt ........................................... 77
10 Trade Payables
11 Employee Retirement and Severance Benefi ts ............................... 78
12
Income Taxes ..................................................................................... 84
13 Common Stock .................................................................................. 86
14 Legal Reserve and Retained Earnings .............................................. 87
15 Other Comprehensive Income (Loss)
16 Stock-Based Compensation ................................................................ 89
17 Net Income Attributable to Canon Inc. Stockholders per Share .... 90
18 Derivatives and Hedging Activities
19 Commitments and Contingent Liabilities ........................................ 92
20
Disclosures about the Fair Value of Financial Instruments and
Concentrations of Credit Risk ........................................................... 94
21 Fair Value Measurements ................................................................. 95
22 Segment Information ....................................................................... 97
23 Subsequent Events .......................................................................... 100
MANAGEMENT’S REPORT ON INTERNAL CONTROL
OVER FINANCIAL REPORTING ........................................................................ 101
REPORTS OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM ....... 102
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:17)(cid:1)(cid:49)(cid:46)
44 CANON ANNUAL REPORT 2009
FINANCIAL OVERVIEW
GENERAL
The following discussion and analysis provides information that
management believes to be relevant to understanding Canon’s
consolidated fi nancial condition and results of operations.
References in this discussion to the “Company” are to Canon
Inc. and, unless otherwise indicated, references to the fi nancial
condition or operating results of “Canon” refer to Canon Inc.
and its consolidated subsidiaries.
OVERVIEW
Canon is one of the world’s leading manufacturers of copying
machines, laser printers, inkjet printers, cameras, steppers and
aligners. Canon earns revenues primarily from the manufacture
and sale of these products domestically and internationally.
Canon’s basic management policy is to contribute to the pros-
perity and well-being of the world while endeavoring to become
a truly excellent global corporate group targeting continued
growth and development.
Canon divides its businesses into three segments: the Offi ce
Business Unit, the Consumer Business Unit and the Industry and
Others Business Unit.
Economic environment
Looking back at the global economy in fi scal 2009, although the
year began amid an unprecedentedly harsh business climate,
economic stimulus measures implemented by different countries
have started to yield results, leading to moderate recoveries as
the second half of the year approached. Although countries
such as China and India, whose economies have rapidly grown
in prominence, maintained their stable growth largely owing to
increased consumer spending, developed countries such as
Japan, the United States and European nations all recorded neg-
ative growth for the fi rst time since the end of World War II,
leading to negative growth overall around the globe.
Market environment
As for the markets in which Canon operates amid these condi-
tions, within the offi ce equipment market, demand for both
color and monochrome models of network digital multifunction
devices (“MFDs”) decreased in each region. While sales for laser
printers also remained weak, dropping below the year-ago level,
the rate of decline gradually narrowed toward the second half
of the year. As for the consumer products market, while
demand for compact digital cameras remained sluggish and
prices continued to decline, demand for digital single-lens refl ex
(“SLR”) cameras displayed solid growth especially in overseas
markets. With regard to inkjet printers, although demand con-
tinued to be slack, which led to a reduction in market size com-
pared with the previous year, conditions started to improve
toward the end of the year. In the industry and others market,
demand for steppers, utilized in the production of semiconduc-
tors, declined signifi cantly while demand for aligners, used to
produce liquid crystal display (“LCD”) panels, also slowed but
showed signs of a recovery heading into the next fi scal year. The
average value of the yen during the year was ¥93.21 to the U.S.
dollar, a year-on-year appreciation of approximately ¥10 or
10%, and ¥130.46 to the euro, a year-on-year appreciation of
approximately ¥21 or 14%.
Summary of operations
Although the markets for consumer products such as cameras
and inkjet printers are clearly bottoming out amid the signifi -
cantly stronger yen, which has had an impact on all of the
Company’s businesses, net sales for the year totaled ¥3,209.2
billion (U.S.$34,883 million), a year-on-year decline of 21.6%,
mainly due to the effects of reduced sales volumes of offi ce
products throughout the year. Income before income taxes
totaled ¥219.4 billion (U.S.$2,384 million), a year-on-year
decline of 54.4%, while net income attributable to Canon Inc.
also decreased by 57.4% to ¥131.6 billion (U.S.$1,431 million).
Key performance indicators
The following are the key performance indicators (“KPIs”) that
Canon uses in managing its business. The changes from year to
year in these KPIs are set forth in the table shown on page 45.
Revenues
As Canon pursues to become a truly excellent global company,
one indicator upon which Canon’s management places strong
emphasis is revenue. The following are some of the KPIs related
to revenue that management considers to be important.
Net sales is one such KPI. Canon derives net sales primarily
from the sale of products and, to a much less extent, provision
of services associated with its products. Sales vary depending on
such factors as product demand, the number and size of trans-
actions within the reporting period, product reputation for new
products, and changes in sales prices. Other factors involved are
market share and market environment. In addition, manage-
ment considers the evaluation of net sales by product group to
be important for the purpose of assessing Canon’s sales perfor-
mance in various product groups, taking into account recent
market trends.
Gross profi t ratio (ratio of gross profi t to net sales) is another
KPI for Canon. Through its reforms in product development,
Canon has been striving to shorten product development lead
times in order to launch new, competitively priced products at a
faster pace. Furthermore, Canon has achieved cost reductions
through enhancement of effi ciency in its production. Canon
believes that these achievements have contributed to improving
Canon’s gross profi t ratio, and will continue pursuing the curtail-
ment of product development lead times and reductions in pro-
duction costs.
Operating profi t ratio (ratio of operating profi t to net sales)
and research and development (“R&D”) expense to net sales
ratio are considered to be KPIs by Canon. Canon is focusing on
two areas for improvement. Canon strives to control and reduce
its selling, general and administrative expenses as its fi rst key
point. Secondly, Canon’s R&D policy is designed to maintain a
high level of spending in core technology to sustain Canon’s
leading position in its current fi elds of business and to seek pos-
sibilities in other markets. Canon believes such investments will
create the basis for future success in its business and operations.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:17)(cid:1)(cid:49)(cid:46)
45
Cash fl ow management
Canon also places signifi cant emphasis on cash fl ow manage-
ment. The following are the KPIs with regard to cash fl ow man-
agement that Canon’s management believes to be important.
Inventory turnover measured in days is a KPI because it
measures the adequacy of supply chain management.
Inventories have inherent risks of becoming obsolete, physically
ruined or otherwise decreasing signifi cantly in value, which may
adversely affect Canon’s operating results. To mitigate these
risks, management believes that it is crucial to continue reducing
inventories and decrease production lead times in order to
promptly collect related product expenses by strengthening
supply chain management.
Canon’s management seeks to meet its liquidity and capital
requirements primarily with cash fl ow from operations.
Management also seeks debt-free operations. For a manufacturing
company like Canon, it generally takes considerable time to real-
ize profi t from a business as the process of R&D, manufacturing
and sales has to be followed for success. Therefore, manage-
ment believes that it is important to have suffi cient fi nancial
strength so that the Company does not have to rely on external
funds. Canon has continued to reduce its dependency on exter-
nal funds for capital investments in favor of generating the nec-
essary funds from its own operations.
Canon Inc. stockholders’ equity to total assets ratio is another
KPI for Canon. Canon believes that its stockholders’ equity to
total assets ratio measures its long-term sustainability. Canon also
believes that achieving a high or rising stockholders’ equity ratio
indicates that Canon has maintained a good status or further
improved the constitution to fund debt obligations and other
unexpected expenses. In the long-term, Canon will be able to
maintain a high level of stable investments for its future opera-
tions and development. As Canon puts strong emphasis on its
research and development activities, management believes that it
is important to maintain a stable fi nancial base and, accordingly,
a high level of its stockholders’ equity to total assets ratio.
KEY PERFORMANCE INDICATORS
Net sales (Millions of yen)
Gross profi t to net sales ratio
R&D expense to net sales ratio
Operating profi t to net sales ratio
Inventory turnover measured in days
Debt to total assets ratio
Canon Inc. stockholders’ equity to total assets ratio
2009
¥3,209,201
44.5%
9.5%
6.8%
39 days
0.3%
69.9%
2008
¥4,094,161
47.3%
9.1%
12.1%
47 days
0.4%
67.0%
2007
¥4,481,346
50.1%
8.2%
16.9%
44 days
0.6%
64.8%
2006
¥4,156,759
49.6%
7.4%
17.0%
45 days
0.7%
66.0%
2005
¥3,754,191
48.5%
7.6%
15.5%
47 days
0.8%
64.4%
Note: Inventory turnover measured in days; Inventory divided by net sales for the previous six months, multiplied by 182.5.
CRITICAL ACCOUNTING POLICIES AND ESTIMATES
The consolidated fi nancial statements are prepared in accor-
dance with U.S. generally accepted accounting principles
(“GAAP”) and based on the selection and application of signifi -
cant accounting policies which require management to make
signifi cant estimates and assumptions. Canon believes that the
following are the more critical judgment areas in the application
of its accounting policies that currently affect its fi nancial condi-
tion and results of operations.
Revenue recognition
Canon generates revenue principally through the sale of con-
sumer products, equipment, supplies, and related services under
separate contractual arrangements. Canon recognizes revenue
when persuasive evidence of an arrangement exists, delivery has
occurred and title and risk of loss have been transferred to the
customer or services have been rendered, the sales price is fi xed
or determinable, and collectibility is probable.
Revenue from sales of offi ce products, such as offi ce net-
work digital multifunction devices and laser printers, and con-
sumer products, such as digital cameras and inkjet multifunction
peripherals, is recognized upon shipment or delivery, depending
upon when title and risk of loss transfer to the customer.
Revenue from sales of optical equipment, such as steppers
and aligners that are sold with customer acceptance provisions
related to their functionality, is recognized when the equipment
is installed at the customer site and the specifi c criteria of the
equipment functionality are successfully tested and demonstrat-
ed by Canon. Service revenue is derived primarily from separate-
ly priced product maintenance contracts on equipment sold to
customers and is measured at the stated amount of the contract
and recognized as services are provided.
Canon also offers separately priced product maintenance
contracts for most offi ce imaging products, for which the cus-
tomer typically pays a stated base service fee plus a variable
amount based on usage. Revenue from these service mainte-
nance contracts is measured at the stated amount of the con-
tract and recognized as services are provided and variable
amounts are earned.
Revenue from the sale of equipment under sales-type leases
is recognized at the inception of the lease. Income on sales-type
leases and direct-fi nancing leases is recognized over the life of
each respective lease using the interest method. Leases not
qualifying as sales-type leases or direct-fi nancing leases are
accounted for as operating leases and the related revenue is rec-
ognized ratably over the lease term. When equipment leases are
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:17)(cid:1)(cid:49)(cid:46)
46 CANON ANNUAL REPORT 2009
bundled with product maintenance contracts, revenue is fi rst
allocated considering the relative fair value of the lease and non-
lease deliverables based upon the estimated relative fair values of
each element. Lease deliverables generally include equipment,
fi nancing and executory costs, while non-lease deliverables gen-
erally consist of product maintenance contracts and supplies.
For all other arrangements with multiple elements, Canon
allocates revenue to each element based on its relative fair value
if such element meets the criteria for treatment as a separate
unit of accounting. Otherwise, revenue is deferred until the
undelivered elements are fulfi lled and accounted for as a single
unit of accounting.
Canon records estimated reductions to sales at the time of
sale for sales incentive programs including product discounts,
customer promotions and volume-based rebates. Estimated
reductions in sales are based upon historical trends and other
known factors at the time of sale. In addition, Canon provides
price protection to certain resellers of its products, and records
reductions to sales for the estimated impact of price protection
obligations when announced.
Estimated product warranty costs are recorded at the time
revenue is recognized and are included in selling, general and
administrative expenses. Estimates for accrued product warranty
costs are based on historical experience, and are affected by
ongoing product failure rates, specifi c product class failures out-
side of the baseline experience, material usage and service deliv-
ery costs incurred in correcting a product failure.
Allowance for doubtful receivables
Allowance for doubtful receivables is determined using a combi-
nation of factors to ensure that Canon’s trade and fi nancing
receivables are not overstated due to uncollectibility. Canon
maintains an allowance for doubtful receivables for all custom-
ers based on a variety of factors, including the length of time
receivables are past due, trends in the overall weighted average
risk rating of the total portfolio, macroeconomic conditions, sig-
nifi cant one-time events and historical experience. Also, Canon
records specifi c reserves for individual accounts when Canon
becomes aware of a customer’s inability to meet its fi nancial
obligations to Canon, such as in the case of bankruptcy fi lings
or deterioration in the customer’s operating results or fi nancial
position. If circumstances related to customers change, esti-
mates of the recoverability of receivables would be further
adjusted.
Valuation of inventories
Inventories are stated at the lower of cost or market value. Cost
is determined by the average method for domestic inventories
and principally the fi rst-in, fi rst-out method for overseas invento-
ries. Market value is the estimated selling price in the ordinary
course of business less the estimated costs of completion and
the estimated costs necessary to make a sale. Canon routinely
reviews its inventories for their salability and for indications of
obsolescence to determine if inventories should be written-
down to market value. Judgments and estimates must be made
and used in connection with establishing such allowances in any
accounting period. In estimating the market value of its invento-
ries, Canon considers the age of the inventories and the likeli-
hood of spoilage or changes in market demand for its inventories.
Impairment of long-lived assets
Long-lived assets, such as property, plant and equipment, and
acquired intangibles subject to amortization, are reviewed for
impairment whenever events or changes in circumstances indi-
cate that the carrying amount of an asset may not be recover-
able. If the carrying amount of the asset exceeds its estimated
undiscounted future cash fl ows, an impairment charge is recog-
nized in the amount by which the carrying amount of the asset
exceeds the fair value of the asset. Determining the fair value of
the asset involves the use of estimates and assumptions. These
estimates and assumptions include future market conditions, net
sales growth rate, gross margin and discount rate. Though
Canon believes that the estimates and assumptions are reason-
able, actual future results may differ from these estimates and
assumptions.
Property, plant and equipment
Property, plant and equipment are stated at cost. Depreciation is
calculated principally by the declining-balance method, except
for certain assets which are depreciated by the straight-line
method over the estimated useful lives of the assets.
Income taxes
Canon considers many factors when evaluating and estimating
income tax uncertainties. These factors include an evaluation of
the technical merits of the tax positions as well as the amounts
and probabilities of the outcomes that could be realized upon
settlement. The actual resolutions of those uncertainties will
inevitably differ from those estimates, and such differences may
be material to the fi nancial statements.
Valuation of deferred tax assets
Canon currently has signifi cant deferred tax assets, which are
subject to periodic recoverability assessments. Realization of
Canon’s deferred tax assets is principally dependent upon its
achievement of projected future taxable income. Canon’s judg-
ments regarding future profi tability may change due to future
market conditions, its ability to continue to successfully execute
its operating restructuring activities and other factors. Any
changes in these factors may require possible recognition of sig-
nifi cant valuation allowances to reduce the net carrying value of
these deferred tax asset balances. When Canon determines that
certain deferred tax assets may not be recoverable, the amounts
which may not be realized are charged to income tax expense
and will adversely affect net income.
Employee retirement and severance benefi t plans
Canon has signifi cant employee retirement and severance bene-
fi t obligations that are recognized based on actuarial valuations.
Inherent in these valuations are key assumptions, including dis-
count rates and expected return on plan assets. Management
must consider current market conditions, including changes in
interest rates, in selecting these assumptions. Other assumptions
include assumed rate of increase in compensation levels, mortal-
ity rate, and withdrawal rate. Changes in these assumptions
inherent in the valuation are reasonably likely to occur from peri-
od to period. Actual results that differ from the assumptions are
accumulated and amortized over future periods and, therefore,
generally affect future pension expenses. While management
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:18)(cid:1)(cid:49)(cid:46)
47
assets would cause a change of approximately ¥2,661 million in
net periodic benefi t cost. Canon multiplies management’s
expected long-term rate of return on plan assets by the value of
its plan assets, to arrive at the expected return on plan assets
that is included in pension expense. Canon defers recognition of
the difference between this expected return on plan assets and
the actual return on plan assets. The net deferral affects future
pension expense.
Canon recognizes the funded status (i.e., the difference
between the fair value of plan assets and the projected benefi t
obligations) of its pension plans in its consolidated balance
sheets, with a corresponding adjustment to accumulated other
comprehensive income (loss), net of tax.
Effective January 1, 2007, the Company and certain of its
domestic subsidiaries amended their funded defi ned benefi t
pension plans. Under these funded defi ned benefi t pension
plans, the lifetime pension benefi t is based upon amounts pay-
able during an initial period after retirement (the “guarantee
period”) and the subsequent period lasting for the remainder of
the retiree’s lifetime (the “post-guarantee period”). The
Company and certain of its domestic subsidiaries amended
these plans to increase the duration of this guarantee period
from 15 years to 20 years to refl ect an increase in the average
lifespan of their employees, resulting in reduced amounts pay-
able during each of the guarantee and post-guarantee periods.
As a result of these changes, the projected benefi t obligation
decreased by ¥101,620 million as of January 1, 2007. In con-
junction with these plan changes, the Company and certain of
its domestic subsidiaries also have implemented an unfunded
retirement and severance plan and a defi ned contribution pen-
sion plan for certain future pension benefi ts attributable to
employees’ future services.
believes that the assumptions used are appropriate, the differ-
ences may affect employee retirement and severance benefi t
costs in the future.
In preparing its fi nancial statements for fi scal 2009, Canon
estimated a weighted-average discount rate of 2.4% for
Japanese plans and 5.3% for foreign plans and a weighted-
average expected long-term rate of return on plan assets of
3.7% for Japanese plans and 6.2% for foreign plans. In estimat-
ing the discount rate, Canon uses available information about
rates of return on high-quality fi xed-income governmental and
corporate bonds currently available and expected to be available
during the period to the maturity of the pension benefi ts.
Canon establishes the expected long-term rate of return on plan
assets based on management’s expectations of the long-term
return of the various plan asset categories in which it invests.
Management develops expectations with respect to each plan
asset category based on actual historical returns and its current
expectations for future returns.
Decreases in discount rates lead to increases in actuarial pen-
sion benefi t obligations which, in turn, could lead to an increase
in service cost and amortization cost through amortization of
actuarial gain or loss, a decrease in interest cost, and vice versa.
A decrease of 50 basis points in the discount rate increases the
projected benefi t obligation by approximately 9%. The net
effect of changes in the discount rate, as well as the net effect
of other changes in actuarial assumptions and experience, is
deferred until subsequent periods.
Decreases in expected returns on plan assets may increase
net periodic benefi t cost by decreasing the expected return
amounts, while differences between expected value and actual
fair value of those assets could affect pension expense in the fol-
lowing years, and vice versa. For fi scal 2010, a change of 50
basis points in the expected long-term rate of return on plan
CONSOLIDATED RESULTS OF OPERATIONS
SUMMARY OF OPERATIONS
Net sales
Operating profi t
Income before income taxes
Net income attributable to Canon Inc.
Millions of yen
2009
change
¥3,209,201 –21.6% ¥4,094,161
2008
217,055 –56.2
219,355 –54.4
131,647 –57.4
Thousands of
U.S. dollars
2009
2007
change
–8.6% ¥4,481,346 $34,882,620
2,359,293
2,384,293
1,430,946
756,673
768,388
488,332
496,074 –34.4
481,147 –37.4
309,148 –36.7
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:18)(cid:1)(cid:49)(cid:46)
48 CANON ANNUAL REPORT 2009
Sales
Canon’s consolidated net sales in fi scal 2009 totaled ¥3,209,201
million (U.S.$34,883 million), representing a 21.6% decrease
from the previous fi scal year. Although the markets for such
consumer products as cameras and inkjet printers are clearly
bottoming out amid the signifi cantly stronger yen, which has
had an impact on all of the Company’s businesses, the decrease
in sales mainly refl ected the effects of reduced sales volumes of
offi ce products throughout the year.
Overseas operations are signifi cant to Canon’s operating
results and generated approximately 78% of total net sales in
fi scal 2009. Such sales are denominated in the applicable local
currency and are subject to fl uctuations in the value of the yen
to those currencies. Despite efforts to reduce the impact of cur-
rency fl uctuations on operating results, including localization of
manufacturing in some regions along with procuring parts and
materials from overseas suppliers, Canon believes such fl uctua-
tions have had and will continue to have a signifi cant effect on
its results of operations.
The average value of the yen in fi scal 2009 was ¥93.21 to
the U.S. dollar, and ¥130.46 to the euro, representing an appre-
ciation of about ¥10 or 10% to the U.S. dollar, and a signifi cant
appreciation of approximately ¥21 or 14% against the euro,
compared with the previous year. The effects of foreign
exchange rate fl uctuations negatively impacted net sales by
approximately ¥249,500 million in 2009. This unfavorable
impact was comprised of approximately ¥116,800 million for U.
S. dollar denominated sales, ¥114,800 million for euro denomi-
nated sales and ¥17,900 million for other foreign currency
denominated sales.
Cost of sales
Cost of sales principally refl ects the cost of raw materials, parts
and labor used by Canon in the manufacture of its products. A
portion of the raw materials used by Canon is imported or
includes imported materials. Many of these raw materials are sub-
ject to fl uctuations in world market prices accompanied by fl uctu-
ations in exchange rates that may affect Canon’s cost of sales.
Other components of cost of sales include depreciation expenses
from plants, maintenance expenses, light and fuel expenses along
with rent expenses. The ratio of cost of sales to net sales for fi scal
2009 and 2008 was 55.5% and 52.7%, respectively.
Gross profi t
Canon’s gross profi t in fi scal 2009 decreased by 26.3% to
¥1,427,393 million (U.S.$15,515 million) from fi scal 2008. The
gross profi t ratio deteriorated by 2.8 points year on year to
44.5%. Despite the launch of new products and ongoing cost-
reduction efforts aimed at an improved gross profi t ratio, the
impact of such factors as the substantial appreciation of the yen
and the drop in sales value led to the decline in the ratio.
Operating expenses
The major components of operating expenses are payroll, R&D,
advertising expenses and other marketing expenses. Continued
Group-wide efforts to thoroughly cut spending contributed to a
decline in total operating expenses of 16.1% for fi scal 2009.
Operating profi t
Operating profi t in fi scal 2009 dropped 56.2% to a total of
¥217,055 million (U.S.$2,359 million) from fi scal 2008, record-
ing 6.8% to net sales.
Other income (deductions)
Other income (deductions) for fi scal 2009 improved by ¥17,227
million (U.S.$187 million). Although net interest and dividends
decreased, foreign currency exchange gains and losses improved
by ¥13,054 million (U.S.$142 million).
Income before income taxes
Income before income taxes in fi scal 2009 was ¥219,355 million
(U.S.$2,384 million), a decline of 54.4% from fi scal 2008, and
constituted 6.8% of net sales.
Income taxes
Provision for income taxes in fi scal 2009 decreased by ¥76,666
million (U.S.$833 million) from fi scal 2008, primarily as a result
of the decline in income before income taxes. The effective tax
rate during fi scal 2009 rose by 4.9% compared with fi scal 2008.
This was mainly due to an increase in valuation allowances on
deferred tax assets.
Net income attributable to Canon Inc.
As a result, net income attributable to Canon Inc. in fi scal 2009
decreased by 57.4% to ¥131,647 million (U.S.$1,431 million),
which represents a 4.1% return on net sales.
Return on Sales
(%)
15
12
9
6
3
0
11.0
10.9
10.2
7.6
4.1
05
06
07
08
09
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:18)(cid:1)(cid:49)(cid:46)
49
Segment information
The Company adopted guidance for segment reporting in accor-
dance with U.S. GAAP in the year ending December 31, 2009.
See Note 22 of the Notes to Consolidated Financial Statements
for further details.
Canon divides its businesses into three segments: the Offi ce
Business Unit, the Consumer Business Unit and the Industry and
Others Business Unit.
• The Offi ce Business Unit mainly includes offi ce network dig-
ital MFDs, color network digital MFDs, offi ce copying
machines, personal-use copying machines, full-color copying
machines, laser printers and large format inkjet printers.
• The Consumer Business Unit mainly includes digital SLR
cameras, compact digital cameras, interchangeable lenses,
digital video camcorders, inkjet multifunction peripherals,
single function inkjet printers, image scanners and broadcast-
ing equipment.
• The Industry and Others Business Unit mainly includes
semiconductor production equipment, mirror projection mask
aligners for LCD panels, medical equipment, components,
computer information systems, document scanners and per-
sonal information products.
Sales by segment
Please refer to the table of sales by segment in Note 22 of the Notes to Consolidated Financial Statements.
Canon’s sales by segment are summarized as follows:
SALES BY SEGMENT
Offi ce
Consumer
Industry and Others
Eliminations
Total
Millions of yen
2009
2008
change
change
–9.3% ¥2,477,518
¥1,645,076 –26.8% ¥2,246,609
1,587,952
–8.3
1,456,075
522,405
549,983
–5.0
(134,107)
(130,928) —
–8.6% ¥4,481,346
1,301,160 –10.6
357,998 –31.5
(95,033) —
¥3,209,201 –21.6% ¥4,094,161
2007
Thousands of
U.S. dollars
2009
$17,881,261
14,143,043
3,891,283
(1,032,967)
$34,882,620
Sales by Segment
(Millions of yen)
Office Business Unit
Consumer Business Unit
Industry and Others Business Unit
Eliminations
5,000,000
Sales by Geographic Area
(Millions of yen)
Japan
Americas
Europe
Other areas
5,000,000
4,481,346
4,156,759
4,094,161
4,481,346
4,156,759
4,094,161
4,000,000
3,754,191
4,000,000
3,754,191
3,209,201
3,209,201
3,000,000
2,000,000
1,000,000
0
3,000,000
2,000,000
1,000,000
0
05
06
07
08
09
05
06
07
08
09
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:21)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:18)(cid:1)(cid:49)(cid:46)
50 CANON ANNUAL REPORT 2009
Sales of the Offi ce Business Unit, constituting 51.3% of con-
solidated net sales, decreased by 26.8% to ¥1,645,076 million
(U.S.$17,881 million) in fi scal 2009, due to the decreased
demand for offi ce equipment overall amid the deterioration of
economic conditions, along with the impact of the strong yen.
Sales of network digital MFDs remained low in all regions while
demand for laser printers decreased substantially compared with
the previous year despite the optimization of inventory levels
being in sight.
Sales of the Consumer Business Unit declined by 10.6% in
fi scal 2009, totaling ¥1,301,160 million (U.S.$14,143 million),
due to the signifi cant impact of the yen’s appreciation. Sales vol-
umes, however, of such new products as the competitively
priced EOS Rebel T1i (EOS 500D) and advanced-amateur model
EOS 7D digital SLR cameras recorded solid growth. As for com-
pact digital cameras, although stagnant market conditions led to
a contraction in sales volume, the Company reinforced its prod-
uct lineup through the launch of six new ELPH (IXUS)-series
models and nine new PowerShot-series models. As for inkjet
printers, although the market overall remained sluggish, sales in
the Americas and Asia displayed healthy growth, contributing to
a year-on-year increase in sales volume. Sales of the Consumer
Business Unit constituted 40.5% of consolidated net sales in
fi scal 2009.
Sales of the Industry and Others Business Unit decreased by
31.5% in fi scal 2009, to ¥357,998 million (U.S.$3,891 million).
Within this segment, sales of steppers remained sluggish amid
worsening market conditions for memory chips, while sales of
aligners dropped due to restrained capital investment by LCD
panel manufacturers. Sales of the Industry and Others Business
Unit constituted 11.2% of consolidated net sales in fi scal 2009.
Intersegment sales of ¥95,033 million (U.S.$1,033 million), rep-
resenting 3.0% of total sales, are eliminated from the total sales
of the three segments, and are described as “Eliminations”.
Sales by geographic area
Please refer to the table of sales by geographic area in Note 22
of the Notes to Consolidated Financial Statements.
A geographical analysis indicates that net sales in fi scal 2009
decreased in each of the major geographic areas.
SALES BY GEOGRAPHIC AREA
In Japan, sales decreased by 19.1% in fi scal 2009 mainly due
to weakened sales of monochrome and color models of net-
work digital MFDs within the Offi ce Business Unit, along
with steppers.
In the Americas, net sales declined by 14.9% on a local cur-
rency basis in fi scal 2009, mainly due to reduced sales of such
products as monochrome network MFDs and laser printers. On
a yen basis, net sales in the Americas declined by 22.6% in fi scal
2009 as the yen strengthened to the U.S. dollar.
In Europe, net sales fell by 15.4% on a local currency basis in
fi scal 2009, mainly due to reduced sales of such products as
laser printers and monochrome network MFDs. On a yen basis,
net sales in Europe dropped by 25.8% in fi scal 2009 resulting
from the impact of the substantial appreciation of the yen to
the euro.
Sales in other areas decreased by 15.4% on a yen basis in
fi scal 2009, largely due to the stagnant sales of steppers
and aligners.
A summary of net sales by geographic area is provided below.
Operating profi t by segment
Please refer to the table of segment information in Note 22 of
the Notes to Consolidated Financial Statements.
Operating profi t for the Offi ce Business Unit in fi scal 2009
decreased by ¥227,950 million (U.S.$2,478 million) to ¥229,396
million (U.S.$2,493 million). This decline resulted primarily from
the decrease in gross profi t led by the signifi cant reduction
in sales.
Operating profi t for the Consumer Business Unit in fi scal
2009 declined by ¥39,632 million (U.S.$431 million) to
¥183,492 million (U.S.$1,994 million) as a result of the decrease
in gross profi t arising from the reduction in sales.
Operating profi t for the Industry and Others Business Unit
in fi scal 2009 decreased by ¥28,080 million (U.S.$305 million) to
an operating loss of ¥75,956 million (U.S.$826 million) as a
result of a signifi cant drop in sales along with impairment losses
related to semiconductor production equipment, totaling
¥15,390 million (U.S.$167 million), arising from a fundamental
reassessment of the business structure for steppers.
Japan
Americas
Europe
Other areas
Total
Millions of yen
2009
change
¥ 702,344 –19.1% ¥ 868,280
2008
894,154 –22.6
995,150 –25.8
617,553 –15.4
1,154,571 –13.6
1,341,400 –10.5
729,910 +4.5
¥3,209,201 –21.6% ¥4,094,161
2007
change
–8.4% ¥ 947,587
1,336,168
1,499,286
698,305
–8.6% ¥4,481,346
Thousands of
U.S. dollars
2009
$ 7,634,174
9,719,065
10,816,848
6,712,533
$34,882,620
Note: This summary of net sales by geographic area is determined by the location where the product is shipped to the customer.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:19)(cid:1)(cid:49)(cid:46)
51
FOREIGN OPERATIONS AND FOREIGN CURRENCY
TRANSACTIONS
Canon’s marketing activities are performed by subsidiaries in
various regions in local currencies, while the cost of sales is gen-
erally in yen. Given Canon’s current operating structure, appreci-
ation of the yen has a negative impact on net sales and the
gross profi t ratio. To reduce the fi nancial risks from changes in
foreign exchange rates, Canon utilizes derivative fi nancial instru-
ments, which are comprised principally of forward currency
exchange contracts.
The operating profi t on foreign operation sales is usually
lower than that from domestic operations because foreign oper-
ations consist mainly of marketing activities. Marketing activities
are generally less profi table than production activities, which are
mainly conducted by the Company and its domestic subsidiaries.
Please refer to the table of geographic information in Note 22 of
the Notes to Consolidated Financial Statements.
LIQUIDITY AND CAPITAL RESOURCES
Cash and cash equivalents in fi scal 2009 increased by
¥115,838 million (U.S.$1,259 million) to ¥795,034 million
(U.S.$8,642 million), compared with ¥679,196 million in fi scal
2008 and ¥944,463 million in fi scal 2007. Canon’s cash and
cash equivalents are typically denominated both in Japanese yen
and in U.S. dollar, with the remainder denominated in foreign
currencies.
Net cash provided by operating activities in fi scal 2009
decreased slightly by ¥5,449 million (U.S.$59 million) from the
previous year to ¥611,235 million (U.S.$6,644 million), as a result
of the substantial progress achieved in inventory-reduction efforts.
Cash fl ow from operating activities consisted of the following key
components: the major component of Canon’s cash infl ow is cash
received from customers, and the major components of Canon’s
cash outfl ow are payments for parts and materials, selling, gener-
al and administrative expenses, and income taxes.
For fi scal 2009, cash infl ow from cash received from custom-
ers decreased, due to the decrease in net sales. There were no
signifi cant changes in Canon’s collection rates. Cash outfl ow for
payments for parts and materials also decreased, as a result of a
decrease in net sales and cost reductions. Cost reductions refl ect
a decline in unit prices of parts and raw materials, as well as a
streamlining of the process of using these parts and materials
through promoting effi ciency in operations. Cash outfl ow for
payments for selling, general and administrative expenses
decreased as a result of cost-cutting efforts. Cash outfl ow for
payments of income taxes decreased, due to the decrease in
taxable income.
Net cash used in investing activities in fi scal 2009 was
¥370,244 million (U.S.$4,024 million), compared with ¥472,480
million in fi scal 2008 and ¥432,485 million in fi scal 2007, con-
sisting primarily of purchases of fi xed assets. The purchases of
fi xed assets, which totaled ¥327,983 million (U.S.$3,565 million)
in fi scal 2009, were focused on items relevant to introducing
new products.
Canon defi nes “free cash fl ow” by deducting the cash fl ows
from investing activities from the cash fl ows of operating
activities. For fi scal 2009, free cash fl ow totaled ¥240,991 mil-
lion (U.S.$2,619 million) as compared with ¥144,204 million for
fi scal 2008. Canon’s management recognizes that constant and
intensive investment in facilities and R&D is required to maintain
and strengthen the competitiveness of its products. Canon’s
management seeks to meet its capital requirements with cash
fl ow principally earned from its operations, therefore, the capital
resources are primarily sourced from internally generated funds.
Accordingly, Canon has included the information with regard to
free cash fl ow as its management frequently monitors this indi-
cator, and believes that such indicator is benefi cial to the under-
standing of investors. Furthermore, Canon’s management
believes that this indicator is signifi cant in understanding
Canon’s current liquidity and the alternatives of use in fi nancing
activities because it takes into consideration its operating and
investing activities. Canon refers to this indicator together with
relevant U.S. GAAP fi nancial measures shown in its consolidated
statements of cash fl ows and consolidated balance sheets for
cash availability analysis.
Net cash used in fi nancing activities totaled ¥142,379 million
(U.S.$1,548 million) in fi scal 2009, mainly resulting from the div-
idend payout of ¥135,793 million (U.S.$1,476 million). The
Company paid dividends in fi scal 2009 of ¥110.00 (U.S.$1.20)
per share, the same dividend amount as the prior year on a local
currency basis.
Canon has completed a tender offer for the issued and out-
standing ordinary shares of Océ N.V. (listed on the NYSE
Euronext in Amsterdam, “Océ”) on March 9, 2010 and made
Océ a consolidated subsidiary, in order to create the overall No.1
presence in the printing industry. Including this and other invest-
ments, Canon seeks to meet its capital requirements principally
with cash fl ow from operations, although Canon expects net
cash provided by operating activities in fi scal 2010 to decline. In
response to this expectation, Canon is currently endeavoring to
optimize the level of capital investments, by further raising the
effi ciency of its investments and focusing investments on select-
ed material items. This approach is supplemented with group-
wide treasury and cash management activities undertaken at the
parent company level.
To the extent Canon relies on external funding for its liquidi-
ty and capital requirements, it generally has access to various
funding sources, including the issuance of additional share capi-
tal, long-term debt or short-term loans. While Canon has been
able to obtain funding from its traditional fi nancing sources and
from the capital markets, and believes it will continue to be able
to do so in the future, there can be no assurance that adverse
economic or other conditions will not affect Canon’s liquidity or
long-term funding in the future.
Short-term loans (including current portion of long-term
debt) amounted to ¥4,869 million (U.S.$53 million) at December
31, 2009 compared with ¥5,540 million at December 31, 2008.
Long-term debt (excluding current portion) amounted to ¥4,912
million (U.S.$53 million) at December 31, 2009 compared with
¥8,423 million at December 31, 2008.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:19)(cid:1)(cid:49)(cid:46)
52 CANON ANNUAL REPORT 2009
Canon’s long-term debt (excluding current portion) generally
consists of lease obligations.
In order to facilitate access to global capital markets, Canon
obtains credit ratings from two rating agencies: Moody’s
Investors Services, Inc. (“Moody’s”) and Standard and Poor’s
Rating Services (“S&P”). In addition, Canon maintains a rating
from Rating and Investment Information, Inc. (“R&I”), a rating
agency in Japan, for access to the Japanese capital market.
As of March 23, 2010, Canon’s debt ratings are: Moody’s:
Aa1 (long-term); S&P: AA (long-term), A-1+ (short-term); and
R&I: AA+ (long-term). Canon does not have any rating down-
grade triggers that would accelerate the maturity of a material
amount of its debt. A downgrade in Canon’s credit ratings or
outlook could, however, increase the cost of its borrowings.
Increase in property, plant and equipment on an accrual
basis in fi scal 2009 amounted to ¥216,128 million (U.S.$2,349
million) compared with ¥361,988 million in fi scal 2008 and
¥428,549 million in fi scal 2007. In fi scal 2009, increase in prop-
erty, plant and equipment was mainly used to introducing new
products. For fi scal 2010, Canon projects its increase in property,
plant and equipment will be approximately ¥220,000 million (U.
S.$2,391 million).
Employer contributions to Canon’s worldwide defi ned bene-
fi t pension plans were ¥18,232 million (U.S.$198,174 million) in
fi scal 2009, ¥23,033 million in fi scal 2008, ¥21,720 million in
fi scal 2007. In addition, employer contributions to Canon’s
worldwide defi ned contribution pension plans were ¥9,148 mil-
lion (U.S.$99 million) in fi scal 2009, ¥10,840 million in fi scal
2008, and ¥10,262 million in fi scal 2007.
Working capital in fi scal 2009 increased by ¥113,241 million
(U.S.$1,231 million), to ¥1,234,089 million (U.S.$13,414 mil-
lion), compared with ¥1,120,848 million in fi scal 2008 and
¥1,352,082 million in fi scal 2007. This increase was primarily a
result of the increase in cash and cash equivalent. Canon
believes its working capital will be suffi cient for its requirements
for the foreseeable future. Canon’s capital requirements are pri-
marily dependent on management’s business plans regarding
the levels and timing of purchases of fi xed assets and invest-
ments. The working capital ratio (ratio of current assets to cur-
rent liabilities) for fi scal 2009 was 2.57 compared to 2.19 for
fi scal 2008 and to 2.08 for fi scal 2007.
Return on assets (net income attributable to Canon Inc. divid-
ed by the average of total assets) was 3.4% in fi scal 2009, com-
pared to 7.3% in fi scal 2008 and 10.8% in fi scal 2007.
Return on Canon Inc. stockholders’ equity (net income
attributable to Canon Inc. divided by the average of total Canon
Inc. stockholders’ equity) was 4.9% in fi scal 2009 compared
with 11.1% in fi scal 2008 and 16.5% in fi scal 2007.
Debt to total assets ratio was 0.3%, 0.4% and 0.6% as of
December 31, 2009, 2008 and 2007, respectively. Canon had
short-term loans and long-term debt of ¥9,781 million
(U.S.$106 million) as of December 31, 2009, ¥13,963 million
as of December 31, 2008 and ¥26,997 million as of December
31, 2007.
Increase in Property,
Plant and Equipment
(Millions of yen)
Working Capital Ratio
Return on Canon Inc.
Stockholders’ Eqiuty
(%)
500,000
400,000
383,784 379,657
428,549
361,988
300,000
200,000
100,000
0
216,128
05
06
07
08
09
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2.57
2.39
2.28
2.19
2.08
05
06
07
08
09
20
15
10
5
0
16.0
16.3
16.5
11.1
4.9
05
06
07
08
09
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:19)(cid:1)(cid:49)(cid:46)
53
OFF-BALANCE SHEET ARRANGEMENTS
As part of its ongoing business, Canon does not participate in
transactions that generate relationships with unconsolidated
entities or fi nancial partnerships, such as entities often referred
to as structured fi nance or special purpose entities, which
would have been established for the purpose of facilitating
off-balance sheet arrangements or other contractually narrow
or limited purposes.
Canon provides guarantees for bank loans of its employees,
affi liates and other companies. Canon would have to perform
under a guarantee if the borrower defaults on a payment
within the contract periods of 1 year to 30 years in the case of
employees with housing loans, and of 1 year to 10 years in the
case of affi liates and other companies. The maximum amount of
undiscounted payments Canon would have had to make in the
event of default by all borrowers was ¥18,526 million (U.S.$201
million) at December 31, 2009. The carrying amounts of the
liabilities recognized for Canon’s obligations as a guarantor
under those guarantees were insignifi cant.
CONTRACTUAL OBLIGATIONS AND COMMERCIAL COMMITMENTS
The following summarizes Canon’s contractual obligations at December 31, 2009.
Millions of yen
Contractual obligations:
Long-term debt:
Capital lease obligations
Other long-term debt
Operating lease obligations
Purchase commitments for:
Property, plant and equipment
Parts and raw materials
Total
Total
Less than 1 year
1-3 years
3-5 years More than 5 years
Payments due by period
¥ 9,761
20
58,964
21,839
64,226
¥154,810
¥ 4,869
—
16,259
21,839
64,226
¥107,193
¥ 4,405
20
22,972
—
—
¥27,397
¥
450
—
11,553
—
—
¥12,003
¥
37
—
8,180
—
—
¥8,217
Note: The table does not include provisions for uncertain tax positions and related accrued interest and penalties, as the specifi c timing of future payments related to
these obligations cannot be projected with reasonable certainty. See Note 12, Income Taxes in the Notes to Consolidated Financial Statements for further details.
Thousands of U.S. dollars
Contractual obligations:
Long-term debt:
Capital lease obligations
Other long-term debt
Operating lease obligations
Purchase commitments for:
Property, plant and equipment
Parts and raw materials
Total
Total
Less than 1 year
1-3 years
3-5 years More than 5 years
Payments due by period
$ 106,098
217
640,913
$
52,924
—
176,728
237,380
698,109
$1,682,717
237,380
698,109
$1,165,141
$ 47,881
217
249,695
—
—
$297,793
$ 4,891
—
125,577
—
—
$130,468
$
402
—
88,913
—
—
$89,315
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:20)(cid:1)(cid:49)(cid:46)
54 CANON ANNUAL REPORT 2009
Canon provides warranties of generally less than one year
against defects in materials and workmanship on most of its
consumer products. Estimated product warranty related costs
are established at the time revenue is recognized and is included
in selling, general and administrative expenses. Estimates for
accrued product warranty cost are primarily based on historical
experience, and are affected by ongoing product failure rates,
specifi c product class failures outside of the baseline experience,
material usage and service delivery costs incurred in correcting a
product failure. As of December 31, 2009, accrued product war-
ranty costs amounted to ¥13,944 million (U.S.$152 million).
At December 31, 2009, commitments outstanding for the
purchase of property, plant and equipment were approximately
¥21,839 million (U.S.$237 million), and commitments outstanding
for the purchase of parts and raw materials were approximately
¥64,226 million (U.S.$698 million), both for use in the ordinary
course of its business. Canon anticipates that funds needed to
fulfi ll these commitments will be generated internally through
operations.
During fi scal 2010, Canon expects to contribute ¥14,116
million (U.S.$153 million) to its Japanese defi ned benefi t pen-
sion plans and ¥3,650 million (U.S.$40 million) to its foreign
defi ned benefi t pension plans.
Canon’s management believes that current fi nancial resourc-
es, cash generated from operations and Canon’s potential
capacity for additional debt and/or equity fi nancing will be suffi -
cient to fund current and future capital requirements.
RESEARCH AND DEVELOPMENT, PATENTS AND
LICENSES
Canon is in the fourth year of the Excellent Global Corporation
Plan, its 5-year (2006–2010) management plan. The slogan of
the third phase (“Phase III”) is “Innovation & Sound Growth”
and there are four core strategies:
• Realize an overwhelming No.1 position worldwide in all
current core businesses;
• Expand operations through diversifi cation;
• Identify new business domains and accumulate necessary
technological capabilities; and
• Establish new production system to sustain global
competitiveness.
Canon is striving to implement the three R&D related strate-
gies as follows:
• Realize an overwhelming No.1 position worldwide in all
current core businesses: Pursue development of new
products which enable “cross-media imaging” by sophis-
ticated functional synergy among the variety of Canon’s
image handling products, benefi ting from the prolifera-
tion of broad band communication environment.
• Expand operations through diversifi cation: Focus on devel-
oping various types of display, including Surface-conduc-
tion Electron-emitter Display (“SED”) and Organic
Light-Emitting Diode displays (“OLED”).
• Identify new business domains and accumulate necessary
technological capabilities: Accumulate technological capa-
bility in each of the medical imaging sector, intelligent
robot industry and safety technology domain.
Canon is developing and strengthening relationships with
universities and other research institutes, such as Kyoto
University, Tokyo Institute of Technology, Stanford University and
the New Energy and Industrial Technology Development
Organization, to assist with fundamental research and to devel-
op cutting-edge technologies.
Canon has fully introduced 3D-CAD systems across the
Canon group, boosting R&D effi ciency to curtail product devel-
opment times and costs. Moreover, Canon enhanced and
evolved its simulation, measurement, and analysis technologies
by establishing leading-edge facilities, including one of Japan’s
highest-performance cluster computers. As such, Canon has
succeeded in further reducing the need for prototypes, dramati-
cally lowering costs and shortening product development lead
times.
Canon has R&D centers worldwide. Each R&D center is col-
laborating with other centers to achieve synergies, and is culti-
vating closer ties in fi elds ranging from basic research to product
development.
Canon’s consolidated R&D expenses were ¥304,600 million
(U.S.$3,311 million) in fi scal 2009, ¥374,025 million in fi scal
2008 and ¥368,261 million in fi scal 2007. The ratios of R&D
expenses to the consolidated total net sales for fi scal 2009,
2008 and 2007 were 9.5%, 9.1% and 8.2%, respectively.
Canon believes that new products protected by patents
will not easily allow competitors to compete with it, and will
give it an advantage in establishing standards in the market
and industry.
R&D Expenses
(Millions of yen)
400,000
368,261
374,025
308,307
286,476
300,000
304,600
200,000
100,000
0
05
06
07
08
09
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:20)(cid:1)(cid:49)(cid:46)
55
RECENT DEVELOPMENTS
Canon transferred responsibility for sales, service and support
functions for semiconductor production equipment and mirror
projection mask aligners for LCD panels from Canon Marketing
Japan Inc. (“Canon Marketing Japan”) to the Company on
January 1, 2010. This was in an effort to fortify the industry
equipment business by establishing a completely integrated sys-
tem from development to production, sales and servicing.
Asia Pacifi c System Research Co., Ltd. (“Asia Pacifi c System
Research”) entered into a share exchange with Canon
Electronics Inc. (“Canon Electronics”) and became a wholly
owned subsidiary of Canon Electronics on February 1, 2010.
This was in an effort to further accelerate business decision-
making by integrating the two companies. Prior to the share
exchange, Asia Pacifi c System Research was delisted from the
JASDAQ Securities Exchange.
Canon Marketing Japan concluded a share exchange agree-
ment with Canon Software Inc. (“Canon Software”) on January
26, 2010, making Canon Software a wholly owned subsidiary
effective May 1, 2010. This was in an effort to further fortify
and streamline our consolidated business base and accelerate
the making of the IT solutions business of Canon Marketing
Japan Group into a core business.
Canon concluded a share exchange agreement with Canon
Finetech Inc. (“Canon Finetech”) on February 8, 2010, making
Canon Finetech a wholly owned subsidiary effective May 1,
2010. This was in an effort to facilitate the organic integration
of management resources between both companies and further
enhance the synergies throughout the Canon Group to promote
speed of management and solidify our position in the offi ce
equipment segment.
Canon acquired shares of OPTOPOL Technology S.A.
(“OPTOPOL”, listed on the Warsaw Stock Exchange) through a
tender offer and made it into a subsidiary on February 19, 2010.
By making OPTOPOL into a subsidiary, Canon aims to achieve
the world’s No. 1 position within the overall ophthalmic diag-
nostic equipment segment.
Canon acquired shares of Océ N.V. (“Océ”, listed on the
NYSE Euronext Amsterdam) through a public cash tender offer
in addition to interest Canon held before the public cash tender
offer and made it into a subsidiary on March 9, 2010. By mak-
ing Océ into a subsidiary, Canon aims to further strengthen its
business foundation in order to solidify the position as one of
the global leaders. The combination will capitalize on an excel-
lent complementary fi t in product mix, channel mix, R&D, and
business lines resulting in an outstanding client offer spanning
the entire printing industry.
MARKET RISK EXPOSURE
Canon is exposed to market risks, including changes in foreign
currency exchange rates, interest rates and prices of marketable
securities and investments. In order to hedge the risks of chang-
es in foreign currency exchange rates, Canon uses derivative
fi nancial instruments.
Equity price risk
Canon holds marketable securities included in current assets,
which consist generally of highly-liquid and low-risk instruments.
Investments included in noncurrent assets are held as long-term
investments. Canon does not hold marketable securities and
investments for trading purposes.
Maturities and fair values of such marketable securities and
investments with original maturities of more than three months,
all of which were classifi ed as available-for-sale securities, were
as follows at December 31, 2009.
Available-for-sale securities
Due within one year
Due after one year through fi ve years
Due after fi ve years through ten years
Equity securities
Millions of yen
Thousands of U.S. dollars
Cost
¥
222
3,274
623
11,932
¥16,051
Fair value
222
¥
3,568
573
17,726
¥22,089
Cost
$ 2,413
35,587
6,772
129,696
$174,468
Fair value
$ 2,413
38,783
6,227
192,674
$240,097
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:20)(cid:1)(cid:49)(cid:46)
56 CANON ANNUAL REPORT 2009
Foreign currency exchange rate and
interest rate risk
Canon operates internationally, exposing it to the risk of chang-
es in foreign currency exchange rates. Derivative fi nancial instru-
ments are comprised principally of foreign currency exchange
contracts utilized by the Company and certain of its subsidiaries
to reduce the risk. Canon assesses foreign currency exchange
rate risk by continually monitoring changes in the exposures and
by evaluating hedging opportunities. Canon does not hold or
issue derivative fi nancial instruments for trading purposes.
Canon is also exposed to credit-related losses in the event of
non-performance by counterparties to derivative fi nancial
instruments, but it is not expected that any counterparties will
fail to meet their obligations. Most of the counterparties are
internationally recognized fi nancial institutions and selected by
Canon taking into account their fi nancial condition, and contracts
are diversifi ed across a number of major fi nancial institutions.
Canon’s international operations expose Canon to the risk of
changes in foreign currency exchange rates. Canon uses foreign
exchange contracts to manage certain foreign currency exchange
exposures principally from the exchange of U.S. dollars and euros
into Japanese yen. These contracts are primarily used to hedge
the foreign currency exposure of forecasted intercompany sales
and intercompany trade receivables which are denominated in
foreign currencies. In accordance with Canon’s policy, a specifi c
portion of foreign currency exposure resulting from forecasted
intercompany sales are hedged using foreign exchange contracts
which principally mature within three months.
The following table provides information about Canon’s
major derivative fi nancial instruments related to foreign currency
exchange transactions existing at December 31, 2009. All of the
foreign exchange contracts described in the following table have
a contractual maturity date in 2010.
Millions of yen
Forwards to sell foreign currencies:
Contract amounts
Estimated fair value
Forwards to buy foreign currencies:
Contract amounts
Estimated fair value
Thousands of U.S. dollars
Forwards to sell foreign currencies:
Contract amounts
Estimated fair value
Forwards to buy foreign currencies:
Contract amounts
Estimated fair value
U.S.$
Euro
Others
Total
¥277,944
(6,951)
¥182,852
863
¥33,518
(881)
¥494,314
(6,969)
¥ 25,861
58
¥ 1,244
(14)
¥ 3,873
467
¥ 30,978
511
U.S.$
Euro
Others
Total
$ 3,021,130
(75,554)
$ 1,987,522
9,380
$ 364,326
(9,576)
$ 5,372,978
(75,750)
$ 281,098
630
$
13,522
(152)
$ 42,097
5,076
$ 336,717
5,554
All of Canon’s long-term debt is fi xed rate debt. Canon
believes that fair value changes, and cash fl ows resulting from
reasonable near-term changes in interest rates would be imma-
terial. Accordingly, Canon considers interest rate risk is insignifi -
cant. See also Note 9 of the Notes to Consolidated Financial
Statements.
Changes in the fair value of derivative fi nancial instruments
designated as cash fl ow hedges, including foreign exchange
contracts associated with forecasted intercompany sales, are
reported in accumulated other comprehensive income (loss).
These amounts are subsequently reclassifi ed into earnings
through other income (deductions) in the same period as the
hedged items affect earnings. Substantially all such amounts
recorded in accumulated other comprehensive income (loss) at
year-end are expected to be recognized in earnings over the
next 12 months. Canon excludes the time value component
from the assessment of hedge effectiveness. Changes in the fair
value of a foreign exchange contract for the period between the
date that the forecasted intercompany sales occur and its matu-
rity date are recognized in earnings and not considered hedge
ineffectiveness.
The amount of the hedging ineffectiveness was not material
for the years ended December 31, 2009, 2008 and 2007. The
amounts of net losses excluded from the assessment of hedge
effectiveness (time value component) which was recorded in
other income (deductions) was ¥462 million (U.S.$5 million),
¥3,701 million and ¥6,883 million for the years ended
December 31, 2009, 2008 and 2007, respectively.
Canon has entered into certain foreign currency exchange
contracts to manage its foreign currency exposures. These for-
eign currency exchange contracts have not been designated as
hedges. Accordingly, the changes in fair values of these con-
tracts are recorded in earnings immediately.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:20)(cid:1)(cid:49)(cid:46)
57
LOOKING FORWARD
Although the global economy has generally entered a recovery
trend, there are still various risk factors such as weakened
effects of stimulus measures in various countries, worsening
employment conditions and consequent weakness in consumer
spending, and it is necessary to maintain a close watch on what
is a very uncertain future. It is expected that the global economy
will continue to be trapped in a slow, L-shaped recovery, with
business conditions facing the Canon Group remaining severe
for the foreseeable future.
The Canon Group has, however, successfully managed to
further strengthen its fi nancial condition, by implementing vari-
ous management reforms undertaken until this term. Therefore,
Canon has designated 2010, the fi nal year of Phase III (2006–
2010) of its “Excellent Global Corporation Plan,” as “First Year
of Growth,” a turning point to the growth mode. Canon will
make full efforts to improve business performance at a speed
that exceeds that of the economic recovery under a new growth
strategy.
Canon will begin by focusing on the introduction of innova-
tive products and services that take markets by storm. For exam-
ple, Canon strives to utilize the most of technologies and
personnel resources Canon has developed throughout its history
to identify market trends early on and create novel products and
services like the “imageRUNNER ADVANCE series” which has
the potential to become the core of the promising solutions
business.
Next, Canon will also focus on capturing signifi cant portions
of markets in China and other parts of Asia, where signifi cant
growth beyond that of the industrialized nations can be expect-
ed. Canon’s approach will be to maximize competitiveness by
thoroughly considering the characteristics of individual regions
and revising sales strategies from the ground up.
In addition, Canon will make Océ N.V., a Dutch printer man-
ufacturer with strengths in printers for commercial use and
large-format printers for business use, into a consolidated sub-
sidiary and by doing so, Canon will enhance its direct-sales and
direct-service systems, mainly in Europe and the U.S., and apply
its technologies and products to overwhelmingly achieve the
No.1 position in the printing industry. With the addition of Océ
to the Canon Group serving as a foothold, Canon will also
accelerate efforts to achieve its long-held objective of construct-
ing a global tri-polar (Japan, U.S., and Europe) business creation
organization.
To nurture the development of new businesses, Canon plans
to search for and develop existing businesses and peripheral
businesses, enhance Group company sales to non-Group mem-
bers and swiftly establish positions in next-generation businesses
such as medical imaging and industrial robots.
As Canon moves ahead with the measures mentioned
above, it will remain steadfast in its efforts to achieve further
improvements in management quality. To strengthen its profi t
structure, Canon will work on restructuring the semiconductor
business, strengthening the offi ce equipment business and cre-
ating an optimal production system.
Canon will also continue to promote inventory reductions
and strive for “supremacy of quality”.
Offi ce Business Unit
The importance of providing added value in the form of net-
working, integration, color printing, multifunction and solutions
has grown in the offi ce imaging products business. Canon
expects that the printing market will expand in the long term as
well as the offi ce product market. However, as the impact of the
economic downturn has continued to affect the entire industry,
sales for fi scal 2009 decreased. In recent years, a new printer-
based MFD market has emerged as printer vendors seek to enter
the copying machine and MFD market.
Canon has matched its business strategy to market trends by
strengthening its lineup of digital color network MFDs and print-
on-demand machines. In 2009, Canon launched the imageRUN-
NER ADVANCE series, a new lineup of digital color MFDs with
enhanced network capability. In addition, Canon entered into the
monochrome printing market with the introduction of the
imagePRESS 1135/1125/1110 series. To maintain and enhance its
competitive edge and to meet increasingly sophisticated custom-
er demands, Canon is reinforcing its hardware and software
product lineups and solution capability.
Canon’s laser printer business has maintained a strong mar-
ket position and has consistently displayed solid growth.
However, the recent global economic downturn has led to a
dramatic market decline. Although a recovery is expected in
developing countries, particularly in Asia, uncertainty remains.
Within the monochrome laser printer market, demand in emerg-
ing economies, which had been driving market expansion,
declined in fi scal 2009 along with demand in developed coun-
tries. This situation has caused the overall market to shrink. As
for color laser printers, market growth reversed from expansion
to a slight contraction. Under such severe market conditions,
Canon is accelerating its development of competitive, strategic
products in all segments in preparation for an eventual econom-
ic recovery. Canon is also focused on shifting from selling single-
function models to multifunction models, where Canon expects
continued growth in demand. Canon is concurrently promoting
automated production of cartridges and in-house production of
components in order to ensure stable procurement.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:20)(cid:1)(cid:49)(cid:46)
58 CANON ANNUAL REPORT 2009
Although the economic downturn caused the large format
printer market to decline dramatically, Canon launched four new
models (iPF650/655/750/755) that met commercial success and
contributed signifi cantly to sales due to their easy use and new
compact design. Accordingly, Canon expanded its market share
in fi scal year 2009.
Consumer Business Unit
The digital SLR camera market was affected by the worldwide
economic downturn starting in the second half of 2008, result-
ing in a much lower volume of shipments in the fi rst quarter of
2009 as compared to the same quarter of the previous year.
Subsequent quarters, however, rebounded to roughly the same
level as 2008. Thus, the full year improved as compared to the
previous year. In technology terms, the market is expected to
continue improving image sensor performance, with further
increases in ISO settings making it increasingly possible to take
beautiful photographs even in dark environments. In addition,
video functions are now being included in cameras for every
class of user from entry-level to professional, as high-quality
video capability has come to be considered as a basic function
for these products.
Although the Asian market (including China) for compact
digital cameras was strong in 2009, the developed market
shrank between 10% and 15%, and both the East European
and South American markets declined to below the levels for
the previous year. Thus, the global market shrank by 8% overall.
Nevertheless, Canon has continued to maintain its top market
share compared with its market share in 2008. The developed
market is expected to remain stable in 2010, and emerging mar-
kets other than Russia are expected to remain on a positive
growth track, resulting in a projected slight worldwide increase
as compared to 2009.
Factors including a fi erce price war and the strong yen have
been drastically squeezing profi t margins. While both the digital
SLR camera market and the compact digital camera market as a
whole are relying more and more on electronic manufacturing
services companies, because cost competition is expected to
intensify in the future, Canon plans to take advantage of its
economies of scale and maintain profi tability thanks to its 100%
internal manufacturing system.
Canon expects the interchangeable lens market to grow as a
result of its penetration into the digital SLR camera market. Canon
aims to expand its sales and market share by introducing products
with features such as Canon’s Image Stabilizer functionality.
While the global video camera market has diversifi ed with
respect to new storage media, including DVDs, hard disks, fl ash
memory and others, the trends toward fl ash memory as the
future mainstream medium and HD became clear in 2009.
Despite the worldwide economic downturn that started in the
fall of 2008, the fl ash memory and HD market segments have
continued to grow year-on-year. The low-priced Webcam mar-
ket has proven to be strong, particularly in North America.
Webcams appeal to a user segment that wants to enjoy conve-
nient video capabilities, and they have been selling in increasing
numbers. Canon is working to expand sales of its powerful line-
up of products to meet a wide range of user needs with even
greater added value. Canon seeks to differentiate itself from the
competition based on its high-quality HD image technology as
well as its dual fl ash memory concept.
The business application projector market experienced the
effects of the economic downturn during 2009, resulting in a
decline from the predicted unit volume and sales targets. This
downturn affected products with a high added value.
Nevertheless, system integrators and other video professionals
continue to inquire about these products, and Canon plans to
continue working to expand sales.
Prior to the economic downturn, the market for network
cameras used for surveillance video and monitoring applications
showed consistent double-digit growth by sales value. During
2009, however, due to cancellations and postponements of cap-
ital expenditures, this segment contracted for the fi rst time.
However, due to trends toward larger numbers of pixels and the
standardization of operational commands, market research com-
panies are predicting that this segment will rebound once again
in the future. In order to avoid missing this trend, Canon is
working to expand sales with a lineup ranging from low-priced,
mass market models to high value-added models.
In the broadcast television lens market, the demand for HD
lenses has been growing smoothly over the past several years,
mainly in the United States and Europe. Due to the economic
downturn, however, advertising revenues declined in 2009, and
broadcast stations, which represent the major market segment
for such products, struggled to obtain funds. For this reason,
stations began to postpone the purchase of new broadcast
equipment, resulting in a temporary decline in demand. In the
medium term, growing demand for replacing equipment is pro-
jected as the conversion to digital broadcasts continues apace in
developed nations. Demand for HD lenses for news applications
is also expected to grow in emerging countries, and the market
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:21)(cid:1)(cid:49)(cid:46)
59
Forward looking statements
The foregoing discussion and other disclosure in this report con-
tains forward-looking statements that refl ect management’s cur-
rent views with respect to certain future events and fi nancial
performance. Actual results may differ materially from those
projected or implied in the forward-looking statements. Further,
certain forward-looking statements are based upon assumptions
of future events that may not prove to be accurate. The follow-
ing important factors could cause actual results to differ materi-
ally from those projected or implied in any forward-looking
statements: foreign currency exchange rate fl uctuations; the
uncertainty of Canon’s ability to implement its plans to localize
production and other measures to reduce the impact of foreign
currency exchange rate fl uctuations; uncertainty as to economic
conditions in Canon’s major markets; uncertainty of continued
demand for Canon’s high-value-added products; uncertainty as
to the recovery of computer and related markets; uncertainty of
recovery in demand for Canon’s semiconductor production
equipment; Canon’s ability to continue to develop products and
to market products that incorporate new technology on a timely
basis, are competitively priced, and achieve market acceptance;
the possibility of losses resulting from foreign currency transac-
tions designed to reduce fi nancial risks from changes in foreign
currency exchange rates; and inventory risk due to shifts in mar-
ket demand.
is expected to rebound as a result. Canon already has a high
market share worldwide and plans to increase sales and expand
its share as the market recovers, further solidifying its position in
the industry.
In the inkjet printer market, market growth drastically
declined in the fi rst half of 2009, led by the global economic
downturn. Beginning in the third quarter, the market started to
recover gradually and in the fourth quarter it returned to the
levels of the previous year. To manage these trends, Canon has
focused on selling mid-range to high-end models which enable
large volume printing, including photo printers for professional
and experienced amateurs and wireless MFPs. Canon also has
strengthened its lineup with respect to entry-level models.
Industry and Others Business Unit
Earnings for semiconductor device manufacturers deteriorated
sharply in the wake of the recent fi nancial crisis, and the impact
on the market for steppers has been severe. As a result, a drastic
reduction in shipments from 2008 to 2009 was unavoidable. Due
to this unexpected prolonged sluggish demand, long-lived assets
mainly consisting of production equipment for this business with
a carrying amount of ¥15,390 million were written down to
zero in 2009. The market for semiconductor devices is gradually
recovering, but a true recovery for the semiconductor production
equipment market is expected to take more time. Cost-cutting
measures therefore remain a high priority. In addition, in case the
demand decreases drastically from 2009, the impairment of
long-lived assets will not affect the operating profi t because they
have been written down to zero in 2009, but other assets may
have a risk of impairment.
Sales of mask aligners for LCD panels declined drastically in
2009 as LCD panel manufacturers, mainly in Taiwan, postponed
or froze their equipment investment between the third quarter
of 2008 and the fi rst quarter of 2009. Canon continues to prior-
itize the Chinese market and is carefully monitoring market
trends, such as bigger sizes and high-defi nition LCD panels, in
order to quickly respond to customer demands.
The document scanners market has declined due to a reduc-
tion of equipment investment during the economic downturn.
Despite this decline, Canon will strengthen its lineup of docu-
ment scanners in order to expand sales.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:22)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:21)(cid:1)(cid:49)(cid:46)
60 CANON ANNUAL REPORT 2009
TEN-YEAR FINANCIAL SUMMARY
Net sales:
Domestic
Overseas
Total
Percentage of previous year
Millions of yen (except per share amounts)
2009
2008
2007
2006
¥ 702,344 ¥ 868,280 ¥ 947,587 ¥ 932,290
3,224,469
4,156,759
110.7%
3,533,759
4,481,346
107.8%
3,225,881
4,094,161
91.4%
2,506,857
3,209,201
78.4%
Net income attributable to Canon Inc.
Percentage of sales
131,647
4.1%
309,148
7.6%
488,332
10.9%
455,325
11.0%
Advertising
Research and development expenses
Depreciation of property, plant and equipment
Increase in property, plant and equipment
Long-term debt, excluding current installments
Canon Inc. stockholders’ equity
Total assets
Per share data:
Income before cumulative effect of change
in accounting principle:
Basic
Diluted
Net income attributable to Canon Inc.
stockholders per share:
Basic
Diluted
Dividends per share
Stock price:
High
Low
78,009
304,600
277,399
216,128
112,810
374,025
304,622
361,988
132,429
368,261
309,815
428,549
116,809
308,307
235,804
379,657
¥
4,912 ¥
8,423 ¥
8,680 ¥
2,688,109
3,847,557
2,659,792
3,969,934
2,922,336
4,512,625
15,789
2,986,606
4,521,915
¥
106.64 ¥
106.64
246.21 ¥
246.20
377.59 ¥
377.53
341.95
341.84
106.64
106.64
110.00
4,070
2,115
246.21
246.20
110.00
5,820
2,215
377.59
377.53
110.00
7,450
5,190
341.95
341.84
83.33
6,780
4,567
Average number of common shares in thousands
Number of employees
1,234,482
168,879
1,255,626
166,980
1,293,296
131,352
1,331,542
118,499
Common Stock Price Range (Tokyo Stock Exchange)
(Yen)
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
00
01
02
03
04
05
06
07
08
09
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:21)(cid:1)(cid:49)(cid:46)
2005
2004
2003
2002
2001
2000
2009
61
Thousands of U.S. dollars
(except per share amounts)
¥ 856,205 ¥ 849,734 ¥ 801,400 ¥ 732,551 ¥ 827,288 ¥ 779,366
1,917,054
2,696,420
106.5%
2,080,285
2,907,573
107.8%
2,897,986
3,754,191
108.3%
2,396,672
3,198,072
108.8%
2,207,577
2,940,128
101.1%
2,618,119
3,467,853
108.4%
384,096
10.2%
343,344
9.9%
275,730
8.6%
190,737
6.5%
167,561
5.8%
134,088
5.0%
106,250
286,476
205,727
383,784
111,770
275,300
174,397
318,730
100,278
259,140
168,636
210,038
71,725
233,669
158,469
198,702
66,837
218,616
147,286
207,674
67,840
194,552
144,043
170,986
¥
27,082 ¥
28,651 ¥
59,260 ¥
81,349 ¥
2,604,682
4,043,553
2,209,896
3,587,021
1,865,545
3,182,148
1,591,950
2,942,706
95,526 ¥ 142,925
1,298,914
2,832,125
1,458,476
2,844,756
$ 7,634,174
27,248,446
34,882,620
78.4%
1,430,946
4.1%
847,924
3,310,870
3,015,207
2,349,217
$
53,391
29,218,576
41,821,272
¥
288.63 ¥
288.36
258.53 ¥
257.85
209.21 ¥
207.17
145.04 ¥
143.20
124.71 ¥
123.03
102.44
101.01
$
288.63
288.36
66.67
4,780
3,460
258.53
257.85
43.33
3,880
3,273
209.21
207.17
33.33
4,140
2,607
145.04
143.20
20.00
3,500
2,413
127.53
125.80
16.67
3,553
2,100
102.44
101.01
14.00
3,747
2,267
1,330,761
115,583
1,328,048
108,257
1,317,974
102,567
1,315,074
97,802
1,313,940
93,620
1,308,909
86,673
1.16
1.16
1.16
1.16
1.20
44.24
22.99
Notes:
1. Canon adopted new guidance for noncontrolling interests in consolidated fi nancial statements in the fi scal year beginning January 1, 2009.
In accordance with the adoption of this guidance, “income before income taxes and minority interests” is now referred to as “income before income taxes” and
“net income” is now referred to as “net income attributable to Canon Inc.”
2. U.S. dollar amounts are translated from yen at the rate of U.S.$1 = JPY92, the approximate exchange rate on the Tokyo Foreign Exchange Market as of
December 30, 2009.
3. The Company made a three-for-two stock split on July 1, 2006. The average number of common shares and the per share data for the periods prior to the stock
split have been adjusted to refl ect the stock split.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:21)(cid:1)(cid:49)(cid:46)
62 CANON ANNUAL REPORT 2009
CONSOLIDATED BALANCE SHEETS
CANON INC. AND SUBSIDIARIES
ASSETS
Current assets:
Cash and cash equivalents (Note 1)
Short-term investments (Note 3)
Trade receivables, net (Note 4)
Inventories (Note 5)
Prepaid expenses and other current assets (Notes 7 and 12)
Total current assets
Noncurrent receivables (Note 19)
Investments (Note 3)
Property, plant and equipment, net (Notes 6 and 7)
Intangible assets, net (Note 8)
Other assets (Notes 7,8,11 and 12)
Total assets
LIABILITIES AND EQUITY
Current liabilities:
Short-term loans and current portion of long-term debt (Note 9)
Trade payables (Note 10)
Accrued income taxes (Note 12)
Accrued expenses (Notes 11 and 19)
Other current liabilities (Notes 6 and 12)
Total current liabilities
Long-term debt, excluding current installments (Note 9)
Accrued pension and severance cost (Note 11)
Other noncurrent liabilities (Note 12)
Total liabilities
Commitments and contingent liabilities (Note 19)
Equity:
Canon Inc. stockholders’ equity:
Common stock
Authorized 3,000,000,000 shares;
issued 1,333,763,464 shares in 2009 and in 2008 (Note 13)
Additional paid-in capital (Note 13)
Legal reserve (Note 14)
Retained earnings (Note 14)
Accumulated other comprehensive income (loss) (Note 15)
Treasury stock, at cost; 99,288,001 shares in 2009 and
99,275,245 shares in 2008
Total Canon Inc. stockholders’ equity
Noncontrolling interests
Total equity
Total liabilities and equity
See accompanying Notes to Consolidated Financial Statements.
December 31, 2009 and 2008
Millions of yen
Thousands of
U.S. dollars (Note 2)
2009
2008
2009
¥ 795,034
19,089
556,572
373,241
273,843
2,017,779
14,936
114,066
1,269,785
117,396
313,595
¥ 3,847,557
(As adjusted) (Note 1)
¥ 679,196
7,651
595,422
506,919
275,660
2,064,848
14,752
88,825
1,357,186
119,140
325,183
¥ 3,969,934
¥
4,869
339,113
50,105
274,300
115,303
783,690
4,912
115,904
63,651
968,157
¥
5,540
406,746
69,961
277,117
184,636
944,000
8,423
110,784
55,745
1,118,952
$ 8,641,674
207,489
6,049,696
4,056,967
2,976,554
21,932,380
162,348
1,239,848
13,802,011
1,276,043
3,408,642
$ 41,821,272
$
52,924
3,686,011
544,620
2,981,522
1,253,293
8,518,370
53,391
1,259,826
691,859
10,523,446
174,762
404,293
54,687
2,871,437
(260,818)
174,762
403,790
53,706
2,876,576
(292,820)
1,899,587
4,394,489
594,424
31,211,272
(2,834,978)
(556,252)
2,688,109
191,291
2,879,400
¥ 3,847,557
(556,222)
2,659,792
191,190
2,850,982
¥ 3,969,934
(6,046,218)
29,218,576
2,079,250
31,297,826
$ 41,821,272
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:22)(cid:1)(cid:49)(cid:46)
CONSOLIDATED STATEMENTS OF INCOME
CANON INC. AND SUBSIDIARIES
Net sales
Cost of sales (Notes 6, 8, 11 and 19)
Gross profi t
Operating expenses (Notes 1, 6 ,8, 11, 16 and 19):
Selling, general and administrative expenses
Research and development expenses
Operating profi t
Other income (deductions):
Interest and dividend income
Interest expense
Other, net (Notes 1, 3 and 18)
Income before income taxes
Income taxes (Note 12)
Consolidated net income
63
Years ended December 31, 2009, 2008 and 2007
Millions of yen
Thousands of
U.S. dollars (Note 2)
2009
2008
2007
2009
(As adjusted) (Note 1)
¥ 3,209,201
1,781,808
1,427,393
¥ 4,094,161
2,156,153
1,938,008
¥ 4,481,346
2,234,365
2,246,981
$ 34,882,620
19,367,479
15,515,141
905,738
304,600
1,210,338
217,055
5,202
(336)
(2,566)
2,300
219,355
1,067,909
374,025
1,441,934
496,074
19,442
(837)
(33,532)
(14,927)
481,147
1,122,047
368,261
1,490,308
756,673
32,819
(1,471)
(19,633)
11,715
768,388
9,844,978
3,310,870
13,155,848
2,359,293
56,543
(3,652)
(27,891)
25,000
2,384,293
84,122
135,233
160,788
320,359
264,258
504,130
914,369
1,469,924
Less: Net income attributable to noncontrolling interests
Net income attributable to Canon Inc.
Net income attributable to Canon Inc. stockholders
per share (Note 17):
Basic
Diluted
Cash dividends per share
See accompanying Notes to Consolidated Financial Statements.
3,586
¥ 131,647
11,211
¥ 309,148
15,798
¥ 488,332
38,978
$ 1,430,946
Yen
U.S. dollars (Note 2)
¥
106.64
106.64
110.00
¥
246.21
246.20
110.00
¥
377.59
377.53
110.00
$
1.16
1.16
1.20
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:22)(cid:1)(cid:49)(cid:46)
64 CANON ANNUAL REPORT 2009
CONSOLIDATED STATEMENTS OF EQUITY
CANON INC. AND SUBSIDIARIES
Common
stock
¥174,603
Additional
paid-in
capital
¥403,510
Legal
reserve
¥43,600
Retained
earnings
¥2,368,047
Millions of yen
Accumulated
other
comprehensive
income (loss)
¥ 2,718
Total
Canon Inc.
stockholders’
equity
¥2,986,606
Treasury
stock
¥ (5,872)
Noncontrolling
interests
¥216,801
Total
equity
¥3,203,407
95
95
(617)
(2,204)
(131,612)
2,417
(2,417)
(2,204)
190
(617)
(131,612)
—
(2,204)
190
(12,802)
(131,612)
(4,612)
—
(12,185)
(4,612)
488,332
488,332
15,798
504,130
(62)
(1,778)
814
32,978
46,017
2,720,146
34,670
(450,314)
(456,186)
174,698
64
3
402,991
63
761
(145,024)
7,689
(7,689)
(62)
(1,778)
814
32,978
520,284
(450,311)
2,922,336
127
761
(145,024)
—
(26)
(577)
7
7,664
22,866
222,870
(26,218)
(5,123)
(88)
(2,355)
821
40,642
543,150
(450,311)
3,145,206
127
(25,457)
(145,024)
(5,123)
—
309,148
309,148
11,211
320,359
(258,764)
(5,152)
2,342
(65,916)
174,762
(25)
403,790
503
53,706
(5)
2,876,576
(292,820)
(100,036)
(556,222)
(135,793)
981
(981)
(258,764)
(1,911)
(260,675)
(5,152)
(690)
(5,842)
2,342
(65,916)
(18,342)
(100,066)
2,659,792
503
(135,793)
—
—
(8,949)
(339)
191,190
(1,376)
(3,326)
2,342
(74,865)
(18,681)
(100,066)
2,850,982
(873)
(135,793)
(3,326)
—
131,647
131,647
3,586
135,233
33,340
2,150
(1,422)
(2,066)
¥174,762
¥404,293
¥54,687
(12)
¥2,871,437
¥(260,818)
(30)
¥(556,252)
33,340
2,150
(1,422)
(2,066)
163,649
(42)
¥2,688,109
30
67
(1)
1,121
4,803
¥191,291
33,370
2,217
(1,423)
(945)
168,452
(42)
¥2,879,400
Balance at December 31, 2006
Cumulative effect of a change in
accounting principle - adoption of
accounting guidance for sabbatical leave
and other similar benefi ts, net of tax
Conversion of convertible debt
Equity transactions with noncontrolling
interests and other
Dividends paid to Canon Inc. stockholders
Dividends paid to noncontrolling interests
Transfer to legal reserve
Comprehensive income:
Net income
Other comprehensive income (loss),
net of tax (Note 15):
Foreign currency translation adjustments
Net unrealized gains and losses
on securities
Net gains and losses on derivative
instruments
Pension liability adjustments
Total comprehensive income
Repurchase of treasury stock, net
Balance at December 31, 2007
Conversion of convertible debt
Equity transactions with noncontrolling
interests and other
Dividends paid to Canon Inc. stockholders
Dividends paid to noncontrolling interests
Transfer to legal reserve
Comprehensive income (loss):
Net income
Other comprehensive income (loss),
net of tax (Note 15):
Foreign currency translation adjustments
Net unrealized gains and losses
on securities
Net gains and losses on derivative
instruments
Pension liability adjustments
Total comprehensive income (loss)
Repurchase of treasury stock, net
Balance at December 31, 2008
Equity transactions with noncontrolling
interests and other
Dividends paid to Canon Inc. stockholders
Dividends paid to noncontrolling interests
Transfer to legal reserve
Comprehensive income:
Net income
Other comprehensive income (loss),
net of tax (Note 15):
Foreign currency translation adjustments
Net unrealized gains and losses
on securities
Net gains and losses on derivative
instruments
Pension liability adjustments
Total comprehensive income
Repurchase of treasury stock, net
Balance at December 31, 2009
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:22)(cid:1)(cid:49)(cid:46)
65
Thousands of U.S. dollars (Note 2)
Common
stock
$1,899,587
Additional
paid-in
capital
$4,389,022
Legal
reserve
Retained
earnings
$583,761 $31,267,130
Accumulated
other
Treasury
comprehensive
stock
income (loss)
$(3,182,825) $(6,045,892) $28,910,783
Total
Canon Inc.
stockholders’
equity
Noncontrolling
interests
Total
equity
$2,078,152 $30,988,935
5,467
(1,476,011)
10,663
(10,663)
5,467
(1,476,011)
—
(14,956)
(36,152)
(9,489)
(1,476,011)
(36,152)
—
1,430,946
1,430,946
38,978
1,469,924
362,391
23,370
362,391
23,370
326
728
362,717
24,098
$1,899,587
$4,394,489
(130)
$594,424 $31,211,272
(15,457)
(22,457)
(15,457)
(22,457)
1,778,793
(456)
$(2,834,978) $(6,046,218) $29,218,576
(326)
(11)
12,185
52,206
(15,468)
(10,272)
1,830,999
(456)
$2,079,250 $31,297,826
Balance at December 31, 2008
Equity transactions with noncontrolling
interests and other
Dividends paid to Canon Inc. stockholders
Dividends paid to noncontrolling interests
Transfer to legal reserve
Comprehensive income:
Net income
Other comprehensive income (loss),
net of tax (Note 15):
Foreign currency translation adjustments
Net unrealized gains and losses
on securities
Net gains and losses on derivative
instruments
Pension liability adjustments
Total comprehensive income
Repurchase of treasury stock, net
Balance at December 31, 2009
See accompanying Notes to Consolidated Financial Statements.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:23)(cid:1)(cid:49)(cid:46)
66 CANON ANNUAL REPORT 2009
CONSOLIDATED STATEMENTS OF CASH FLOWS
CANON INC. AND SUBSIDIARIES
Cash fl ows from operating activities:
Consolidated net income
Adjustments to reconcile consolidated net income to
net cash provided by operating activities:
Depreciation and amortization
Loss on disposal of property, plant and equipment
Impairment loss of fi xed assets (Note 6)
Deferred income taxes
Equity in (earnings) losses of affi liated companies
(Increase) decrease in trade receivables
(Increase) decrease in inventories
Increase (decrease) in trade payables
Increase (decrease) in accrued income taxes
Increase (decrease) in accrued expenses
Increase (decrease) in accrued (prepaid) pension and
severance cost
Other, net
Net cash provided by operating activities
Cash fl ows from investing activities:
Purchases of fi xed assets (Note 6)
Proceeds from sale of fi xed assets (Note 6)
Purchases of available-for-sale securities
Proceeds from sale and maturity of
available-for-sale securities
Proceeds from maturity of held-to-maturity securities
(Increase) decrease in time deposits, net
Acquisitions of subsidiaries, net of cash acquired
Purchases of other investments
Other, net
Net cash used in investing activities
Cash fl ows from fi nancing activities:
Proceeds from issuance of long-term debt
Repayments of long-term debt
Decrease in short-term loans, net
Dividends paid
Repurchases of treasury stock, net
Other, net
Net cash used in fi nancing activities
Effect of exchange rate changes on cash and
cash equivalents
Net change in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
Supplemental disclosure for cash fl ow information:
Cash paid during the year for:
Interest
Income taxes
See accompanying Notes to Consolidated Financial Statements.
Years ended December 31, 2009, 2008 and 2007
Millions of yen
Thousands of
U.S. dollars (Note 2)
2009
2008
2007
2009
(As adjusted) (Note 1)
¥ 135,233
¥ 320,359
¥ 504,130
$ 1,469,924
315,393
8,215
15,466
20,712
12,649
48,244
143,580
(76,843)
(21,023)
(9,827)
4,765
14,671
611,235
(327,983)
8,893
(3,253)
2,460
—
(11,345)
(2,979)
(37,981)
1,944
(370,244)
3,361
(6,282)
(280)
(135,793)
(42)
(3,343)
(142,379)
341,337
11,811
13,503
(32,497)
20,047
83,521
49,547
(36,719)
(77,340)
(30,694)
(12,128)
(34,063)
616,684
(428,168)
7,453
(7,307)
4,320
10,000
2,892
(5,999)
(45,473)
(10,198)
(472,480)
6,841
(15,397)
(2,643)
(145,024)
(100,066)
(21,276)
(277,565)
341,694
9,985
15,908
(35,021)
(5,634)
(10,722)
(26,643)
21,136
14,988
43,035
(15,387)
(18,200)
839,269
(474,285)
9,635
(2,281)
8,614
10,000
31,681
(15,675)
(2,432)
2,258
(432,485)
2,635
(13,046)
(358)
(131,612)
(450,311)
(11,691)
(604,383)
3,428,185
89,294
168,109
225,130
137,490
524,391
1,560,652
(835,250)
(228,511)
(106,815)
51,793
159,467
6,643,859
(3,565,033)
96,663
(35,359)
26,739
—
(123,315)
(32,380)
(412,837)
21,131
(4,024,391)
36,533
(68,283)
(3,043)
(1,476,011)
(456)
(36,338)
(1,547,598)
17,226
115,838
679,196
¥ 795,034
(131,906)
(265,267)
944,463
¥ 679,196
(13,564)
(211,163)
1,155,626
¥ 944,463
187,239
1,259,109
7,382,565
$ 8,641,674
¥
384
82,906
¥
901
263,392
¥
1,476
273,888
$
4,174
901,152
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:23)(cid:1)(cid:49)(cid:46)
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
CANON INC. AND SUBSIDIARIES
67
1. Basis of Presentation and Signifi cant Accounting Policies
(a) Description of Business
Canon Inc. (the “Company”) and subsidiaries (collectively
“Canon”) is one of the world’s leading manufacturers in such
fi elds as offi ce products, consumer products and industry and
other products. Offi ce products consist mainly of network multi-
function devices (“MFDs”), copying machines, laser printers and
large format inkjet printers. Consumer products consist mainly
of digital single-lens refl ex (“SLR”) cameras, compact digital
cameras, interchangeable lenses, digital video camcorders, inkjet
multifunction peripherals, single function inkjet printers, image
scanners and broadcasting equipment. Industry and other prod-
ucts consist mainly of semiconductor production equipment,
mirror projection mask aligners for liquid crystal display (“LCD”)
panels, and medical equipment. Canon’s consolidated net sales
for the years ended December 31, 2009, 2008 and 2007 were
distributed as follows: the Offi ce Business Unit 51%, 55% and
55%, the Consumer Business Unit 41%, 35% and 36%, the
Industry and Others Business Unit 11%, 13% and 12%, and
elimination between segments 3%, 3% and 3%, respectively.
These percentages were computed by dividing segment net
sales, including intersegment sales, by consolidated net sales,
based on the segment operating results described in Note 22.
Sales are made principally under the Canon brand name,
almost entirely through sales subsidiaries. These subsidiaries are
responsible for marketing and distribution, and primarily sell to
retail dealers in their geographic area. Approximately 78%, 79%
and 79% of consolidated net sales for the years ended
December 31, 2009, 2008 and 2007 were generated outside
Japan, with 28%, 28% and 30% in the Americas, 31%, 33%
and 33% in Europe, and 19%, 18% and 16% in other areas,
respectively.
Canon sells laser printers on an OEM basis to Hewlett-
Packard Company; such sales constituted approximately 20%,
23% and 22% of consolidated net sales for the years ended
December 31, 2009, 2008 and 2007, respectively, and are
included in the Offi ce Business Unit.
Canon’s manufacturing operations are conducted primarily
at 25 plants in Japan and 16 overseas plants which are located
in countries or regions such as the United States, Germany,
France, Taiwan, China, Malaysia, Thailand and Vietnam.
(b) Basis of Presentation
The Company and its domestic subsidiaries maintain their books
of account in conformity with fi nancial accounting standards of
Japan. Foreign subsidiaries maintain their books of account in
conformity with fi nancial accounting standards of the countries
of their domicile.
Certain adjustments and reclassifi cations have been incorpo-
rated in the accompanying consolidated fi nancial statements to
conform with U.S. generally accepted accounting principles
(“GAAP”). These adjustments were not recorded in the statutory
books of account.
(c) Principles of Consolidation
The consolidated fi nancial statements include the accounts of
the Company, its majority owned subsidiaries and those variable
interest entities where the Company or its consolidated subsid-
iaries are the primary benefi ciaries. All signifi cant intercompany
balances and transactions have been eliminated.
(d) Use of Estimates
The preparation of the consolidated fi nancial statements in con-
formity with U.S. GAAP requires management to make esti-
mates and assumptions that affect the reported amounts of
assets and liabilities and the disclosure of contingent assets and
liabilities at the date of the consolidated fi nancial statements
and the reported amounts of revenues and expenses during the
period. Signifi cant estimates and assumptions are refl ected in
valuation and disclosure of revenue recognition, allowance for
doubtful receivables, valuation of inventories, impairment of
long-lived assets, environmental liabilities, valuation of deferred
tax assets, uncertain tax positions and employee retirement and
severance benefi t plans. Actual results could differ materially
from those estimates.
(e) Translation of Foreign Currencies
Assets and liabilities of the Company’s subsidiaries located out-
side Japan with functional currencies other than Japanese yen
are translated into Japanese yen at the rates of exchange in
effect at the balance sheet date. Income and expense items are
translated at the average exchange rates prevailing during the
year. Gains and losses resulting from translation of fi nancial
statements are excluded from earnings and are reported in other
comprehensive income (loss).
Gains and losses resulting from foreign currency transac-
tions, including foreign exchange contracts, and translation of
assets and liabilities denominated in foreign currencies are
included in other income (deductions) in the consolidated state-
ments of income. Foreign currency exchange gains and losses
was a net gain of ¥1,842 million ($20,022 thousand) for the
year ended December 31, 2009, and were net losses of ¥11,212
million and ¥31,943 million for the years ended December 31,
2008 and 2007, respectively.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:24)(cid:1)(cid:49)(cid:46)
68 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
(f) Cash Equivalents
All highly liquid investments acquired with original maturities of
three months or less are considered to be cash equivalents.
Certain debt securities with original maturities of less than three
months classifi ed as available-for-sale securities of ¥184,856 mil-
lion ($2,009,304 thousand) and ¥194,030 million at December
31, 2009 and 2008, respectively, are included in cash and cash
equivalents in the consolidated balance sheets. Additionally, cer-
tain debt securities with original maturities of less than three
months classifi ed as held-to-maturity securities of ¥999 million
($10,859 thousand) and ¥997 million at December 31, 2009
and 2008, respectively, are also included in cash and cash equiv-
alents. Fair value for these securities approximates their cost.
(g) Investments
Investments consist primarily of time deposits with original
maturities of more than three months, debt and marketable
equity securities, investments in affi liated companies and non-
marketable equity securities. Canon reports investments with
maturities of less than one year as short-term investments.
Canon classifi es investments in debt and marketable equity
securities as available-for-sale or held-to-maturity securities.
Canon does not hold any trading securities, which are bought
and held primarily for the purpose of sale in the near term.
Available-for-sale securities are recorded at fair value. Fair
value is determined based on quoted market prices, projected
discounted cash fl ows or other valuation techniques as appropri-
ate. Unrealized holding gains and losses, net of the related tax
effect, are reported as a separate component of other compre-
hensive income (loss) until realized. Held-to-maturity securities
are recorded at amortized cost, adjusted for amortization of pre-
miums and accretion of discounts.
Available-for-sale and held-to-maturity securities are regular-
ly reviewed for other-than-temporary declines in the carrying
amount based on criteria that include the length of time and the
extent to which the market value has been less than cost, the
fi nancial condition and near-term prospects of the issuer and
Canon’s intent and ability to retain the investment for a period
of time suffi cient to allow for any anticipated recovery in market
value. For debt securities for which the declines are deemed to
be other-than-temporary and there is no intent to sell, impair-
ments are separated into the amount related to credit loss,
which is recognized in earnings, and the amount related to all
other factors, which is recognized in other comprehensive
income (loss). For debt securities for which the declines are
deemed to be other-than-temporary and there is an intent to
sell, impairments in their entirety are recognized in earnings. For
equity securities for which the declines are deemed to be other-
than-temporary, impairments in their entirety are recognized in
earnings. Canon recognizes an impairment loss to the extent by
which the cost basis of the investment exceeds the fair value of
the investment.
Realized gains and losses are determined on the average
cost method and refl ected in earnings.
Investments in affi liated companies over which Canon has the
ability to exercise signifi cant infl uence, but does not hold a con-
trolling fi nancial interest, are accounted for by the equity method.
Non-marketable equity securities in companies over which
Canon does not have the ability to exercise signifi cant infl uence
are stated at cost and reviewed periodically for impairment.
(h)(cid:1)Allowance for Doubtful Receivables
Allowance for doubtful trade and fi nance receivables is main-
tained for all customers based on a combination of factors,
including aging analysis, macroeconomic conditions, signifi cant
one-time events, and historical experience. An additional reserve
for individual accounts is recorded when Canon becomes aware
of a customer’s inability to meet its fi nancial obligations, such as
in the case of bankruptcy fi lings. If circumstances related to cus-
tomers change, estimates of the recoverability of receivables
would be further adjusted. When all collection options are
exhausted including legal recourse, the accounts or portions
thereof are deemed to be uncollectable and charged against
the allowance.
(i) Inventories
Inventories are stated at the lower of cost or market value. Cost
is determined by the average method for domestic inventories
and principally by the fi rst-in, fi rst-out method for overseas
inventories.
(j) Impairment of Long-Lived Assets
Long-lived assets, such as property, plant and equipment, and
acquired intangibles subject to amortization, are reviewed for
impairment whenever events or changes in circumstances indi-
cate that the carrying amount of an asset may not be recover-
able. Recoverability of assets to be held and used is measured by
a comparison of the carrying amount of the asset and the esti-
mated undiscounted future cash fl ows expected to be generat-
ed by the asset. If the carrying amount of the asset exceeds its
estimated undiscounted future cash fl ows, an impairment
charge is recognized in the amount by which the carrying
amount of the asset exceeds the fair value of the asset. Assets
to be disposed of by sale are reported at the lower of the carry-
ing amount or fair value less costs to sell, and are no longer
depreciated.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:24)(cid:1)(cid:49)(cid:46)
69
(k) Property, Plant and Equipment
Property, plant and equipment are stated at cost. Depreciation is
calculated principally by the declining-balance method, except
for certain assets which are depreciated by the straight-line
method over the estimated useful lives of the assets.
The depreciation period ranges from 3 years to 60 years for
buildings and 1 year to 20 years for machinery and equipment.
Assets leased to others under operating leases are stated at
cost and depreciated to the estimated residual value of the
assets by the straight-line method over the period ranging from
2 years to 5 years.
(l) Goodwill and Other Intangible Assets
Goodwill and other intangible assets with indefi nite useful lives
are not amortized, but are instead tested for impairment annu-
ally in the fourth quarter of each year, or more frequently if indi-
cators of potential impairment exist. Canon performs its
impairment test of goodwill at the reporting unit level, which is
one level below the operating segment level. All goodwill is
assigned to the reporting unit or units that benefi t from the syn-
ergies arising from each business combination. Intangible assets
with fi nite useful lives, consisting primarily of software and
license fees, are amortized using the straight-line method over
the estimated useful lives, which range from 3 years to 5 years
for software and 5 years to 10 years for license fees. Certain
costs incurred in connection with developing or obtaining inter-
nal use software are capitalized. These costs consist primarily of
payments made to third parties and the salaries of employees
working on such software development. Costs incurred in con-
nection with developing internal use software are capitalized at
the application development stage. In addition, Canon develops
or obtains certain software to be sold where related costs are
capitalized after establishment of technological feasibility.
(m) Environmental Liabilities
Liabilities for environmental remediation and other environmen-
tal costs are accrued when environmental assessments or reme-
dial efforts are probable and the costs can be reasonably
estimated. Such liabilities are adjusted as further information
develops or circumstances change. Costs of future obligations
are not discounted to their present values.
(n) Income Taxes
Deferred tax assets and liabilities are recognized for the estimat-
ed future tax consequences attributable to differences between
the fi nancial statement carrying amounts of existing assets and
liabilities and their respective tax bases and operating loss and
tax credit carryforwards. Deferred tax assets and liabilities are
measured using enacted tax rates expected to apply to taxable
income in the years in which those temporary differences are
expected to be recovered or settled. The effect on deferred tax
assets and liabilities of a change in tax rates is recognized in
income in the period that includes the enactment date. Canon
records a valuation allowance to reduce the deferred tax assets
to the amount that is more likely than not realizable.
Canon recognizes the fi nancial statement effects of tax posi-
tions when it is more likely than not, based on the technical
merits, that the tax positions will be sustained upon examination
by the tax authorities. Benefi ts from tax positions that meet the
more-likely-than-not recognition threshold are measured at the
largest amount of benefi t that is greater than 50% likely of
being realized upon settlement. Interest and penalties accrued
related to unrecognized tax benefi ts are included in income
taxes in the consolidated statements of income.
(o) Stock-Based Compensation
Canon measures stock-based compensation cost at the grant
date, based on the fair value of the award, and recognizes the
cost on a straight-line basis over the requisite service period,
which is the vesting period.
(p) Net Income Attributable to Canon Inc. Stockholders
per Share
Basic net income attributable to Canon Inc. stockholders per
share is computed by dividing net income attributable to Canon
Inc. by the weighted-average number of common shares out-
standing during each year. Diluted net income attributable to
Canon Inc. stockholders per share includes the effect from
potential issuances of common stock based on the assumptions
that all convertible debentures were converted into common
stock and all stock options were exercised.
(q) Revenue Recognition
Canon generates revenue principally through the sale of offi ce
and consumer products, equipment, supplies, and related servic-
es under separate contractual arrangements. Canon recognizes
revenue when persuasive evidence of an arrangement exists,
delivery has occurred and title and risk of loss have been trans-
ferred to the customer or services have been rendered, the sales
price is fi xed or determinable, and collectibility is probable.
Revenue from sales of offi ce products, such as offi ce net-
work digital MFDs and laser printers, and consumer products,
such as digital cameras and inkjet multifunction peripherals, is
recognized upon shipment or delivery, depending upon when
title and risk of loss transfer to the customer.
Revenue from sales of optical equipment, such as steppers
and aligners that are sold with customer acceptance provisions
related to their functionality, is recognized when the equipment
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:23)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:24)(cid:1)(cid:49)(cid:46)
70 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
is installed at the customer site and the specifi c criteria of the
equipment functionality are successfully tested and demonstrat-
ed by Canon. Service revenue is derived primarily from separate-
ly priced product maintenance contracts on equipment sold to
customers and is measured at the stated amount of the contract
and recognized as services are provided.
Canon also offers separately priced product maintenance
contracts for most offi ce products, for which the customer typi-
cally pays a stated base service fee plus a variable amount based
on usage. Revenue from these service maintenance contracts is
measured at the stated amount of the contract and recognized
as services are provided and variable amounts are earned.
Revenue from the sale of equipment under sales-type leases
is recognized at the inception of the lease. Income on sales-type
leases and direct-fi nancing leases is recognized over the life of
each respective lease using the interest method. Leases not quali-
fying as sales-type leases or direct-fi nancing leases are accounted
for as operating leases and related revenue is recognized ratably
over the lease term. When equipment leases are bundled with
product maintenance contracts, revenue is fi rst allocated consid-
ering the relative fair value of the lease and non-lease deliver-
ables based upon the estimated relative fair values of each
element. Lease deliverables generally include equipment, fi nanc-
ing and executory costs, while non-lease deliverables generally
consist of product maintenance contracts and supplies.
For all other arrangements with multiple elements, Canon
allocates revenue to each element based on its relative fair value
if such element meets the criteria for treatment as a separate
unit of accounting. Otherwise, revenue is deferred until the
undelivered elements are fulfi lled and accounted for as a single
unit of accounting.
Canon records estimated reductions to sales at the time of
sale for sales incentive programs including product discounts,
customer promotions and volume-based rebates. Estimated
reductions in sales are based upon historical trends and other
known factors at the time of sale. In addition, Canon provides
price protection to certain resellers of its products, and records
reductions to sales for the estimated impact of price protection
obligations when announced.
Estimated product warranty costs are recorded at the time
revenue is recognized and are included in selling, general and
administrative expenses in the consolidated statements of
income. Estimates for accrued product warranty costs are based
on historical experience, and are affected by ongoing product
failure rates, specifi c product class failures outside of the base-
line experience, material usage and service delivery costs
incurred in correcting a product failure.
Taxes collected from customers and remitted to governmen-
tal authorities are excluded from revenues in the consolidated
statements of income.
(r) Research and Development Costs
Research and development costs are expensed as incurred.
(s) Advertising Costs
Advertising costs are expensed as incurred. Advertising expenses
were ¥78,009 million ($847,924 thousand), ¥112,810 million
and ¥132,429 million for the years ended December 31, 2009,
2008 and 2007, respectively.
(t) Shipping and Handling Costs
Shipping and handling costs totaled ¥45,966 million ($499,630
thousand), ¥62,128 million and ¥63,708 million for the years
ended December 31, 2009, 2008 and 2007, respectively, and
are included in selling, general and administrative expenses in
the consolidated statements of income.
(u) Derivative Financial Instruments
All derivatives are recognized at fair value and are included in
prepaid expenses and other current assets, or other current lia-
bilities in the consolidated balance sheets.
Canon uses and designates certain derivatives as a hedge of
a forecasted transaction or the variability of cash fl ows to be
received or paid related to a recognized asset or liability (“cash
fl ow” hedge). Canon formally documents all relationships
between hedging instruments and hedged items, as well as its
risk-management objective and strategy for undertaking various
hedge transactions. Canon also formally assesses, both at the
hedge’s inception and on an ongoing basis, whether the deriva-
tives that are used in hedging transactions are highly effective in
offsetting changes in cash fl ows of hedged items. When it is
determined that a derivative is not highly effective as a hedge or
that it has ceased to be a highly effective hedge, Canon discon-
tinues hedge accounting prospectively. Changes in the fair value
of a derivative that is designated and qualifi es as a cash fl ow
hedge are recorded in other comprehensive income (loss), until
earnings are affected by the variability in cash fl ows of the
hedged item. Gains and losses from hedging ineffectiveness are
included in other income (deductions). Gains and losses related
to the components of hedging instruments excluded from the
assessment of hedge effectiveness are included in other income
(deductions).
Canon also uses certain derivative fi nancial instruments
which are not designated as hedges. The changes in fair values
of these derivative fi nancial instruments are immediately record-
ed in earnings.
Canon classifi es cash fl ows from derivatives as cash fl ows
from operating activities in the consolidated statements of
cash fl ows.
(v) Guarantees
Canon recognizes, at the inception of a guarantee, a liability for the
fair value of the obligation it has undertaken in issuing guarantees.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:24)(cid:1)(cid:49)(cid:46)
71
(w) Recently Issued Accounting Guidance
In June 2009, the Financial Accounting Standards Board
(“FASB”) issued the Accounting Standards Codifi cation (“ASC”).
The ASC has become the source of authoritative U.S. GAAP.
Additionally, rules and interpretive releases of the U.S. Securities
and Exchange Commission (“SEC”) under authority of the fed-
eral securities laws are also sources of authoritative U.S. GAAP
for SEC registrants. The ASC did not change current U.S GAAP,
but was intended to simplify user access to all authoritative U.S.
GAAP by providing all the authoritative literature related to a
particular topic in one place. This Codifi cation is effective for fi s-
cal years and interim periods ending after September 15, 2009
and was adopted by Canon beginning from the quarter ended
September 30, 2009. This adoption did not have a material
impact on Canon’s consolidated results of operations and fi nan-
cial condition. However, throughout the notes to the consolidat-
ed fi nancial statements, references that were previously made to
various former authoritative U.S. GAAP pronouncements have
been removed.
In December 2007, the FASB issued new accounting guid-
ance for business combinations. This guidance establishes princi-
ples and requirements for how an acquirer recognizes and
measures in its fi nancial statements the identifi able assets
acquired, the liabilities assumed, any noncontrolling interest in
the acquiree and the goodwill acquired in a business combina-
tion. This guidance also establishes disclosure requirements to
enable the evaluation of the nature and fi nancial effects of the
business combination. This guidance is effective for fi scal years
beginning on or after December 15, 2008 and was adopted by
Canon for any business combinations with an acquisition date on
or after January 1, 2009. This adoption did not have a material
impact on Canon’s consolidated results of operations and fi nan-
cial condition.
In December 2007, the FASB issued new accounting guid-
ance for noncontrolling interests in consolidated fi nancial state-
ments. This guidance establishes accounting and reporting
guidance for ownership interests in subsidiaries held by parties
other than the parent, the amount of consolidated net income
attributable to the parent and to the noncontrolling interest,
changes in a parent’s ownership interest, and the valuation of
retained noncontrolling equity investments when a subsidiary is
deconsolidated. This guidance also establishes disclosure
requirements that clearly identify and distinguish between the
interests of the parent and the interests of the noncontrolling
owners. This guidance is effective for fi scal years beginning on
or after December 15, 2008 on a prospective basis, except for
certain presentation and disclosure requirements, which must be
applied retrospectively for all periods presented, and was adopt-
ed by Canon in the fi rst quarter beginning January 1, 2009.
Upon the adoption of this guidance, noncontrolling interests,
which were previously referred to as minority interests and clas-
sifi ed between total liabilities and stockholders’ equity on the
consolidated balance sheets, are now included as a separate
component of total equity. In addition, consolidated net income
on the consolidated statements of income now includes the net
income (loss) attributable to noncontrolling interests. These
fi nancial statement presentation requirements have been adopt-
ed retrospectively and prior year amounts in the consolidated
fi nancial statements have been reclassifi ed or adjusted to con-
form to this guidance. This adoption did not have a material
impact on Canon’s consolidated results of operations and fi nan-
cial condition.
In October 2009, the FASB issued new accounting guidance
for revenue recognition under multiple-deliverable arrange-
ments. This guidance modifi es the criteria for separating consid-
eration under multiple-deliverable arrangements and requires
allocation of the overall consideration to each deliverable using
the estimated selling price in the absence of vendor-specifi c
objective evidence or third-party evidence of selling price for
deliverables. As a result, the residual method of allocating
arrangement consideration will no longer be permitted. The
guidance also requires additional disclosures about how a ven-
dor allocates revenue in its arrangements and about the signifi -
cant judgments made and their impact on revenue recognition.
This guidance is effective for fi scal years beginning on or after
June 15, 2010 and is required to be adopted by Canon no later
than the fi rst quarter beginning January 1, 2011 (with early
adoption permitted). The provisions are effective prospectively
for revenue arrangements entered into or materially modifi ed
after the effective date, or retrospectively for all prior periods.
Canon is currently evaluating the effect that the adoption of this
guidance will have on its consolidated results of operations and
fi nancial condition.
In October 2009, the FASB issued new accounting guidance
for software revenue recognition. This guidance modifi es the
scope of the software revenue recognition guidance to exclude
from its requirements non-software components of tangible
products and software components of tangible products that
are sold, licensed, or leased with tangible products when the
software components and non-software components of the tan-
gible product function together to deliver the tangible product’s
essential functionality. This guidance is effective for fi scal years
beginning on or after June 15, 2010 and is required to be
adopted by Canon no later than the fi rst quarter beginning
January 1, 2011 (with early adoption permitted) using the same
effective date and the same transition method used to adopt
the guidance for revenue recognition under multiple-deliverable
arrangements. Canon is currently evaluating the effect that the
adoption of this guidance will have on its consolidated results of
operations and fi nancial condition.
(x) Reclassifi cations
Certain reclassifi cations have been made to the prior years’ con-
solidated statements of cash fl ows to conform to the current
year presentation.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:24)(cid:1)(cid:49)(cid:46)
72 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
2. Basis of Financial Statement Translation
The consolidated fi nancial statements presented herein are
expressed in Japanese yen and, solely for the convenience of the
reader, have been translated into United States dollars at the
rate of ¥92=U.S.$1, the approximate exchange rate prevailing
on the Tokyo Foreign Exchange Market on December 30, 2009.
This translation should not be construed as a representation that
the amounts shown could be converted into United States dol-
lars at such rate.
3. Investments
The cost, gross unrealized holding gains, gross unrealized holding losses and fair value for available-for-sale securities included in
short-term investments and investments by major security type at December 31, 2009 and 2008 were as follows:
December 31
Millions of yen
2009: Current:
Government bonds
Noncurrent:
Government bonds
Corporate bonds
Fund trusts
Equity securities
Millions of yen
2008: Current:
Government bonds
Fund trusts
Noncurrent:
Government bonds
Corporate bonds
Fund trusts
Equity securities
Gross
unrealized
holding
gains
Gross
unrealized
holding
losses
Cost
Fair value
¥
222
¥ — ¥ — ¥
222
¥
225
1,397
2,275
11,932
¥ 15,829
Cost
¥ — ¥
27
300
7,295
¥ 7,622
21
55
7
1,501
¥ 1,584
Gross
unrealized
holding
gains
Gross
unrealized
holding
losses
¥
204
1,369
2,568
17,726
¥ 21,867
Fair value
¥
¥
1
133
134
¥ — ¥ — ¥
16
16
—
¥ — ¥
¥
1
149
150
¥
431
1,593
2,366
10,522
¥ 14,912
¥ — ¥
27
40
2,532
¥ 2,599
18
32
170
836
¥ 1,056
¥
413
1,588
2,236
12,218
¥ 16,455
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:24)(cid:1)(cid:49)(cid:46)
Thousands of U.S. dollars
2009: Current:
Government bonds
Noncurrent:
Government bonds
Corporate bonds
Fund trusts
Equity securities
73
Gross
unrealized
holding
gains
Gross
unrealized
holding
losses
Cost
Fair value
$ 2,413
$ — $ — $ 2,413
$ 2,446
15,185
24,728
129,696
$ 172,055
$ — $
293
3,261
79,293
$ 82,847
229
598
76
16,315
$ 17,218
$ 2,217
14,880
27,913
192,674
$ 237,684
Maturities of available-for-sale debt securities and fund trusts
included in short-term investments and investments in the
accompanying consolidated balance sheets were as follows at
December 31, 2009:
Due within one year
Due after one year through fi ve years
Due after fi ve years through ten years
Millions of yen
Cost
¥ 222
3,274
623
¥ 4,119
Fair value
¥ 222
3,568
573
¥ 4,363
Thousands of
U.S. dollars
Cost
$ 2,413
35,587
6,772
$ 44,772
Fair value
$ 2,413
38,783
6,227
$ 47,423
Gross realized gains were ¥277 million ($3,011 thousand),
¥116 million and ¥1,512 million for the years ended December
31, 2009, 2008 and 2007, respectively. Gross realized losses,
including write-downs for impairments that were other than
temporary, were ¥2,482 million ($26,978 thousand) and ¥7,868
million for the years ended December 31, 2009 and 2008,
respectively, and were not signifi cant for the year ended
December 31, 2007.
At December 31, 2009, substantially all of the available-for-
sale securities with unrealized losses had been in a continuous
unrealized loss position for less than 12 months.
Time deposits with original maturities of more than three
months are ¥18,852 million ($204,913 thousand) and ¥7,430
million at December 31, 2009 and 2008, respectively, and are
included in short-term investments in the accompanying consoli-
dated balance sheets.
Aggregate cost of non-marketable equity securities account-
ed for under the cost method totaled ¥28,567 million
($310,511 thousand) and ¥10,684 million at December 31,
2009 and 2008, respectively. Investments with an aggregate
cost of ¥28,087 million ($305,293 thousand) were not evaluat-
ed for impairment because (a) Canon did not estimate the fair
value of those investments as it was not practicable to estimate
the fair value of the investments and (b) Canon did not identify
any events or changes in circumstances that might have had sig-
nifi cant adverse effects on the fair value of those investments.
Investments in affi liated companies accounted for by the
equity method amounted to ¥61,595 million ($669,511 thou-
sand) and ¥59,428 million at December 31, 2009 and 2008,
respectively. Canon’s share of the net earnings (losses) in affi liat-
ed companies accounted for by the equity method, included in
other income (deductions), were losses of ¥12,649 million
($137,490 thousand) and ¥20,047 million for the years ended
December 31, 2009 and 2008, respectively, and earnings of
¥5,634 million for the year ended December 31, 2007.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:25)(cid:1)(cid:49)(cid:46)
74 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
4. Trade Receivables
Trade receivables are summarized as follows:
December 31
Notes
Accounts
Less allowance for doubtful receivables
5. Inventories
Inventories are summarized as follows:
December 31
Finished goods
Work in process
Raw materials
Millions of yen
2009
¥ 13,037
554,878
567,915
(11,343)
¥ 556,572
2008
¥ 20,303
584,437
604,740
(9,318)
¥ 595,422
Thousands of
U.S. dollars
2009
$ 141,707
6,031,282
6,172,989
(123,293)
$ 6,049,696
Millions of yen
2009
¥ 228,161
129,824
15,256
¥ 373,241
2008
¥ 316,533
171,511
18,875
¥ 506,919
Thousands of
U.S. dollars
2009
$ 2,480,011
1,411,130
165,826
$ 4,056,967
6. Property, Plant and Equipment
Property, plant and equipment are stated at cost less accumulated depreciation and are summarized as follows:
December 31
Land
Buildings
Machinery and equipment
Construction in progress
Less accumulated depreciation
Millions of yen
2009
¥ 258,824
1,299,154
1,422,076
105,713
3,085,767
(1,815,982)
¥ 1,269,785
2008
¥ 247,602
1,268,388
1,395,451
81,346
2,992,787
(1,635,601)
¥ 1,357,186
Thousands of
U.S. dollars
2009
$ 2,813,304
14,121,239
15,457,348
1,149,055
33,540,946
(19,738,935)
$ 13,802,011
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:25)(cid:1)(cid:49)(cid:46)
75
Depreciation expense for the years ended December 31,
2009, 2008 and 2007 was ¥277,399 million ($3,015,207 thou-
sand), ¥304,622 million and ¥309,815 million, respectively.
Amounts due for purchases of property, plant and equip-
ment were ¥29,030 million ($315,543 thousand) and ¥98,398
million at December 31, 2009 and 2008, respectively, and are
included in other current liabilities in the accompanying consoli-
dated balance sheets. Fixed assets presented in the consolidated
statements of cash fl ows include property, plant and equipment
and intangible assets.
As a result of continued sluggish demand in the semicon-
ductor manufacturing industry and diminished profi tability of
the semiconductor production equipment business, Canon rec-
ognized impairment losses related primarily to property, plant
and equipment of its semiconductor production equipment
business, which are included in the results of the Industry and
Others Business Unit for the year ended December 31, 2009.
Long-lived assets with a carrying amount of ¥15,390 million
($167,283 thousand) were written down to their fair value of
zero, which was estimated using discounted future cash fl ows
expected to be generated over their remaining useful life. The
impairment losses were included in selling, general and adminis-
trative expenses in the consolidated statement of income.
Canon also recognized impairment losses of ¥11,164 million
related primarily to property, plant and equipment of its semi-
conductor production equipment business, which are included
in the results of the Industry and Others Business Unit for the
year ended December 31, 2008, mainly as a result of declining
demand in the semiconductor manufacturing industry. The
impairment losses were estimated using discounted cash fl ows
and included in selling, general and administrative expenses in
the consolidated statement of income.
7. Finance Receivables and Operating Leases
Finance receivables represent fi nancing leases which consist of
sales-type leases and direct-fi nancing leases resulting from the
marketing of Canon’s and complementary third-party products.
These receivables typically have terms ranging from 1 year to 6
years. The components of the fi nance receivables, which are
included in prepaid expenses and other current assets, and
other assets in the accompanying consolidated balance sheets,
are as follows:
December 31
Total minimum lease payments receivable
Unguaranteed residual values
Executory costs
Unearned income
Less allowance for doubtful receivables
Less current portion
Millions of yen
2009
¥ 206,267
14,630
(1,973)
(26,994)
191,930
(9,023)
182,907
(65,146)
¥ 117,761
2008
¥ 198,611
16,310
(1,729)
(26,658)
186,534
(8,268)
178,266
(59,608)
¥ 118,658
Thousands of
U.S. dollars
2009
$ 2,242,033
159,022
(21,446)
(293,413)
2,086,196
(98,076)
1,988,120
(708,109)
$ 1,280,011
The cost of equipment leased to customers under operating
leases included in property, plant and equipment, net at
December 31, 2009 and 2008 was ¥53,807 million ($584,859
thousand) and ¥50,388 million, respectively. Accumulated
depreciation on equipment under operating leases at December
31, 2009 and 2008 was ¥39,992 million ($434,696 thousand)
and ¥37,284 million, respectively.
The following is a schedule by year of the future minimum
lease payments to be received under fi nancing leases and
non-cancelable operating leases at December 31, 2009.
Year ending December 31:
Millions of yen
Thousands of U.S. dollars
2010
2011
2012
2013
2014
Thereafter
Financing leases
¥ 82,058
59,342
38,834
18,580
6,396
1,057
¥ 206,267
Operating leases
¥ 4,685
2,304
1,627
814
51
10
¥ 9,491
Financing leases
$ 891,935
645,022
422,109
201,957
69,522
11,488
$ 2,242,033
Operating leases
$ 50,924
25,043
17,685
8,848
554
109
$ 103,163
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:25)(cid:1)(cid:49)(cid:46)
76 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
8. Goodwill and Other Intangible Assets
Intangible assets developed or acquired during the year ended
December 31, 2009 totaled ¥43,461 million ($472,402 thou-
sand), which are subject to amortization and primarily consist of
software of ¥39,303 million ($427,207 thousand), which is
mainly for internal use, and license fees of ¥2,797 million
($30,402 thousand), in addition to those recorded from
December 31
Millions of yen
Software
License fees
Other
Thousands of U.S. dollars
Software
License fees
Other
acquired businesses. The weighted average amortization period
for software, license fees and intangible assets in total is approx-
imately 4 years, 7 years and 4 years, respectively.
The components of intangible assets subject to amortization
at December 31, 2009 and 2008 were as follows:
2009
2008
Gross carrying
amount
¥ 198,276
23,889
30,610
¥ 252,775
Accumulated
amortization
¥ 114,410
13,546
8,258
¥ 136,214
Gross carrying
amount
¥ 187,920
21,537
34,341
¥ 243,798
Accumulated
amortization
¥ 103,535
11,104
10,925
¥ 125,564
2009
Gross carrying
amount
$ 2,155,174
259,663
332,717
$ 2,747,554
Accumulated
amortization
$ 1,243,587
147,239
89,761
$ 1,480,587
Aggregate amortization expense for the years ended
December 31, 2009, 2008 and 2007 was ¥37,994 million
($412,978 thousand), ¥36,715 million and ¥31,879 million,
respectively. Estimated amortization expense for intangible assets
currently held for the next fi ve years ending December 31 is
¥36,633 million ($398,185 thousand) in 2010, ¥26,309 million
($285,967 thousand) in 2011, ¥16,959 million ($184,337
thousand) in 2012, ¥10,846 million ($117,891 thousand) in
2013, and ¥6,411 million ($69,685 thousand) in 2014.
Years ended December 31
Balance at beginning of year
Goodwill acquired during the year
Translation adjustments and other
Balance at end of year
Intangible assets not subject to amortization other than
goodwill at December 31, 2009 and 2008 were not signifi cant.
The changes in the carrying amount of goodwill, which is
included in other assets in the consolidated balance sheets, for
the years ended December 31, 2009 and 2008 were as follows:
Millions of yen
2009
¥ 50,754
4,805
312
¥ 55,871
2008
¥ 56,783
4,975
(11,004)
¥ 50,754
Thousands of
U.S. dollars
2009
$ 551,674
52,228
3,391
$ 607,293
Almost all of the goodwill has been allocated to the Offi ce Business Unit and the Consumer Business Unit at December 31, 2009
and 2008 for impairment testing.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:25)(cid:1)(cid:49)(cid:46)
77
9. Short-Term Loans and Long-Term Debt
Short-term loans consisting of bank borrowings at December 31, 2008 were ¥220 million. The weighted average interest rate
on short-term loans outstanding at December 31, 2008 was 6.21%.
Long-term debt consisted of the following:
December 31
Loans, principally from banks, maturing in installments through 2017;
bearing weighted average interest of 0.30% and 2.93%
at December 31, 2009 and 2008, respectively
Capital lease obligations
Less current portion
Millions of yen
2009
2008
¥
20
9,761
9,781
(4,869)
¥ 4,912
¥
95
13,648
13,743
(5,320)
¥ 8,423
Thousands of
U.S. dollars
2009
$
217
106,098
106,315
(52,924)
$ 53,391
The aggregate annual maturities of long-term debt outstanding at December 31, 2009 were as follows:
Year ending December 31:
2010
2011
2012
2013
2014
Thereafter
Millions of yen
¥ 4,869
3,357
1,068
352
98
37
¥ 9,781
Thousands of
U.S. dollars
$ 52,924
36,489
11,609
3,826
1,065
402
$ 106,315
Both short-term and long-term bank loans are made under
general agreements which provide that security and guarantees
for present and future indebtedness will be given upon request
of the bank, and that the bank shall have the right to offset
cash deposits against obligations that have become due or, in
the event of default, against all obligations due to the bank.
10. Trade Payables
Trade payables are summarized as follows:
December 31
Notes
Accounts
Millions of yen
2009
¥ 7,608
331,505
¥ 339,113
2008
¥ 14,544
392,202
¥ 406,746
Thousands of
U.S. dollars
$
2009
82,696
3,603,315
$ 3,686,011
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:25)(cid:1)(cid:49)(cid:46)
78 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
11. Employee Retirement and Severance Benefi ts
The Company and certain of its subsidiaries have contributory
and noncontributory defi ned benefi t pension plans covering
substantially all of their employees. Benefi ts payable under the
plans are based on employee earnings and years of service. The
Company and certain of its subsidiaries also have defi ned contri-
bution pension plans covering substantially all of their employees.
The amounts of cost recognized for the defi ned contribution
pension plans of the Company and certain of its subsidiaries for
the years ended December 31, 2009, 2008 and 2007 were
¥9,148 million ($99,435 thousand), ¥10,840 million and
¥10,262 million, respectively.
Obligations and funded status
Reconciliations of beginning and ending balances of the benefi t
obligations and the fair value of the plan assets are as follows:
Years ended December 31
Japanese plans
Foreign plans
Millions of yen
2009
2008
Thousands of
U.S. dollars
2009
Millions of yen
2009
2008
Thousands of
U.S. dollars
2009
Change in benefi t obligations:
Benefi t obligations at beginning of year ¥ 521,985 ¥ 493,478 $ 5,673,750
236,511
Service cost
Interest cost
136,250
Plan participants’ contributions
Amendments
Actuarial (gain) loss
Benefi ts paid
Foreign currency exchange rate changes
Benefi t obligations at end of year
21,759
12,535
—
(674)
10,822
(15,107)
—
551,320
20,786
12,253
—
(204)
10,160
(14,488)
(7,326)
117,631
(164,207)
—
521,985
5,992,609
¥ 78,468 ¥ 113,833 $ 852,913
26,369
3,141
46,207
4,991
12,793
1,460
—
38,402
(19,391)
66,294
1,023,587
2,426
4,251
1,177
—
3,533
(1,784)
6,099
94,170
(86)
(4,521)
(2,210)
(38,140)
78,468
—
—
Change in plan assets:
Fair value of plan assets at beginning
of year
Actual return on plan assets
Employer contributions
Plan participants’ contributions
Benefi ts paid
Foreign currency exchange rate changes
Fair value of plan assets at end of year
429,870
26,616
15,173
—
(14,451)
—
457,208
511,450
(81,981)
14,716
—
4,672,500
289,304
164,924
—
(14,315)
(157,076)
—
429,870
—
4,969,652
$ (1,022,957)
62,996
4,844
3,059
1,177
(1,784)
4,766
75,058
92,908
(8,453)
8,317
1,460
(1,556)
(29,680)
62,996
684,739
52,652
33,250
12,793
(19,391)
51,805
815,848
$ (207,739)
Funded status at end of year
¥ (94,112) ¥ (92,115)
¥ (19,112) ¥ (15,472)
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:26)(cid:1)(cid:49)(cid:46)
Amounts recognized in the consolidated balance sheets at December 31, 2009 and 2008 are as follows:
December 31
Japanese plans
Foreign plans
79
Millions of yen
2009
2008
Thousands of
U.S. dollars
2009
Other assets
Accrued expenses
Accrued pension and severance cost
¥
707 ¥
—
(94,819)
806 $
—
7,685
—
(92,921)
¥ (94,112) ¥ (92,115)
(1,030,642)
$ (1,022,957)
Thousands of
U.S. dollars
2009
Millions of yen
2009
2008
¥ 2,069 ¥ 2,461 $ 22,489
(1,044)
(229,184)
$ (207,739)
(70)
(17,863)
¥ (19,112) ¥ (15,472)
(96)
(21,085)
Amounts recognized in accumulated other comprehensive income (loss) at December 31, 2009 and 2008 before the effect of
income taxes are as follows:
December 31
Japanese plans
Foreign plans
Actuarial loss
Prior service credit
Net transition obligation
Thousands of
U.S. dollars
2009
Millions of yen
2009
2008
¥ 237,822 ¥ 251,731 $ 2,585,022
(1,694,870)
(168,904)
15,696
¥ 83,338 ¥ 84,993 $ 905,848
(155,928)
1,444
2,166
Millions of yen
2009
2008
¥ 19,411 ¥ 15,650
(670)
—
(768)
—
¥ 18,741 ¥ 14,882
Thousands of
U.S. dollars
2009
$ 210,989
(7,282)
—
$ 203,707
The accumulated benefi t obligation for all defi ned benefi t plans was as follows:
December 31
Japanese plans
Foreign plans
Accumulated benefi t obligation
Millions of yen
2009
2008
¥ 522,582 ¥ 493,559 $ 5,680,239
Thousands of
U.S. dollars
2009
Millions of yen
2009
2008
¥ 80,361 ¥ 71,627
Thousands of
U.S. dollars
2009
$ 873,489
The projected benefi t obligations and the fair value of plan
assets for the pension plans with projected benefi t obligations in
excess of plan assets, and the accumulated benefi t obligations
and the fair value of plan assets for the pension plans with
accumulated benefit obligations in excess of plan assets are
as follows:
December 31
Japanese plans
Foreign plans
Millions of yen
2009
2008
Thousands of
U.S. dollars
2009
Millions of yen
2009
2008
Thousands of
U.S. dollars
2009
Plans with projected benefi t obligations
in excess of plan assets:
Projected benefi t obligations
Fair value of plan assets
Plans with accumulated benefi t obligations
in excess of plan assets:
Accumulated benefi t obligations
Fair value of plan assets
¥ 545,466 ¥ 516,646 $ 5,928,978
4,898,336
423,725
450,647
¥ 509,638 ¥ 485,436 $ 5,539,543
4,812,565
420,341
442,756
¥ 94,123 ¥ 77,083 $ 1,023,076
792,848
59,150
72,942
¥ 80,314 ¥ 69,471 $ 872,978
792,848
59,089
72,942
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:24)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:26)(cid:1)(cid:49)(cid:46)
80 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
Components of net periodic benefi t cost and other amounts recognized in other comprehensive income (loss)
Net periodic benefi t cost for Canon’s employee retirement and severance defi ned benefi t plans for the years ended December 31,
2009, 2008 and 2007 consisted of the following components:
Years ended December 31
Japanese plans
Foreign plans
Service cost
Interest cost
Expected return on plan assets
Amortization of
net transition obligation
Amortization of
prior service credit
Amortization of actuarial loss
2009
Millions of yen
2008
¥ 21,759 ¥ 20,786 ¥ 20,161
12,535 12,253 11,888
(15,808) (19,721) (21,148)
2007
Thousands of
U.S. dollars
2009
$ 236,511
136,250
(171,826)
2009
Millions of yen
2008
¥ 2,426 ¥ 3,141 ¥ 4,016
4,251 4,991 4,947
(4,211) (5,519) (5,427)
2007
Thousands of
U.S. dollars
2009
$26,369
46,207
(45,772)
722
722
722
7,848
— — —
—
(13,650) (13,373) (13,479)
13,923 7,068 4,868
¥ 19,481 ¥ 7,735 ¥ 3,012
(148,370)
151,337
$ 211,750
(98)
(271)
(86)
1,014 898 887
¥ 3,382 ¥ 3,240 ¥ 4,337
(1,065)
11,022
$36,761
Other changes in plan assets and benefi t obligations recognized in other comprehensive income (loss) for the years ended
December 31, 2009 and 2008 are summarized as follows:
Years ended December 31
Japanese plans
Foreign plans
Millions of yen
2009
2008
Thousands of
U.S. dollars
2009
Current year actuarial (gain) loss
Amortization of actuarial loss
Prior service credit due to amendments
Amortization of prior service credit
Amortization of net transition obligation
¥
14
(13,923)
(674)
13,650
(722)
¥ (1,655)
¥ 111,862 $
(7,068)
(204)
13,373
(722)
153
(151,337)
(7,326)
148,370
(7,848)
¥ 117,241 $ (17,988)
Millions of yen
2009
¥ 2,900
(1,014)
—
98
—
¥ 1,984
2008
¥ 9,451
(898)
(86)
271
—
¥ 8,738
Thousands of
U.S. dollars
2009
$31,522
(11,022)
—
1,065
—
$21,565
The estimated net transition obligation, prior service credit
and actuarial loss for the defi ned benefi t pension plans that will
be amortized from accumulated other comprehensive income
(loss) into net periodic benefi t cost over the next year are
summarized as follows:
Net transition obligation
Prior service credit
Actuarial loss
Japanese plans
Foreign plans
¥
Millions of yen
722
(12,873)
12,639
Thousands of
U.S. dollars
$
7,848
(139,924)
137,380
Millions of yen
¥ —
(117)
1,245
$
Thousands of
U.S. dollars
—
(1,272)
13,533
Assumptions
Weighted-average assumptions used to determine benefi t obligations are as follows:
December 31
Discount rate
Assumed rate of increase in future compensation levels
Japanese plans
Foreign plans
2009
2.3%
3.0%
2008
2.4%
3.0%
2009
5.2%
3.5%
2008
5.3%
3.1%
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:17)(cid:26)(cid:1)(cid:49)(cid:46)
81
Weighted-average assumptions used to determine net periodic benefi t cost are as follows:
Years ended December 31
Japanese plans
Foreign plans
Discount rate
Assumed rate of increase
in future compensation levels
Expected long-term rate of return on plan assets
2009
2.4%
3.0%
3.7%
2008
2.5%
2.9%
3.7%
2007
2.5%
2.9%
3.9%
2009
5.3%
3.1%
6.2%
2008
5.1%
3.1%
6.5%
2007
4.5%
2.9%
6.0%
Canon determines the expected long-term rate of return
based on the expected long-term return of the various asset
categories in which it invests. Canon considers the current
expectations for future returns and the actual historical returns
of each plan asset category.
Plan assets
Canon’s investment policies are designed to ensure adequate
plan assets are available to provide future payments of pension
benefi ts to eligible participants. Taking into account the expect-
ed long-term rate of return on plan assets, Canon formulates a
“model” portfolio comprised of the optimal combination of
equity securities and debt securities. Plan assets are invested in
individual equity and debt securities using the guidelines of the
“model” portfolio in order to produce a total return that will
match the expected return on a mid-term to long-term basis.
Canon evaluates the gap between expected return and actual
return of invested plan assets on an annual basis to determine if
such differences necessitate a revision in the formulation of the
“model” portfolio. Canon revises the “model” portfolio when
and to the extent considered necessary to achieve the expected
long-term rate of return on plan assets.
Canon’s model portfolio for Japanese plans consists of three
major components: approximately 30% is invested in equity
securities, approximately 50% is invested in debt securities, and
approximately 20% is invested in other investment vehicles,
primarily consisting of investments in life insurance company
general accounts.
Outside Japan, investment policies vary by country, but the
long-term investment objectives and strategies remain consis-
tent. However, Canon’s model portfolio for foreign plans has
been developed as follows: approximately 70% is invested in
equity securities, approximately 25% is invested in debt securi-
ties, and approximately 5% is invested in other investment vehi-
cles, primarily consisting of investments in real estate assets.
The equity securities are selected primarily from stocks that
are listed on the securities exchanges. Prior to investing, Canon
has investigated the business condition of the investee compa-
nies, and appropriately diversifi ed investments by type of indus-
try and other relevant factors. The debt securities are selected
primarily from government bonds, public debt instruments, and
corporate bonds. Prior to investing, Canon has investigated the
quality of the issue, including rating, interest rate, and repay-
ment dates, and has appropriately diversifi ed the investments.
Pooled funds are selected using strategies consistent with the
equity and debt securities described above. As for investments in
life insurance company general accounts, the contracts with the
insurance companies include a guaranteed interest rate and
return of capital. With respect to investments in foreign invest-
ment vehicles, Canon has investigated the stability of the under-
lying governments and economies, the market characteristics
such as settlement systems and the taxation systems. For each
such investment, Canon has selected the appropriate investment
country and currency.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:17)(cid:1)(cid:49)(cid:46)
82 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
The three levels of input used to measure fair value are more
The fair values of Canon’s pension plan assets at December
fully described in Note 21.
31, 2009, by asset category are as follows:
Japanese plans
Foreign plans
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
Millions of yen
Equity securities:
Japanese companies (a)
Foreign companies
Pooled funds (b)
Debt securities:
Government bonds (c)
Municipal bonds
Corporate bonds
Pooled funds (d)
Mortgage backed securities
(and other asset backed
securities)
Life insurance company
general accounts
Other assets
Equity securities:
Japanese companies (a)
Foreign companies
Pooled funds (b)
Debt securities:
Government bonds (c)
Municipal bonds
Corporate bonds
Pooled funds (d)
Mortgage backed securities
(and other asset backed
securities)
Life insurance company
general accounts
Other assets
¥48,844
5,444
—
¥ — ¥ — ¥ 48,844
5,444
85,353
—
85,353
—
—
¥ — ¥
3,898
—
—
—
47,290
¥ —
—
—
¥ —
3,898
47,290
—
14,803
879
—
—
7,665
— 189,870
—
943
—
—
—
—
—
14,803
879
7,665
189,870
1,581
—
—
—
—
—
6,673
9,343
943
—
256
—
—
—
—
—
—
—
¥69,091
94,269
8,367
¥387,346
—
771
¥771
94,269
9,138
¥457,208
—
—
¥5,479
—
6,017
¥69,579
—
—
¥ —
1,581
—
6,673
9,343
256
—
6,017
¥75,058
Japanese plans
Foreign plans
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
Thousands of U.S. dollars
$530,913 $
59,174
— $ — $ 530,913
59,174
—
927,750
— 927,750
—
—
$ — $
42,369
—
—
— 514,022
$ —
—
—
$
—
42,369
514,022
—
160,902
9,554
—
—
83,315
— 2,063,804
160,902
—
9,554
—
—
83,315
— 2,063,804
—
17,185
—
—
—
72,533
— 101,554
—
10,250
—
10,250
—
2,783
—
—
—
—
—
— 1,024,663
90,947
—
8,380
$750,989 $4,210,283 $8,380
— 1,024,663
99,327
$4,969,652
—
—
—
65,402
$59,554 $756,294
—
—
$ —
17,185
—
72,533
101,554
2,783
—
65,402
$815,848
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:17)(cid:1)(cid:49)(cid:46)
83
(a) The plan’s equity securities include common stock of the
Company and certain of its subsidiaries in the amounts of
¥950 million ($10,326 thousand) at December 31, 2009.
(b) These funds invest in listed equity securities consisting of
approximately 50% Japanese companies and 50% foreign
companies for Japanese plans, and mainly foreign companies
for foreign plans.
(c) This class includes approximately 80% Japanese government
bonds and 20% foreign government bonds.
(d) These funds invest in approximately 55% Japanese govern-
ment bonds, 25% foreign government bonds, 10%
Japanese municipal bonds, and 10% corporate bonds.
Each level into which assets are categorized is based on
inputs used to measure the fair value of the assets, and does not
necessarily indicate the risks or ratings of the assets.
Level 1 assets are comprised principally of equity securities
and government bonds, which are valued using unadjusted
quoted market prices in active markets with suffi cient volume
and frequency of transactions. Level 2 assets are comprised prin-
cipally of pooled funds that invest in equity and debt securities,
corporate bonds and investments in life insurance company
general accounts. Pooled funds are valued at their net asset val-
ues that are calculated by the sponsor of the fund and have
daily liquidity. Corporate bonds are valued using quoted prices
for identical assets in markets that are not active. Investments in
life insurance company general accounts are valued at conver-
sion value.
The fair value of Level 3 assets, consisting of hedge funds,
was ¥771 million ($8,380 thousand) and ¥712 million at
December 31, 2009 and 2008, respectively. Amounts of actual
returns on, and purchases and sales of, these assets during the
year ended December 31, 2009 were not signifi cant.
Contributions
Canon expects to contribute ¥14,116 million ($153,435
thousand) to its Japanese defi ned benefi t pension plans and
¥3,650 million ($39,674 thousand) to its foreign defi ned benefi t
pension plans for the year ending December 31, 2010.
Estimated future benefi t payments
The following benefi t payments, which refl ect expected future
service, as appropriate, are expected to be paid:
Year ending December 31:
Japanese plans
Foreign plans
2010
2011
2012
2013
2014
2015–2019
Millions of yen
¥ 13,029
14,571
15,643
17,120
17,961
114,536
Thousands of
U.S. dollars
$ 141,620
158,380
170,033
186,087
195,228
1,244,957
Millions of yen
¥ 1,765
1,867
1,972
2,004
2,074
12,939
Thousands of
U.S. dollars
$ 19,185
20,293
21,435
21,783
22,543
140,641
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:17)(cid:1)(cid:49)(cid:46)
84 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
12. Income Taxes
Domestic and foreign components of income before income taxes and the current and deferred income tax expense (benefi t) attrib-
utable to such income are summarized as follows:
Years ended December 31
2009:
Income before income taxes
Income taxes:
Current
Deferred
2008:
Income before income taxes
Income taxes:
Current
Deferred
2007:
Income before income taxes
Income taxes:
Current
Deferred
2009:
Income before income taxes
Income taxes:
Current
Deferred
Japanese
¥ 130,857
¥ 45,079
15,415
¥ 60,494
Millions of yen
Foreign
¥ 88,498
¥ 18,331
5,297
¥ 23,628
Total
¥ 219,355
¥ 63,410
20,712
¥ 84,122
¥ 382,299
¥ 98,848
¥ 481,147
¥ 168,428
(34,073)
¥ 134,355
¥ 24,857
1,576
¥ 26,433
¥ 193,285
(32,497)
¥ 160,788
¥ 575,017
¥ 193,371
¥ 768,388
¥ 238,921
(31,930)
¥ 206,991
¥ 60,358
(3,091)
¥ 57,267
¥ 299,279
(35,021)
¥ 264,258
Thousands of U.S. dollars
Japanese
$ 1,422,359
Foreign
$ 961,934
Total
$ 2,384,293
$ 489,989
167,554
$ 657,543
$ 199,250
57,576
$ 256,826
$ 689,239
225,130
$ 914,369
The Company and its domestic subsidiaries are subject to a
number of income taxes, which, in the aggregate, represent a
statutory income tax rate of approximately 40% for the years
ended December 31, 2009, 2008 and 2007.
A reconciliation of the Japanese statutory income tax rate
and the effective income tax rate as a percentage of income
before income taxes is as follows:
Years ended December 31
Japanese statutory income tax rate
Increase (reduction) in income taxes resulting from:
Expenses not deductible for tax purposes
Income of foreign subsidiaries taxed at lower than
Japanese statutory tax rate
Tax credit for research and development expenses
Change in valuation allowance
Other
Effective income tax rate
2009
40.0%
2008
40.0%
2007
40.0%
0.9
0.5
0.3
(5.4)
(2.8)
5.4
0.2
38.3%
(2.6)
(4.6)
0.1
0.0
33.4%
(2.8)
(4.5)
0.1
1.3
34.4%
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:17)(cid:1)(cid:49)(cid:46)
85
Net deferred income tax assets and liabilities are included in the accompanying consolidated balance sheets under the
following captions:
December 31
Prepaid expenses and other current assets
Other assets
Other current liabilities
Other noncurrent liabilities
Millions of yen
2009
¥ 94,798
117,263
(2,018)
(36,278)
¥ 173,765
2008
¥ 96,613
130,378
(2,491)
(29,075)
¥ 195,425
Thousands of
U.S. dollars
2009
$ 1,030,413
1,274,598
(21,935)
(394,326)
$ 1,888,750
The tax effects of temporary differences that give rise to the deferred tax assets and deferred tax liabilities at December 31, 2009
and 2008 are presented below:
December 31
Deferred tax assets:
Inventories
Accrued business tax
Accrued pension and severance cost
Research and development—costs capitalized for tax purposes
Property, plant and equipment
Accrued expenses
Net operating losses carried forward
Other
Less valuation allowance
Total deferred tax assets
Deferred tax liabilities:
Undistributed earnings of foreign subsidiaries
Net unrealized gains on securities
Tax deductible reserve
Financing lease revenue
Prepaid pension and severance cost
Other
Total deferred tax liabilities
Net deferred tax assets
Millions of yen
2009
2008
¥ 24,121
3,861
52,639
45,718
53,011
29,409
12,305
44,709
265,773
(22,188)
243,585
(8,023)
(2,052)
(7,797)
(35,505)
(314)
(16,129)
(69,820)
¥ 173,765
¥ 36,817
5,183
51,713
41,661
58,682
27,748
6,745
44,894
273,443
(10,817)
262,626
(10,407)
(607)
(8,119)
(31,035)
(2,644)
(14,389)
(67,201)
¥ 195,425
Thousands of
U.S. dollars
2009
$ 262,185
41,967
572,163
496,935
576,207
319,663
133,750
485,967
2,888,837
(241,174)
2,647,663
(87,207)
(22,304)
(84,750)
(385,924)
(3,413)
(175,315)
(758,913)
$ 1,888,750
The net changes in the total valuation allowance were
increases of ¥11,371 million ($123,598 thousand), ¥1,490 mil-
lion and ¥2,827 million for the years ended December 31, 2009,
2008 and 2007, respectively.
Based upon the level of historical taxable income and
projections for future taxable income over the periods which
the net deductible temporary differences are expected to
reverse, management believes it is more likely than not that
Canon will realize the benefi ts of these deferred tax assets, net
of the existing valuation allowance, at December 31, 2009.
At December 31, 2009, Canon had net operating losses
which can be carried forward for income tax purposes of
¥34,410 million ($374,022 thousand) to reduce future taxable
income. Periods available to reduce future taxable income vary
in each tax jurisdiction and generally range from one year to
ten years as follows:
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:18)(cid:1)(cid:49)(cid:46)
86 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
Within one year
After one year through fi ve years
After fi ve years through ten years
Indefi nite period
Total
Millions of yen
¥ 1,534
7,209
17,501
8,166
¥ 34,410
Thousands of
U.S. dollars
$ 16,674
78,359
190,228
88,761
$ 374,022
Income taxes have not been accrued on undistributed earnings
of domestic subsidiaries as the tax law provides a means by which
the dividends from a domestic subsidiary can be received tax free.
Canon has not recognized deferred tax liabilities of ¥28,092
million ($305,348 thousand) for a portion of undistributed
earnings of foreign subsidiaries that arose for the year ended
December 31, 2009 and prior years because Canon currently
does not expect to have such amounts distributed or paid as
dividends to the Company in the foreseeable future. Deferred
tax liabilities will be recognized when Canon expects that it will
realize those undistributed earnings in a taxable manner, such as
through receipt of dividends or sale of the investments. At
December 31, 2009, such undistributed earnings of these
subsidiaries were ¥769,380 million ($8,362,826 thousand).
A reconciliation of the beginning and ending amount of
unrecognized tax benefi ts is as follows:
Years ended December 31
Balance at beginning of year
Additions for tax positions of the current year
Additions for tax positions of prior years
Reductions for tax positions of prior years
Lapse of the applicable statute of limitations
Settlements with tax authorities
Other
Balance at end of year
2009
¥ 12,689
—
1,442
(1,106)
—
—
210
¥ 13,235
Millions of yen
2008
¥ 15,791
8,700
1,354
(8,512)
—
(1,208)
(3,436)
¥ 12,689
2007
¥ 16,087
994
1,902
(1,340)
(1,311)
(322)
(219)
¥ 15,791
Thousands of
U.S. dollars
2009
$ 137,924
—
15,674
(12,022)
—
—
2,283
$ 143,859
The total amounts of unrecognized tax benefi ts that would
reduce the effective tax rate, if recognized, are ¥4,746 million
($51,587 thousand) and ¥4,405 million at December 31, 2009
and 2008, respectively.
Although Canon believes its estimates and assumptions of
unrecognized tax benefi ts are reasonable, uncertainty regarding
the fi nal determination of tax audit settlements and any related
litigation could affect the effective tax rate in the future period.
Based on each of the items of which Canon is aware at
December 31, 2009, no signifi cant changes to the unrecognized
tax benefi ts are expected within the next twelve months.
Canon recognizes interest and penalties accrued related to
unrecognized tax benefi ts in income taxes. Both interest and
penalties accrued at December 31, 2009 and 2008, and interest
and penalties included in income taxes for the years ended
December 31, 2009, 2008 and 2007 are not material.
Canon fi les income tax returns in Japan and various foreign
tax jurisdictions. In Japan, Canon is no longer subject to regular
income tax examinations by the tax authority for years before
2006. While there has been no specifi c indication by the tax
authority that Canon will be subject to a transfer pricing
examination in the near future, the tax authority could conduct
a transfer pricing examination for years after 2002. In other
major foreign tax jurisdictions, including the United States and
Netherlands, Canon is no longer subject to income tax
examinations by tax authorities for years before 2004 with few
exceptions. The tax authorities are currently conducting income
tax examinations of Canon’s income tax returns for years after
2005 in Japan and for certain years after 2003 in major foreign
tax jurisdictions.
13. Common Stock
For the years ended December 31, 2008 and 2007, the
Company issued 127,254 shares and 190,380 shares of com-
mon stock, respectively, in connection with the conversion of
convertible debt. In accordance with the Corporation Law of
Japan, conversion into common stock of convertible debt is
accounted for by crediting one-half or more of the conversion
price to the common stock account and the remainder to the
additional paid-in capital account.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:18)(cid:1)(cid:49)(cid:46)
87
14. Legal Reserve and Retained Earnings
The Corporation Law of Japan provides that an amount equal to
10% of distributions from retained earnings paid by the
Company and its Japanese subsidiaries be appropriated as a
legal reserve. No further appropriations are required when the
total amount of the additional paid-in capital and the legal
reserve equals 25% of their respective stated capital. The
Corporation Law of Japan also provides that additional paid-in
capital and legal reserve are available for appropriations by the
resolution of the stockholders. Certain foreign subsidiaries are
also required to appropriate their earnings to legal reserves
under the laws of the respective countries.
Cash dividends and appropriations to the legal reserve
charged to retained earnings for the years ended December 31,
2009, 2008 and 2007 represent dividends paid out during those
years and the related appropriations to the legal reserve. Retained
earnings at December 31, 2009 did not refl ect current year-end
dividends in the amount of ¥67,896 million ($738,000 thousand)
which were approved by the stockholders in March 2010.
The amount available for dividends under the Corporation
Law of Japan is based on the amount recorded in the Company’s
nonconsolidated books of account in accordance with fi nancial
accounting standards of Japan. Such amount was ¥1,307,735
million ($14,214,511 thousand) at December 31, 2009.
Retained earnings at December 31, 2009 included Canon’s
equity in undistributed earnings of affi liated companies account-
ed for by the equity method in the amount of ¥10,301 million
($111,967 thousand).
15. Other Comprehensive Income (Loss)
Changes in accumulated other comprehensive income (loss) are as follows:
Years ended December 31
Foreign currency translation adjustments:
Balance at beginning of year
Adjustments for the year
Balance at end of year
Net unrealized gains and losses on securities:
Balance at beginning of year
Adjustments for the year
Balance at end of year
Net gains and losses on derivative instruments:
Balance at beginning of year
Adjustments for the year
Balance at end of year
Pension liability adjustments:
Balance at beginning of year
Adjustments for the year
Balance at end of year
Millions of yen
2009
2008
2007
Thousands of
U.S. dollars
2009
¥ (235,968)
33,340
(202,628)
¥ 22,796
(258,764)
(235,968)
¥ 22,858
(62)
22,796
$ (2,564,870)
362,391
(2,202,479)
1,135
2,150
3,285
1,493
(1,422)
71
6,287
(5,152)
1,135
(849)
2,342
1,493
(59,480)
(2,066)
(61,546)
6,436
(65,916)
(59,480)
8,065
(1,778)
6,287
(1,663)
814
(849)
(26,542)
32,978
6,436
12,337
23,370
35,707
16,229
(15,457)
772
(646,521)
(22,457)
(668,978)
Total accumulated other comprehensive income (loss):
Balance at beginning of year
Adjustments for the year
Balance at end of year
(292,820)
32,002
¥ (260,818)
34,670
(327,490)
¥ (292,820)
2,718
31,952
¥ 34,670
(3,182,825)
347,847
$ (2,834,978)
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:18)(cid:1)(cid:49)(cid:46)
88 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
Tax effects allocated to each component of other com-
prehensive income (loss) and reclassifi cation adjustments,
including amounts attributable to noncontrolling interests, are
as follows:
Years ended December 31
2009:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Net gains and losses on derivative instruments:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
2008:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
Before-tax
amount
Millions of yen
Tax (expense)
or benefi t
Net-of-tax
amount
¥ 35,459
¥ (2,089)
¥ 33,370
2,231
2,205
4,436
298
(2,670)
(2,372)
(1,333)
(886)
(2,219)
(119)
1,068
949
898
1,319
2,217
179
(1,602)
(1,423)
(4,115)
1,911
(2,204)
¥ 35,319
1,891
(632)
1,259
¥ (2,100)
(2,224)
1,279
(945)
¥ 33,219
¥ (266,568)
¥ 5,893
¥ (260,675)
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
(17,485)
7,752
(9,733)
Net gains and losses on derivative instruments:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
2007:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
6,992
(3,101)
3,891
(9,248)
7,688
(1,560)
23,121
(19,219)
3,902
(111,215)
(4,956)
(116,171)
¥ (388,570)
39,233
2,073
41,306
¥ 49,530
(10,493)
4,651
(5,842)
13,873
(11,531)
2,342
(71,982)
(2,883)
(74,865)
¥ (339,040)
¥
(396)
¥
308
¥
(88)
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Net gains and losses on derivative instruments:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
(7,721)
(580)
(8,301)
589
780
1,369
3,231
2,715
5,946
(236)
(312)
(548)
(4,490)
2,135
(2,355)
353
468
821
71,364
(7,088)
64,276
¥ 56,948
(26,586)
2,952
(23,634)
¥ (17,928)
44,778
(4,136)
40,642
¥ 39,020
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:18)(cid:1)(cid:49)(cid:46)
89
Thousands of U.S. dollars
Before-tax
amount
Tax (expense)
or benefi t
Net-of-tax
amount
$ 385,424
$ (22,707)
$ 362,717
2009:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
24,251
23,967
48,218
Net gains and losses on derivative instruments:
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
3,239
(29,022)
(25,783)
Amount arising during the year
Reclassifi cation adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
(44,729)
20,772
(23,957)
$ 383,902
(14,490)
(9,630)
(24,120)
(1,294)
11,609
10,315
9,761
14,337
24,098
1,945
(17,413)
(15,468)
20,555
(6,870)
13,685
$ (22,827)
(24,174)
13,902
(10,272)
$ 361,075
16. Stock-Based Compensation
On May 1, 2009, based on the approval of the stockholders, the
Company granted stock options to its directors, executive offi -
cers and certain employees to acquire 954,000 shares of com-
mon stock. These option awards vest after two years of
continued service beginning on the grant date and have a four
year contractual term. The grant-date fair value per share of the
stock options granted during the year ended December 31,
2009 was ¥699 ($7.60).
On May 1, 2008, based on the approval of the stockholders,
the Company granted stock options to its directors, executive
offi cers and certain employees to acquire 592,000 shares of
common stock. These option awards vest after two years of
continued service beginning on the grant date and have a four
year contractual term. The grant-date fair value per share of the
stock options granted during the year ended December 31,
2008 was ¥1,247.
The compensation cost recognized for these stock options
for the years ended December 31, 2009 and 2008 was ¥564
million ($6,130 thousand) and ¥246 million, respectively, and is
included in selling, general and administrative expenses in the
consolidated statements of income.
The fair value of each option award was estimated on the
date of grant using the Black-Scholes option pricing model that
incorporates the assumptions presented below:
Years ended December 31
2009
Expected term of option (in years) 4.0
Expected volatility
Dividend yield
Risk-free interest rate
40.08%
3.51%
0.64%
2008
4.0
37.39%
2.10%
0.95%
A summary of option activity under the stock option plans as of and for the years ended December 31, 2009 and 2008 is
presented below:
Shares
Weighted-average
exercise price
Weighted-
average
remaining
contractual
term
Aggregate
intrinsic value
Yen
U.S. dollars
Year
Millions of yen
Thousands of
U.S. dollars
Outstanding at January 1, 2008
Granted
Forfeited
Outstanding at December 31, 2008
Granted
Forfeited
Outstanding at December 31, 2009
—
592,000
—
592,000
954,000
(34,000)
1,512,000
¥ —
5,502
—
5,502
3,287
4,851
¥4,119
$59.80
35.73
52.73
$44.77
3.3
3.0
¥ —
$ —
¥588
$6,391
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:25)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:19)(cid:1)(cid:49)(cid:46)
90 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
At December 31, 2009, all option awards were nonvested
but expected to be vested, and there was ¥558 million ($6,065
thousand) of total unrecognized compensation cost related to
these nonvested stock options. That cost is expected to be rec-
ognized over a weighted-average period of 0.96 year.
17. Net Income Attributable to Canon Inc. Stockholders per Share
A reconciliation of the numerators and denominators of basic and diluted net income attributable to Canon Inc. stockholders per
share computations is as follows:
Years ended December 31
Net income attributable to Canon Inc.
Effect of dilutive securities:
1.30% Japanese yen convertible debentures,
due 2008
Diluted net income attributable to Canon Inc.
Average common shares outstanding
Effect of dilutive securities:
1.30% Japanese yen convertible debentures,
due 2008
Diluted common shares outstanding
Net income attributable to Canon Inc.
stockholders per share:
Basic
Diluted
2009
¥ 131,647
Millions of yen
2008
¥ 309,148
2007
¥ 488,332
Thousands of
U.S. dollars
2009
$ 1,430,946
—
¥ 131,647
2
¥ 309,150
4
¥ 488,336
—
$ 1,430,946
1,234,481,836 1,255,626,490 1,293,295,680
Number of shares
221,751
1,234,481,836 1,255,706,419 1,293,517,431
79,929
—
Yen
U.S. dollars
¥106.64
106.64
¥246.21
246.20
¥377.59
377.53
$1.16
1.16
The computation of diluted net income attributable to
Canon Inc. stockholders per share for the years ended December
31, 2009 and 2008 exclude outstanding stock options because
the effect would be anti-dilutive.
18. Derivatives and Hedging Activities
Risk management policy
Canon operates internationally, exposing it to the risk of chang-
es in foreign currency exchange rates. Derivative fi nancial instru-
ments are comprised principally of foreign exchange contracts
utilized by the Company and certain of its subsidiaries to reduce
the risk. Canon assesses foreign currency exchange rate risk by
continually monitoring changes in the exposures and by evaluat-
ing hedging opportunities. Canon does not hold or issue deriva-
tive fi nancial instruments for trading purposes. Canon is also
exposed to credit-related losses in the event of non-performance
by counterparties to derivative fi nancial instruments, but it is not
expected that any counterparties will fail to meet their obliga-
tions. Most of the counterparties are internationally recognized
fi nancial institutions and selected by Canon taking into account
their fi nancial condition, and contracts are diversifi ed across a
number of major fi nancial institutions.
Foreign currency exchange rate risk management
Canon’s international operations expose Canon to the risk of
changes in foreign currency exchange rates. Canon uses foreign
exchange contracts to manage certain foreign currency exchange
exposures principally from the exchange of U.S. dollars and euros
into Japanese yen. These contracts are primarily used to hedge
the foreign currency exposure of forecasted intercompany sales
and intercompany trade receivables that are denominated in for-
eign currencies. In accordance with Canon’s policy, a specifi c por-
tion of foreign currency exposure resulting from forecasted
intercompany sales are hedged using foreign exchange contracts
which principally mature within three months.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:19)(cid:1)(cid:49)(cid:46)
91
Cash fl ow hedge
Changes in the fair value of derivative fi nancial instruments des-
ignated as cash fl ow hedges, including foreign exchange con-
tracts associated with forecasted intercompany sales, are
reported in accumulated other comprehensive income (loss).
These amounts are subsequently reclassifi ed into earnings
through other income (deductions) in the same period as the
hedged items affect earnings. Substantially all amounts recorded
in accumulated other comprehensive income (loss) at year-end
are expected to be recognized in earnings over the next 12
months. Canon excludes the time value component from the
assessment of hedge effectiveness. Changes in the fair value of
a foreign exchange contract for the period between the date
that the forecasted intercompany sales occur and its maturity
date are recognized in earnings and not considered hedge inef-
fectiveness.
Derivatives not designated as hedges
Canon has entered into certain foreign exchange contracts to
primarily offset the earnings impact related to fl uctuations in
foreign currency exchange rates associated with certain assets
denominated in foreign currencies. Although these foreign
exchange contracts have not been designated as hedges as
required in order to apply hedge accounting, the contracts are
effective from an economic perspective. The changes in the fair
value of these contracts are recorded in earnings immediately.
Contract amounts of foreign exchange contracts as of
December 31, 2009 and 2008 are set forth below:
December 31
To sell foreign currencies
To buy foreign currencies
Millions of yen
2009
¥ 494,314
30,978
2008
¥ 350,959
35,247
Thousands of
U.S. dollars
2009
$ 5,372,978
336,717
Fair value of derivative instruments in the consolidated balance sheet
The following tables present Canon’s derivative instruments measured at gross fair value as refl ected in the consolidated balance
sheet as of December 31, 2009.
Derivatives designated as hedging instruments
December 31, 2009
Liabilities:
Balance sheet location
Millions of yen
Fair value
Foreign exchange contracts
Other current liabilities
¥ 644
Derivatives not designated as hedging instruments
December 31, 2009
Assets:
Foreign exchange contracts
Liabilities:
Balance sheet location
Prepaid expenses and
other current assets
Foreign exchange contracts
Other current liabilities
Millions of yen
Fair value
¥ 752
6,566
Thousands of
U.S. dollars
Fair value
$ 7,000
Thousands of
U.S. dollars
Fair value
$ 8,174
71,370
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:19)(cid:1)(cid:49)(cid:46)
92 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
Effect of derivative instruments on the consolidated statement of income
The following tables present the effect of Canon’s derivative instruments on the consolidated statement of income for the year
ended December 31, 2009.
Derivatives in cash fl ow hedging relationships
Year ended December 31, 2009
Gain (loss) recognized
in OCI (effective portion)
Millions of yen
Foreign exchange contracts
Amount
¥(2,372)
Gain (loss) reclassifi ed from
accumulated OCI into income
(effective portion)
Location
Other, net
Amount
¥2,670
Gain (loss) recognized
in OCI (effective portion)
Gain (loss) reclassifi ed from
accumulated OCI into income
(effective portion)
Thousands of U.S. dollars
Foreign exchange contracts
Amount
$(25,783)
Location
Other, net
Amount
$29,022
Gain (loss) recognized in income
(ineffective portion and amount excluded
from effectiveness testing)
Location
Other, net
Amount
¥(462)
Gain (loss) recognized in income
(ineffective portion and amount excluded
from effectiveness testing)
Location
Other, net
Amount
$(5,022)
The amount of the hedging ineffectiveness was not material for
the years ended December 31, 2008 and 2007. The amount of
net gains or losses excluded from the assessment of hedge
effectiveness (time value component) which was recorded in
other income (deductions) was net losses of ¥3,701 million and
¥6,883 million for the years ended December 31, 2008 and
2007, respectively.
Derivatives not designated as hedging instruments
Year ended December 31, 2009
Foreign exchange contracts
Location
Other, net
Gain (loss) recognized in income on derivative
Amount
Millions of yen
¥(8,638)
Thousands of
U.S. dollars
$(93,891)
19. Commitments and Contingent Liabilities
Commitments
At December 31, 2009, commitments outstanding for the pur-
chase of property, plant and equipment approximated ¥21,839
million ($237,380 thousand), and commitments outstanding for
the purchase of parts and raw materials approximated ¥64,226
million ($698,109 thousand).
Canon occupies sales offi ces and other facilities under lease
arrangements accounted for as operating leases. Deposits made
under such arrangements aggregated ¥14,210 million
($154,457 thousand) and ¥14,223 million at December 31,
2009 and 2008, respectively, and are included in noncurrent
receivables in the accompanying consolidated balance sheets.
Rental expenses under the operating lease arrangements
amounted to ¥36,474 million ($396,457 thousand), ¥41,169
million and ¥36,900 million for the years ended December 31,
2009, 2008 and 2007, respectively.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:19)(cid:1)(cid:49)(cid:46)
93
Future minimum lease payments required under noncancelable operating leases that have initial or remaining lease terms in
excess of one year at December 31, 2009 are as follows:
Year ending December 31:
2010
2011
2012
2013
2014
Thereafter
Total future minimum lease payments
Millions of yen
¥ 16,259
13,331
9,641
6,551
5,002
8,180
¥ 58,964
Thousands of
U.S. dollars
$ 176,728
144,902
104,793
71,207
54,370
88,913
$ 640,913
Guarantees
Canon provides guarantees for bank loans of its employees,
affi liates and other companies. The guarantees for the employ-
ees are principally made for their housing loans. The guarantees
of loans of its affi liates and other companies are made to ensure
that those companies operate with less fi nancial risk.
For each guarantee provided, Canon would have to perform
under a guarantee if the borrower defaults on a payment within
the contract periods of 1 year to 30 years, in the case of
employees with housing loans, and of 1 year to 10 years, in the
case of affi liates and other companies. The maximum amount of
undiscounted payments Canon would have had to make in the
event of default is ¥18,526 million ($201,370 thousand) at
December 31, 2009. The carrying amounts of the liabilities rec-
ognized for Canon’s obligations as a guarantor under those
guarantees at December 31, 2009 were not signifi cant.
Canon also issues contractual product warranties under
which it generally guarantees the performance of products
delivered and services rendered for a certain period or term.
Changes in accrued product warranty cost for the years ended
December 31, 2009 and 2008 are summarized as follows:
Years ended December 31
Balance at beginning of year
Addition
Utilization
Other
Balance at end of year
Millions of yen
2009
¥ 17,372
21,670
(22,050)
(3,048)
¥ 13,944
2008
¥ 20,138
30,644
(26,846)
(6,564)
¥ 17,372
Thousands of
U.S. dollars
2009
$ 188,826
235,543
(239,674)
(33,130)
$ 151,565
Legal proceedings
In October 2003, a lawsuit was fi led by a former employee
against the Company at the Tokyo District Court in Japan. The
lawsuit alleges that the former employee is entitled to ¥45,872
million ($498,609 thousand) as reasonable remuneration for an
invention related to certain technology used by the Company, and
the former employee has sued for a partial payment of ¥1,000
million ($10,870 thousand) and interest thereon. On January 30,
2007, the Tokyo District Court of Japan ordered the Company to
pay the former employee approximately ¥33.5 million ($364
thousand) and interest thereon. On the same day, the Company
appealed the decision. On February 26, 2009, the Intellectual
Property High Court of Japan issued a judgment in the appellate
court review and ordered the Company to pay the former
employee approximately ¥69.6 million ($757 thousand), consist-
ing of reasonable remuneration of approximately ¥56.3 million
($612 thousand) and interest thereon. On March 12, 2009, the
Company appealed the decision to the Supreme Court.
In Germany, Verwertungsgesellschaft Wort (“VG Wort”), a
collecting agency representing certain copyright holders, has
fi led a series of lawsuits seeking to impose copyright levies upon
digital products such as PCs and printers, that allegedly enable
the reproduction of copyrighted materials, against the compa-
nies importing and distributing these digital products. VG Wort
fi led a lawsuit in January 2006 against Canon seeking payment
of copyright levies on single-function printers, and the court of
fi rst instance in Düsseldorf ruled in favor of the claim by VG
Wort in November 2006. Canon lodged an appeal against such
decision in December 2006 before the court of appeals in
Düsseldorf. Following a decision by the same court of appeals in
Düsseldorf on January 23, 2007 in relation to a similar court
case seeking copyright levies on single-function printers of
Epson Deutschland GmbH, Xerox GmbH and Kyocera Mita
Deutschland GmbH, whereby the court rejected such alleged
levies, in its judgment of November 13, 2007, the court of
appeals rejected VG Wort’s claim against Canon. VG Wort
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:19)(cid:1)(cid:49)(cid:46)
94 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
appealed further against said decision of the court of appeals
before the Federal Supreme Court. In December 2007, for a
similar Hewlett-Packard GmbH case relating to single-function
printers, the Federal Supreme Court delivered its judgment in
favor of Hewlett-Packard GmbH and dismissed VG Wort’s claim.
VG Wort has already fi led a constitutional complaint with the
Federal Constitutional Court against said judgment of the
Federal Supreme Court. Likewise, after rejection by the Federal
Supreme Court of an appeal by VG Wort in relation to Canon’s
single-function printers case in September 2008, VG Wort
lodged a claim before the Federal Constitutional Court. Canon
received a brief from the Federal Constitutional Court in
September 2009 to enable the Court to decide on whether to
accept the claim, and Canon responded to it in November 2009.
In 2007, an amendment of German copyright law was carried
out, and a new law has been effective from January 1, 2008 for
both multi-function printers and single-function printers. The
new law sets forth that the scope and tariff of copyright levies
will be agreed between industry and the collecting society.
Industry and the collecting society, based on the requirement
under the new law, reached an agreement in December 2008.
This agreement is applicable retroactively from January 1, 2008
and will remain effective through end of 2010. However, in
Canon’s assessment, the fi nal outcome of the court case regard-
ing the single-function printers sold in Germany before January
1, 2008 remains uncertain.
Canon is involved in various claims and legal actions, includ-
ing those noted above, arising in the ordinary course of busi-
ness. Canon has recorded provisions for liabilities when it is
probable that liabilities have been incurred and the amount of
loss can be reasonably estimated. Canon reviews these provi-
sions at least quarterly and adjusts these provisions to refl ect the
impact of the negotiations, settlements, rulings, advice of legal
counsel and other information and events pertaining to a partic-
ular case. Based on its experience, Canon believes that any dam-
age amounts claimed in the specifi c matters discussed above
and other outstanding matters are not a meaningful indicator of
Canon’s potential liability. In the opinion of management, the
ultimate disposition of outstanding matters would not have a
material adverse effect on Canon’s consolidated fi nancial posi-
tion, results of operations, or cash fl ows. However, litigation is
inherently unpredictable. While Canon believes that it has valid
defenses with respect to legal matters pending against it, it is
possible that Canon’s consolidated fi nancial position, results of
operations, or cash fl ows could be materially affected in any
particular period by the unfavorable resolution of one or more
of these matters.
20. Disclosures about the Fair Value of Financial Instruments and Concentrations of Credit Risk
Fair value of fi nancial instruments
The estimated fair values of Canon’s fi nancial instruments at
December 31, 2009 and 2008 are set forth below. The follow-
ing summary excludes cash and cash equivalents, trade receiv-
ables, fi nance receivables, noncurrent receivables, short-term
loans, trade payables and accrued expenses for which fair values
approximate their carrying amounts. The summary also excludes
investments which are disclosed in Note 3.
December 31
Millions of yen
Thousand of U.S. dollars
2009
2008
2009
Carrying
amount
Estimated
fair value
Carrying
amount
Estimated
fair value
Carrying
amount
Estimated
fair value
Long-term debt, including current installments ¥ (9,781) ¥ (9,777)
Foreign exchange contracts:
¥ (13,743) ¥ (13,727)
$ (106,315) $ (106,272)
Assets
Liabilities
752
(7,210)
752
(7,210)
10,516
(678)
10,516
(678)
8,174
(78,370)
8,174
(78,370)
The following methods and assumptions are used to estimate
the fair value in the above table.
Long-term debt
The fair values of Canon’s long-term debt instruments are based
on the present value of future cash fl ows associated with each
instrument discounted using current market borrowing rates for
similar debt instruments of comparable maturity.
Foreign exchange contracts
The fair values of foreign exchange contracts are measured
based on the market price obtained from fi nancial institutions.
Limitations
Fair value estimates are made at a specifi c point in time, based
on relevant market information and information about the
fi nancial instruments. These estimates are subjective in nature
and involve uncertainties and matters of signifi cant judgment
and therefore cannot be determined with precision. Changes in
assumptions could signifi cantly affect the estimates.
Concentrations of credit risk
At December 31, 2009 and 2008, one customer accounted for
approximately 22% and 19% of consolidated trade receivables,
respectively. Although Canon does not expect that the customer
will fail to meet its obligations, Canon is potentially exposed to
concentrations of credit risk if the customer failed to perform
according to the terms of the contracts.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:20)(cid:1)(cid:49)(cid:46)
95
21. Fair Value Measurements
Fair value is the price that would be received to sell an asset or
paid to transfer a liability (an exit price) in the principal or most
advantageous market for the asset or liability in an orderly trans-
action between market participants at the measurement date. A
three-level fair value hierarchy that prioritizes the inputs used to
measure fair value is as follows:
Level 1 — Inputs are quoted prices in active markets for identical
assets or liabilities.
Level 2 — Inputs are quoted prices for similar assets or liabilities
in active markets, quoted prices for identical or similar
assets or liabilities in markets that are not active, inputs
other than quoted prices that are observable, and inputs
that are derived principally from or corroborated by
observable market data by correlation or other means.
Level 3 — Inputs are derived from valuation techniques in which
one or more signifi cant inputs or value drivers are
unobservable, which refl ect the reporting entity’s own
assumptions about the assumptions that market
participants would use in establishing a price.
Assets and liabilities measured at fair value
on a recurring basis
The following table presents Canon’s assets and liabilities that are
measured at fair value on a recurring basis at December 31, 2009
and 2008.
December 31
Millions of yen
2009: Assets:
Cash and cash equivalents
Available-for-sale securities (current):
Government bonds
Available-for-sale securities (noncurrent):
Government bonds
Corporate bonds
Fund trusts
Equity securities
Derivatives
Total assets
Liabilities:
Derivatives
Total liabilities
Millions of yen
2008: Assets:
Cash and cash equivalents
Available-for-sale securities (current):
Government bonds
Fund trusts
Available-for-sale securities (noncurrent):
Government bonds
Corporate bonds
Fund trusts
Equity securities
Derivatives
Total assets
Liabilities:
Derivatives
Total liabilities
Level 1
Level 2
Level 3
Total
¥ —
¥ 184,856
¥ —
¥ 184,856
222
—
—
222
204
—
1,589
17,726
—
¥ 19,741
—
29
979
—
752
¥ 186,616
—
1,340
—
—
—
¥ 1,340
204
1,369
2,568
17,726
752
¥ 207,697
¥ —
¥ —
¥ 7,210
¥ 7,210
¥ —
¥ —
¥ 7,210
¥ 7,210
Level 1
Level 2
Level 3
Total
¥ —
¥ 194,030
¥ —
¥ 194,030
1
149
413
43
1,284
12,218
—
¥ 14,108
—
—
—
29
952
—
10,516
¥ 205,527
—
—
—
1,516
—
—
—
¥ 1,516
1
149
413
1,588
2,236
12,218
10,516
¥ 221,151
¥ —
¥ —
¥
¥
678
678
¥ —
¥ —
¥
¥
678
678
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:22)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:20)(cid:1)(cid:49)(cid:46)
96 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
Thousands of U.S. dollars
2009: Assets:
Cash and cash equivalents
Available-for-sale securities (current):
Government bonds
Available-for-sale securities (noncurrent):
Government bonds
Corporate bonds
Fund trusts
Equity securities
Derivatives
Total assets
Liabilities:
Derivatives
Total liabilities
Level 1
Level 2
Level 3
Total
$
— $ 2,009,304
$ — $ 2,009,304
2,413
2,217
—
17,272
192,674
—
—
2,413
—
315
10,641
—
—
14,565
—
—
—
2,217
14,880
27,913
192,674
8,174
$ 2,257,575
$ 14,565
—
8,174
$ 2,028,434
$ 214,576
$
$
— $
— $
78,370
78,370
$ — $
$ — $
78,370
78,370
Level 1 investments are comprised principally of equity secu-
rities, which are valued using an unadjusted quoted market
price in active markets with suffi cient volume and frequency of
transactions. Level 2 cash and cash equivalents are valued using
quoted prices for identical assets in markets that are not active.
Level 3 investments are mainly comprised of corporate bonds,
which are valued based on unobservable inputs as the market
for the assets was not active at the measurement date.
Derivative fi nancial instruments are comprised of foreign
exchange contracts. Level 2 derivatives are valued using quotes
obtained from counterparties or third parties, which are periodi-
cally validated by pricing models using observable market inputs,
such as foreign currency exchange rates and interest rates.
The following table presents the changes in Level 3 assets
measured on a recurring basis, consisting of corporate bonds,
for the years ended December 31, 2009 and 2008.
Years ended December 31
Balance at beginning of year
Total gains or losses (realized or unrealized):
Included in earnings
Included in other comprehensive income (loss)
Purchases, issuances, and settlements
Balance at end of year
Millions of yen
2009
¥ 1,516
(221)
(1)
46
¥ 1,340
2008
¥ 1,889
(559)
(8)
194
¥ 1,516
Thousands of
U.S. dollars
2009
$ 16,478
(2,402)
(11)
500
$ 14,565
Substantially all gains and losses included in earnings are
related to corporate bonds still held at December 31, 2009 and
2008, respectively, and are reported in “Other, net” in the con-
solidated statements of income.
Assets and liabilities measured at fair value
on a nonrecurring basis
During the year ended December 31, 2009, long-lived assets
held and used with a carrying amount of ¥15,390 million
($167,283 thousand) were written down to their fair value of
zero and classifi ed as Level 3 assets, resulting in an impairment
charge of ¥15,390 million ($167,283 thousand), which was
included in earnings.
During the year ended December 31, 2009, non-marketable
equity securities with a carrying amount of ¥1,468 million
($15,957 thousand) were written down to their fair value of ¥480
million ($5,218 thousand) and classifi ed as Level 3 instruments,
resulting in an other-than-temporary impairment charge of ¥988
million ($10,739 thousand), which was included in earnings.
During the year ended December 31, 2008, non-marketable equi-
ty securities with a carrying amount of ¥513 million were written
down to their fair value of ¥112 million and classifi ed as Level 3
instruments, resulting in an other-than-temporary impairment
charge of ¥401 million, which was included in earnings.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:23)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:20)(cid:1)(cid:49)(cid:46)
97
Consumer Business Unit:
Digital SLR cameras, Compact digital cameras,
Interchangeable lenses, Digital video camcorders, Inkjet multi-
function peripherals, Single function inkjet printers, Image
scanners, and Broadcasting equipment
Industry and Others Business Unit:
Semiconductor production equipment, Mirror projection mask
aligners for LCD panels, Medical equipment, Components,
Computer information systems, Document scanners, and
Personal information products
The accounting policies of the segments are substantially the
same as those described in the signifi cant accounting policies in
Note 1. Canon evaluates performance of, and allocates resourc-
es to, each segment based on operating profi t.
Information about operating results and assets for each seg-
ment as of and for the years ended December 31, 2009, 2008
and 2007 is as follows:
22. Segment Information
Certain foreign private issuers, including Canon, have been
exempted from the segment disclosure requirements of U.S.
GAAP in fi lings with the SEC under the Securities Exchange Act
of 1934.
However, in September 2008, the SEC issued its “Foreign Issuer
Reporting Enhancements” (“FIRE”) rule. The FIRE rule eliminates an
instruction to the Form 20-F that permitted certain foreign private
issuers to omit segment disclosures required by U.S. GAAP, as well
as other enhancements. This aspect of the FIRE rule regarding elimi-
nation of ability to omit segment disclosures is effective for fi scal
years ended on or after December 15, 2009 and was adopted by
Canon in the year ended December 31, 2009 for all periods pre-
sented.
Segment information
Canon operates its business in three segments: the Offi ce
Business Unit, the Consumer Business Unit, and the Industry and
Others Business Unit, which are based on the organizational
structure and information reviewed by Canon’s management to
evaluate results and allocate resources.
The primary products included in each segment are as follows:
Offi ce Business Unit:
Offi ce network digital MFDs, Color network digital MFDs,
Offi ce copying machines, Personal-use copying machines, Full-
color copying machines, Laser printers, and Large format ink-
jet printers
Millions of yen
2009: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t (loss)
Total assets
Depreciation and amortization
Capital expenditures
2008: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t (loss)
Total assets
Depreciation and amortization
Capital expenditures
Offi ce
Consumer
Industry and
Others
Corporate and
eliminations
Consolidated
10,020
1,645,076
1,415,680
¥ 1,635,056 ¥ 1,299,194
1,966
1,301,160
1,117,668
¥ 229,396 ¥ 183,492
¥ 745,646 ¥ 437,160
48,701
27,503
90,878
96,718
(95,033)
(95,033)
24,844
¥ 274,951 ¥
83,047
357,998
433,954
— ¥ 3,209,201
—
3,209,201
2,992,146
¥ (75,956) ¥ (119,877) ¥ 217,055
¥ 359,635 ¥ 2,305,116 ¥ 3,847,557
315,393
115,044
258,252
108,387
60,770
25,644
23,356
2,246,609
1,789,263
¥ 2,223,253 ¥ 1,453,647
2,428
1,456,075
1,232,951
¥ 457,346 ¥ 223,124
¥ 822,660 ¥ 502,927
58,082
52,641
99,962
139,046
(130,928)
(130,928)
5,592
¥ 417,261 ¥
105,144
522,405
570,281
— ¥ 4,094,161
—
4,094,161
3,598,087
¥ (47,876) ¥ (136,520) ¥ 496,074
¥ 453,581 ¥ 2,190,766 ¥ 3,969,934
341,337
111,736
403,400
180,268
71,557
31,445
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:24)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:20)(cid:1)(cid:49)(cid:46)
98 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
Millions of yen
2007: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t
Total assets
Depreciation and amortization
Capital expenditures
Thousands of U.S. dollars
2009: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t (loss)
Total assets
Depreciation and amortization
Capital expenditures
Offi ce
Consumer
Industry and
Others
Corporate and
eliminations
Consolidated
2,645
1,587,952
1,260,113
20,720
2,477,518
1,912,343
¥ 2,456,798 ¥ 1,585,307 ¥ 439,241 ¥
— ¥ 4,481,346
—
(134,107)
4,481,346
(134,107)
3,724,673
25,178
22,944 ¥ (159,285) ¥ 756,673
¥ 565,175 ¥ 327,839 ¥
¥ 981,627 ¥ 590,208 ¥ 535,825 ¥ 2,404,965 ¥ 4,512,625
341,694
469,664
110,742
549,983
527,039
122,199
194,081
65,331
113,178
97,886
126,857
56,278
35,548
Offi ce
Consumer
Industry and
Others
Corporate and
eliminations
Consolidated
108,913
$ 17,772,348 $ 14,121,674 $ 2,988,598 $
— $ 34,882,620
902,685 (1,032,967)
—
21,369
3,891,283 (1,032,967) 34,882,620
17,881,261 14,143,043
15,387,826 12,148,565
270,044 32,523,327
4,716,892
$ 2,493,435 $ 1,994,478 $ (825,609) $ (1,303,011) $ 2,359,293
$ 8,104,848 $ 4,751,739 $ 3,909,076 $ 25,055,609 $ 41,821,272
660,543 1,250,479 3,428,185
278,739 1,178,119 2,807,087
987,804
1,051,283
529,359
298,946
Intersegment sales are recorded at the same prices used in
transactions with third parties. Expenses not directly associated
with specifi c segments are allocated based on the most reason-
able measures applicable. Corporate expenses include certain
corporate research and development expenses. Segment assets
are based on those directly associated with each segment.
Corporate assets primarily consist of cash and cash equivalents,
fi nance receivables, investments, deferred tax assets and corpo-
rate properties. Capital expenditures represent the additions to
property, plant and equipment and intangible assets measured
on an accrual basis.
Geographic information
Information by major geographic area as of and for the years ended December 31, 2009, 2008 and 2007 is as follows:
Net sales:
Japan
Americas
Europe
Other areas
Total
Long-lived assets:
Japan
Americas
Europe
Other areas
Total
2009
¥ 702,344
894,154
995,150
617,553
¥3,209,201
¥1,205,887
59,273
44,875
77,146
¥1,387,181
Millions of yen
2008
¥ 868,280
1,154,571
1,341,400
729,910
¥4,094,161
¥1,314,092
43,435
47,392
71,407
¥1,476,326
2007
¥ 947,587
1,336,168
1,499,286
698,305
¥4,481,346
¥1,284,283
45,492
68,944
78,499
¥1,477,218
Thousands of
U.S. dollars
2009
$ 7,634,174
9,719,065
10,816,848
6,712,533
$34,882,620
$13,107,467
644,272
487,772
838,543
$15,078,054
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:25)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:21)(cid:1)(cid:49)(cid:46)
99
Net sales are attributed to areas based on the location where
the product is shipped to the customers. Other than in Japan
and the United States, Canon does not conduct business in any
individual country in which its sales in that country exceed 10%
of consolidated net sales. Net sales in the United States are
¥793,428 million ($8,624,217 thousand), ¥1,043,333 million
and ¥1,217,096 million for the years ended December 31,
2009, 2008 and 2007, respectively.
Long-lived assets represent property, plant and equipment
and intangible assets for each geographic area.
The following information is based on the location of the
Company and its subsidiaries as of and for the years ended
December 31, 2009, 2008 and 2007. In addition to the disclo-
sure requirements under U.S. GAAP, Canon discloses this infor-
mation as supplemental information based on the disclosure
requirements of the Japanese Financial Instruments and
Exchange Law.
Millions of yen
2009: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t
Total assets
2008: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t
Total assets
2007: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t
Total assets
Thousands of U.S. dollars
2009: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profi t
Total assets
Japan
Americas
Europe
Other
areas
Corporate and
eliminations
Consolidated
¥ 827,762 ¥ 871,633 ¥ 991,336 ¥ 518,470 ¥
— ¥ 3,209,201
—
(2,250,704)
1,714,375
3,209,201
(2,250,704)
2,542,137
2,992,146
(2,141,002)
2,288,471
¥ 253,666 ¥
33,409 ¥ (109,702) ¥ 217,055
¥ 1,386,511 ¥ 198,094 ¥ 378,477 ¥ 384,795 ¥ 1,499,680 ¥ 3,847,557
534,147
1,052,617
1,019,208
919
992,255
964,606
1,263
872,896
860,863
12,033 ¥
27,649 ¥
¥ 998,676 ¥ 1,141,560 ¥ 1,337,147 ¥ 616,778 ¥
— ¥ 4,094,161
—
2,318,521
4,094,161
3,317,197
3,598,087
2,812,645
¥ 504,552 ¥
(84,342) ¥ 496,074
¥ 1,607,653 ¥ 203,255 ¥ 417,562 ¥ 344,638 ¥ 1,396,826 ¥ 3,969,934
(2,997,286)
(2,997,286)
(2,912,944)
670,678
1,287,456
1,247,156
4,329
1,341,476
1,314,942
3,758
1,145,318
1,136,288
40,300 ¥
26,534 ¥
9,030 ¥
¥ 1,048,310 ¥ 1,329,479 ¥ 1,499,821 ¥ 603,736 ¥
— ¥ 4,481,346
—
2,494,251
4,481,346
3,542,561
3,724,673
2,768,998
¥ 773,563 ¥
(180,791) ¥ 756,673
¥ 1,899,452 ¥ 280,458 ¥ 591,104 ¥ 424,244 ¥ 1,317,367 ¥ 4,512,625
(3,327,199)
(3,327,199)
(3,146,408)
824,844
1,428,580
1,378,306
3,496
1,503,317
1,441,972
4,608
1,334,087
1,281,805
52,282 ¥
50,274 ¥
61,345 ¥
Japan
Americas
Europe
Other
areas
Corporate and
eliminations
Consolidated
13,728
— $ 34,882,620
$ 8,997,413 $ 9,474,272 $ 10,775,391 $ 5,635,544 $
—
18,634,511
9,488,000 10,785,380 11,441,489 (24,464,173) 34,882,620
27,631,924
9,357,207 10,484,847 11,078,348 (23,271,760) 32,523,327
24,874,685
$ 2,757,239 $ 130,793 $
363,141 $ (1,192,413) $ 2,359,293
$ 15,070,772 $ 2,153,196 $ 4,113,880 $ 4,182,554 $ 16,300,870 $ 41,821,272
9,989 5,805,945 (24,464,173)
300,533 $
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:26)(cid:26)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:21)(cid:1)(cid:49)(cid:46)
100 CANON ANNUAL REPORT 2009
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (CONTINUED)
CANON INC. AND SUBSIDIARIES
23. Subsequent Events
Share exchange agreement to make Canon Finetech Inc.
a wholly owned subsidiary of Canon Inc.
On February 8, 2010, the Board of Directors of the Company
approved a share exchange under which the Company would
make Canon Finetech Inc. (“Canon Finetech”) its wholly owned
subsidiary, and the Company has entered into a share exchange
agreement with Canon Finetech on the same date. As of
February 8, 2010, the Company owned 57.59% of Canon
Finetech. The share exchange is expected to become effective
on May 1, 2010. The share exchange ratio is one share of
Canon Finetech for 0.38 share of the Company. The Company
will issue no new shares of stock, as it plans to issue its treasury
stock for this transaction.
In order to secure the fairness of the share exchange ratio,
the Company and Canon Finetech determined that each com-
pany would separately request an independent third-party
appraisal agency to calculate the share exchange ratio, and dili-
gently examined the results of the professional analyses and
advice on the calculation of the proposed share exchange ratios
submitted by the third-party appraisal agencies. As a result, the
Boards of Directors of the Company and Canon Finetech deter-
mined the share exchange ratio of 0.38 share of the Company’s
common stock for each share of Canon Finetech common stock
at their meetings held on February 8, 2010.
As a result of the share exchange, the carrying amount of
the Company’s noncontrolling interest in Canon Finetech will be
decreased from ¥31,675 million ($344,293 thousand) to zero.
The difference between the fair value of the shares of the
Company issued to the noncontrolling interest holders and the
decrease in the carrying amount of the noncontrolling interests
will be recognized as an adjustment to additional paid-in capital.
Additionally, after the date of the exchange, all of the net
income of Canon Finetech will be attributable to the Company.
The Company has decided that making Canon Finetech its
wholly owned subsidiary would facilitate the organic integration
of both companies’ management resources, further enhance the
synergy effect throughout the Canon Group, and further elevate
the fl exibility and speed of management.
Acquisition of Océ N.V.
On March 9, 2010, Canon acquired 34.8% of the total out-
standing shares of Océ N.V. (“Océ”), which is listed on NYSE
Euronext Amsterdam, through a fully self-funded public cash
tender offer for consideration of ¥38,785 million ($421,576
thousand), in addition to the 22.9% interest Canon held before
the public cash tender offer. Subsequent to the acquisition date,
Canon acquired an additional 9.8% of the total outstanding
shares of Océ for consideration of ¥10,918 million ($118,674
thousand) during the post-acceptance period of the tender offer
and also acquired 0.6% for consideration of ¥671 million
($7,293 thousand) through market purchases. In addition,
Canon subsequently acquired Océ’s convertible cumulative
fi nancing preference shares representing 19.1% of the total
outstanding shares of Océ for consideration of ¥8,027 million
($87,250 thousand). As a result, Canon’s aggregate interest cur-
rently represents 87.2% of the total outstanding shares of Océ.
Océ is engaged in research and development, manufacture and
sale of document management systems, printing systems for
professionals and high-speed, wide format digital printing sys-
tems. Canon and Océ have complementary technologies and
products and would benefi t from this strong business relation-
ship. Amid the increasingly competitive printing industry, Canon
is further strengthening its business foundation in order to solid-
ify its position as one of the global leaders. Canon aims to pro-
vide diversifi ed solutions to its customers in the printing industry
by making Océ a consolidated subsidiary.
This acquisition will be accounted for using the acquisition
method. Prior to the March 9, 2010 acquisition date, Canon
accounted for its 22.9% interest in Océ using the equity meth-
od. The acquisition-date fair value of the previous equity interest
of ¥25,508 million ($277,261 thousand) was remeasured using
the quoted price of Océ’s common stock on the acquisition
date, and will be included in the measurement of the total
acquisition consideration.
Further information related to the accounting for this busi-
ness combination has not been disclosed, because none of the
activities required to complete the initial accounting for this
acquisition have been completed as of the issuance date of the
consolidated fi nancial statements.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:17)(cid:17)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:21)(cid:1)(cid:49)(cid:46)
MANAGEMENT’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
101
The management of Canon is responsible for establishing and maintaining adequate internal control over fi nancial reporting.
Internal control over fi nancial reporting is defi ned in Rule 13a-15(f) promulgated under the Securities Exchange Act of 1934 , as
amended, as a process designed by, or under the supervision of, the company’s principal executive and principal fi nancial offi cers and
effected by the company’s board of directors, management and other personnel, to provide reasonable assurance regarding the
reliability of fi nancial reporting and the preparation of fi nancial statements for external purposes in accordance with generally accepted
accounting principles and includes those policies and procedures that (1) pertain to the maintenance of records that in reasonable
detail accurately and fairly refl ect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance
that transactions are recorded as necessary to permit preparation of fi nancial statements in accordance with generally accepted
accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of
management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of
unauthorized acquisition, use or disposition of the company’s assets that could have a material effect on the fi nancial statements.
Because of its inherent limitations, internal control over fi nancial reporting may not prevent or detect misstatements. Also, projections
of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes
in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Canon’s management assessed the effectiveness of internal control over fi nancial reporting as of December 31, 2009. In making this
assessment, management used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission in
Internal Control-Integrated Framework (the “COSO criteria”).
Based on its assessment, management concluded that, as of December 31, 2009, Canon’s internal control over fi nancial reporting
was effective based on the COSO criteria.
Canon’s independent registered public accounting fi rm, Ernst & Young ShinNihon LLC, has issued an audit report on the effectiveness
of our internal control over fi nancial reporting.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:17)(cid:18)
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:17)(cid:18)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:22)(cid:1)(cid:49)(cid:46)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:18)(cid:22)(cid:1)(cid:49)(cid:46)
102 CANON ANNUAL REPORT 2009
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
The Board of Directors and Stockholders of
Canon Inc.
We have audited the accompanying consolidated balance sheets of Canon Inc. and subsidiaries as of December 31, 2009 and 2008,
and the related consolidated statements of income, equity, and cash fl ows for each of the three years in the period ended December
31, 2009, all expressed in Japanese yen. These fi nancial statements are the responsibility of the Company’s management. Our
responsibility is to express an opinion on these fi nancial statements based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States).
Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the fi nancial statements
are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures
in the fi nancial statements. An audit also includes assessing the accounting principles used and signifi cant estimates made by
management, as well as evaluating the overall fi nancial statement presentation. We believe that our audits provide a reasonable
basis for our opinion.
In our report dated March 16, 2009, we expressed an opinion that, except for the omission of segment reporting information, the
2008 and 2007 consolidated fi nancial statements presented fairly, in all material respects, the consolidated fi nancial position, results
of operations and cash fl ows of Canon Inc. and subsidiaries, in conformity with U.S. generally accepted accounting principles. As
described in Note 22, in 2009 the Company adopted segment reporting guidance and revised the disclosures in its 2008 and 2007
consolidated fi nancial statements to conform with U.S. generally accepted accounting principles. Accordingly, our present opinion on
the 2008 and 2007 consolidated fi nancial statements, as presented herein, is unqualifi ed rather than qualifi ed.
In our opinion, the fi nancial statements referred to above present fairly, in all material respects, the consolidated fi nancial position of
Canon Inc. and subsidiaries at December 31, 2009 and 2008, and the consolidated results of their operations and their cash fl ows
for each of the three years in the period ended December 31, 2009, in conformity with U.S. generally accepted accounting principles.
As discussed in Note 1 to the consolidated fi nancial statements, in 2009 the Company adopted new accounting guidance for
noncontrolling interests in consolidated fi nancial statements.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), Canon
Inc. and subsidiaries’ internal control over fi nancial reporting as of December 31, 2009, based on criteria established in Internal
Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission and our report
dated March 30, 2010 expressed an unqualifi ed opinion thereon.
We have also recomputed the translation of the consolidated fi nancial statements as of and for the year ended December 31, 2009
into United States dollars. In our opinion, the consolidated fi nancial statements expressed in Japanese yen have been translated into
United States dollars on the basis described in Note 2.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:17)(cid:19)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:19)(cid:19)(cid:1)(cid:49)(cid:46)
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
103
The Board of Directors and Stockholders of
Canon Inc.
We have audited Canon Inc. and subsidiaries’ internal control over fi nancial reporting as of December 31, 2009, based on criteria
established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway
Commission (the COSO criteria). Canon Inc. and subsidiaries’ management is responsible for maintaining effective internal control
over fi nancial reporting, and for its assessment of the effectiveness of internal control over fi nancial reporting included in the accom-
panying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the com-
pany’s internal control over fi nancial reporting based on our audit.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those
standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over
fi nancial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over
fi nancial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness
of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances.
We believe that our audit provides a reasonable basis for our opinion.
A company’s internal control over fi nancial reporting is a process designed to provide reasonable assurance regarding the reliability of
fi nancial reporting and the preparation of fi nancial statements for external purposes in accordance with generally accepted account-
ing principles. A company’s internal control over fi nancial reporting includes those policies and procedures that (1) pertain to the
maintenance of records that, in reasonable detail, accurately and fairly refl ect the transactions and dispositions of the assets of the
company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of fi nancial statements
in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made
only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regard-
ing prevention or timely detection of unauthorized acquisition, use or disposition of the company’s assets that could have a material
effect on the fi nancial statements.
Because of its inherent limitations, internal control over fi nancial reporting may not prevent or detect misstatements. Also, projections
of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes
in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
In our opinion, Canon Inc. and subsidiaries maintained, in all material respects, effective internal control over fi nancial reporting as of
December 31, 2009, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the con-
solidated balance sheets of Canon Inc. and subsidiaries as of December 31, 2009 and 2008, and the related consolidated statements
of income, equity, and cash fl ows for each of the three years in the period ended December 31, 2009, all expressed in Japanese yen,
and our report dated March 30, 2010 expressed an unqualifi ed opinion thereon.
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:17)(cid:20)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:19)(cid:21)(cid:1)(cid:49)(cid:46)
104 CANON ANNUAL REPORT 2009
TRANSFER AND REGISTRAR’S OFFICE
STOCKHOLDER INFORMATION
Canon Inc.
30-2, Shimomaruko 3-chome, Ohta-ku, Tokyo 146-8501, Japan
Stock Exchange Listings:
Tokyo, Osaka, Nagoya, Fukuoka, Sapporo and New York
stock exchanges
Manager of the Register of Stockholders
Mizuho Trust & Banking Co., Ltd.
2-1, Yaesu 1-chome, Chuo-ku, Tokyo 103-8670, Japan
Depositary and Agent with Respect to American Depositary
Receipts for Common Shares
JPMorgan Chase Bank, N.A.
4 New York Plaza, New York, N.Y. 10004, U.S.A.
American Depositary Receipts are traded on the New York Stock
Exchange (CAJ).
Ordinary General Meeting of Shareholders:
March 30, 2010, in Tokyo
Further Information:
For publications or information, please contact the
External Relations Headquarters, Canon Inc., Tokyo,
or access Canon’s Website at
www.canon.com
(cid:36)(cid:66)(cid:79)(cid:80)(cid:79)(cid:1)(cid:34)(cid:51)(cid:17)(cid:26)(cid:64)(cid:39)(cid:52)(cid:64)(cid:17)(cid:20)(cid:19)(cid:22)(cid:64)(cid:74)(cid:81)(cid:68)(cid:1)(cid:15)(cid:74)(cid:79)(cid:69)(cid:69)(cid:1)(cid:1)(cid:1)(cid:18)(cid:17)(cid:21)
(cid:18)(cid:17)(cid:15)(cid:20)(cid:15)(cid:19)(cid:23)(cid:1)(cid:1)(cid:1)(cid:19)(cid:27)(cid:21)(cid:24)(cid:27)(cid:19)(cid:21)(cid:1)(cid:49)(cid:46)
MAJOR CONSOLIDATED SUBSIDIARIES
MANUFACTURING
Canon Electronics Inc.
Canon Finetech Inc.
Nisca Corporation
Canon Semiconductor Equipment Inc.
Canon Ecology Industry Inc.
Canon Chemicals Inc.
Canon Components, Inc.
Canon Precision Inc.
Oita Canon Inc.
Nagahama Canon Inc.
Oita Canon Materials Inc.
Ueno Canon Materials Inc.
Fukushima Canon Inc.
Canon Optron, Inc.
Canon Mold Co., Ltd.
Canon Machinery Inc.
Canon ANELVA Corporation
SED Inc.
Tokki Corporation
Canon Virginia, Inc.
Canon Giessen GmbH
Canon Bretagne S.A.S.
Canon Inc., Taiwan
Canon Dalian Business Machines, Inc.
Canon Zhuhai, Inc.
Canon Zhongshan Business Machines Co., Ltd.
Tianjin Canon Co., Ltd.
Canon (Suzhou) Inc.
Canon Opto (Malaysia) Sdn. Bhd.
Canon Hi-Tech (Thailand) Ltd.
Canon Engineering (Thailand) Ltd.
Canon Vietnam Co., Ltd.
Canon Electronic Business Machines (H.K.) Co., Ltd.
Canon Imaging Systems Inc.
RESEARCH & DEVELOPMENT
Canon Development Americas, Inc.
Canon Research Centre France S.A.S.
Canon Information Systems Research Australia Pty. Ltd.
Canon Information Technology (Beijing) Co., Ltd.
Canon (Suzhou) System Software Inc.
Canon i-tech, Inc.
105
(As of December 31, 2009)
MARKETING & OTHER
Canon Marketing Japan Inc.
Canon System & Support Inc.
Canon IT Solutions Inc.
Canon Software Inc.
e-system Corporation
Asia Pacifi c System Research Co., Ltd.
Canon U.S.A., Inc.
Canon Canada, Inc.
Canon Mexicana, S. de R.L. de C.V.
Canon Latin America, Inc.
Canon do Brasil Industria e Comércio Limitada
Canon Chile, S.A.
Canon Panama, S.A.
Canon Argentina, S.A.
Virtual Imaging, Inc.
Canon Business Solutions, Inc.
Canon Financial Services, Inc.
Canon Information Technology Services, Inc.
Canon Europa N.V.
Canon Europe Ltd.
Canon (UK) Ltd.
Canon Deutschland GmbH
Canon France S.A.S.
Canon Italia S.p.A.
Canon España S.A.
Canon Nederland N.V.
Canon Danmark A/S
Canon Belgium N.V./S.A.
Canon (Schweiz) A.G.
Canon Austria GmbH
Canon Svenska AB
Canon Oy
Canon North-East Oy
Canon Norge AS
Canon Ru LLC
Canon CEE GmbH
Canon Eurasia A.S.
Canon Portugal S.A.
Canon Middle East FZ-LLC
Canon South Africa Pty. Ltd.
Canon Australia Pty. Ltd.
Canon New Zealand Ltd.
Canon Finance Australia Ltd.
Canon (China) Co., Ltd.
Canon Singapore Pte. Ltd.
Canon Hongkong Co., Ltd.
Canon Marketing (Malaysia) Sdn. Bhd.
Canon Marketing (Philippines), Inc.
Canon Marketing (Thailand) Co., Ltd.
Canon India Pvt. Ltd.
Canon Korea Consumer Imaging Inc.
Canon Semiconductor Engineering Korea Inc.
Canon Semiconductor Equipment Taiwan Inc.
Canon Engineering Hong Kong Co., Ltd.
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CANON INC. 30-2, Shimomaruko 3-chome, Ohta-ku, Tokyo 146-8501, Japan
PUB. BEP019 0410AB14.7 Printed in Japan
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