C A N O N A N N U A L R E P O R T 2 0 1 2
F i s c a l Ye a r E n d e d D e c e m b e r 3 1 , 2 0 1 2
F I N A N C I A L H I G H L I G H T S
Millions of yen
(except per share amounts)
Thousands of U.S. dollars
(except per share amounts)
2012
2011
Change (%)
2012
Net sales
Operating profit
¥ 3,479,788
¥ 3,557,433
323,856
378,071
Income before income taxes
342,557
374,524
Net income attributable to Canon Inc.
224,564
248,630
Net income attributable to Canon Inc.
stockholders per share:
—Basic
—Diluted
Total assets
¥ 191.34
¥ 204.49
191.34
204.48
¥ 3,955,503
¥ 3,930,727
Canon Inc. stockholders’ equity
¥ 2,598,026
¥ 2,551,132
-2.2
-14.3
-8.5
-9.7
-6.4
-6.4
+0.6
+1.8
$ 39,997,563
3,722,483
3,937,437
2,581,195
$
2.20
2.20
$ 45,465,552
$ 29,862,368
Notes:
1. Canon’s consolidated financial statements are prepared in accordance with U.S. generally accepted accounting principles.
2. U.S. dollar amounts are translated from yen at the rate of JPY87=U.S.$1, the approximate exchange rate on the Tokyo Foreign Exchange Market as of
December 28, 2012, solely for the convenience of the reader.
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
300.00
200.00
100.00
0.00
Net Sales
(Millions of yen)
4,094,161
3,706,901
3,557,433
3,479,788
3,209,201
Net Income Attributable to Canon Inc.
(Millions of yen)
309,148
131,647
246,603
248,630
224,564
400,000
300,000
200,000
100,000
0
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
Net Income Attributable to Canon Inc.
Stockholders per Share
(Yen)
246.21
246.20
204.49 204.48
199.71
199.70
191.34 191.34
106.64
106.64
ROE/ROA
(%)
11.1
7.3
12.0
10.0
8.0
6.0
4.0
0
4.9
3.4
9.2
9.6
6.3
6.3
8.7
5.7
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
Basic
Diluted
ROE
ROA
C O R P O R A T E P R O F I L E
T A B L E O F C O N T E N T S
01
Canon develops, manufactures and markets a growing lineup of copy-
STRATEGY
C O R P O R A T E P H I L O S O P H Y: Ky o s e i
Canon’s corporate philosophy is kyosei. A concise definition of this word
20
20
24
would be “Living and working together for the common good.” But Canon’s
PRODUCTION
ing machines, printers, cameras and industrial and other equipment.
Through these products, the Company meets growing customer needs
that are becoming increasingly diversified and sophisticated. Today, the
Canon brand is recognized and trusted throughout the world.
In 1996, Canon launched its Excellent Global Corporation Plan with
the aim of becoming a company worthy of admiration and respect the
world over. Currently, the Company is working to achieve the overwhelm-
ing No. 1 position in its existing core businesses and expand related
and peripheral businesses by strengthening its advanced solutions busi-
ness, centered on innovative products, and through other measures. At
the same time, Canon is nurturing its operations in the fields of medi-
cal equipment and industrial equipment, the latter including intelligent
robots, to establish new core businesses. The Company is working to ful-
fill its responsibilities to investors and society, emphasizing sound cor-
porate governance and stepping up the implementation of activities that
contribute to environmental and social sustainability.
definition is broader: kyosei is “All people, regardless of race, religion
or culture, harmoniously living and working together into 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. Truly global companies must
foster good relations, not only with their customers and the communities
in which they operate, but also with nations, and they need to address
environmental issues worldwide. In addition, global companies must
bear responsibility for the impact of their activities on society. For this
reason, Canon’s goal is to contribute to global prosperity and to people’s
well-being, which will lead to continuing growth and bring the world
closer to achieving kyosei.
C O R P O R A T E G O A L
Canon sees itself growing and prospering over the next 100, and even
200, years. Toward this end, the Company has been promoting its
Excellent Global Corporation Plan, launching Phase IV of the initiative in
2011. Building on the financial strengths that the Company has continu-
ously reinforced through the implementation of the plan, Canon aims to
join the ranks of the world’s top 100 companies in terms of major man-
agement indicators.
TO OUR
STOCKHOLDERS
02
AT A GLANCE
OFFICE
BUSINESS UNIT
02
BUSINESS
UNITS
10
10
IMAGING
SYSTEM
BUSINESS UNIT
INDUSTRY AND
OTHERS
BUSINESS UNIT
12
2012
TOPICS
14
16
18
MANAGEMENT
SYSTEM
CORPORATE
GOVERNANCE
RESEARCH &
DEVELOPMENT
26
FINANCIAL
SECTION
33
SALES &
MARKETING
CORPORATE
SOCIAL
RESPONSIBILITY
28
30
TRANSFER AND
REGISTRAR’S
OFFICE
STOCKHOLDER
INFORMATION
96
96
MAJOR
CONSOLIDATED
SUBSIDIARIES
97
Cover Photo:
The EOS-1D X, the fl agship EOS model, is an interchange-
able-lens digital camera that provides a high-level of image
quality performance as well as high speed. Canon retains the
top position in global sales volume of interchangeable-lens
digital cameras by catering to the diverse needs of a broad
array of users ranging from beginners to advanced amateurs
and professional photographers.
02
STRATEGY
Business Units
Management System
Financial Section
T O O U R S T O C K H O L D E R S
Fujio Mitarai
Chairman & CEO
Canon Inc.
In the face of the current turbulent business
environment, Canon will decisively implement
reforms and achieve sound business growth.
TO OUR STOCKHOLDERS
03
P E R F O R M A N C E I N 2 0 1 2
reliable indicator of financial stability, rose 1.0 percent-
Looking at the global economy in fiscal 2012, ended
age point, from 65% in 2011 to 66% in 2012. At fiscal
December 31, while the United States continued to
year-end, cash and cash equivalents stood at around
enjoy a relatively solid economic recovery, the European
¥670 billion, equivalent to approximately 2.3 months of
economy struggled in the face of financial instability
net sales, which we regard as an adequate level.
and clouds began to appear over growth in China and
Consequently, although we were not able to avoid the
other emerging nations. The Japanese economy realized
decline in business performance, our corporate strength
moderate expansion driven by internal demand, but the
remains intact in terms of our product competitiveness
rate of growth slowed somewhat in the second half of
and retaining a sound financial structure. Moreover,
the year. As for foreign exchange markets, the yen main-
we believe we were successful in maintaining a robust
tained its high valuation, remaining mostly unchanged
foundation that will enable us to swiftly address future
against the U.S. dollar from the previous year but rising
changes in the business environment and make neces-
significantly against the euro.
sary investments in a flexible manner.
Canon’s performance was affected by such factors
With respect to stockholder return, Canon is being
as the worldwide economic slowdown and the histor-
more proactive in returning profits to stockholders,
ically high yen. For the year, consolidated net sales
mainly in the form of dividends, taking into consid-
totaled ¥3,479.8 billion, down 2.2% from the previ-
eration mid-term profit forecasts, planned future
ous year. Despite the highly challenging business
investments, cash flow and other factors. Over the 25
conditions, however, we worked hard to boost the com-
years since 1988, we have steadily increased dividends
petitiveness of our products while striving to maintain
without ever having lowered them during this period.
and improve our sound financial structure. On a local
In fiscal 2012, Canon has decided to pay a full-year cash
currency basis, net sales remained mostly unchanged
dividend of ¥130.00 per share, a ¥10.00 increase from
from fiscal 2011.
fiscal 2011. This included a special ¥10.00 dividend to
In order to boost the competitive strength of our
commemorate our 75th anniversary.
products, we made efforts to maintain and further
expand market share, further raising competitiveness
through such means as launching a greater number
E X C E L L E N T G L O B A L
C O R P O R A T I O N P L A N
of new products than in previous years. In addition to
Canon launched the Excellent Global Corporation Plan
enjoying the No. 1 position for laser printers and digital
in 1996 and, since that time, we have reinforced our
cameras, we maintained strong market positions across
business foundation through the plan’s various phases.
all our business segments.
During Phase I, we began by emphasizing consol-
We also strove to maintain and improve our sound
idated business management over nonconsolidated
financial structure. Our stockholders’ equity ratio, a
business management and thoroughly shifted our focus
04
STRATEGY
Business Units
Management System
Financial Section
Key Strategies For Phase IV
1
Achieving the overwhelming No.1 position in all core businesses and expanding related and peripheral businesses
2
Developing new business through globalized diversifi cation and establishing the Three Regional Headquarters management system
3
Establishing a world-leading globally optimized production system
4
Comprehensively reinforcing global sales capabilities
5
Building the foundations of an environmentally advanced corporation
6
Imparting a corporate culture, and cultivating human resources befi tting a truly excellent global company
from partial to total optimization and on profit rather
for the successes that we enjoy today while also effec-
than sales. By stressing the importance of cash-flow
tively creating a debt-free company.
management and comprehensively eliminating waste,
During Phase III, we sought to expand Canon’s busi-
we were able to reduce our debt by more than half
ness scope, broadening our businesses in the printing
while also significantly increasing productivity through
and medical equipment fields while actively carrying
the introduction of the cell production system and
out M&A activities.
other measures.
And in 2011, under the slogan “Aiming for the
In Phase II, we focused on reinforcing Canon’s prod-
Summit: Speed & Sound Growth,” we embarked
uct competitiveness. We fully digitalized our copying
on Phase IV, spanning the five-year period through
machine and camera offerings, laying the groundwork
2015. Focusing on six key strategies, Phase IV calls for
The Excellent Global Corporation Plan
Phase I 1996–2000
Phase II 2001–2005
Phase III 2006–2010
Phase IV 2011–2015
Strengthened our financial
structure by thoroughly
eliminating wastefulness,
with production reforms
playing a major role, based
on changing our mindset
with a focus on total opti-
mization and profitability.
Recognized the need for
digitalization and raised
product competitiveness
by enhancing our develop-
ment infrastructure and
reinforcing key components.
Strove to achieve “Sound
Growth,” seeking high
growth levels by estab-
lishing new businesses
while raising the profit-
ability of existing busi-
nesses. With the global
economy plunging into
the global recession,
shifted direction towards
“improving the quality of
management.”
Set up
an even stronger
financial structure
and increased
momentum
towards
a dramatic
leap forward
from now.
Tackle again the challenge
of achieving “Sound
Growth” through timely
change in advance of
changes in the times.
Slogan:
“Aiming for the Summit:
Speed & Sound Growth”
TO OUR STOCKHOLDERS
05
proactive, speedy reforms ahead of the dramatic chang-
lightweight designs. Accordingly, we were able to retain
ing times along with the achievement of sound business
our No.1 share worldwide in terms of unit sales. In
growth through the further expansion of our corporate
September 2012, meanwhile, we unveiled Canon’s first
scale while maintaining high profitability.
non-reflex camera. Moreover, our Cinema EOS System
S T R A T E G Y 1
has attracted warm acclaim throughout the world, cap-
turing a high market share in a short time. In October
With respect to achieving the overwhelming No.1 posi-
2012, we added to our lineup the EOS C500, a digi-
tion in all core businesses and expanding related
tal cinema camera capable of shooting high-quality
and peripheral businesses, we have comprehensively
4K-resolution video, or four times the resolution of full-
upgraded Canon’s office multifunction device (MFD)
HD video.
and production printing system lineups, from low-speed
In February 2012, Canon unveiled the DreamLabo
to high-speed models, for both monochrome and color
5000 commercial photo printer, marking our entry into
devices. In addition to fully rounding out the imag-
the retail photo printing market.
eRUNNER ADVANCE series, we have introduced new
In July 2012, we released the Canon MREAL System.
products developed jointly with Océ, which became a
Integrating the real world with the virtual world of com-
consolidated Canon subsidiary in 2010. Furthermore,
puter graphics, MR (mixed reality) systems employ image
our sales companies around the world have strength-
processing technologies to streamline various business
ened their solutions business, which supports enhanced
processes, including product design. We have received
productivity in the office.
numerous inquiries, not only from the automotive
As for interchangeable-lens digital cameras, Canon
and construction sectors—with whom we have collabo-
further reinforced its EOS series, including the
rated since the initial development stage—but also heavy
launch of high-resolution models featuring compact,
machinery manufacturers and educational institutions.
Achieving the Overwhelming No.1 Position
Expand Existing Businesses
Cloud
Network
Compatibility
Alliance
Smartphone
Convenience
Expand Related and Peripheral Businesses
Cinema EOS System
DreamLabo
Océ
06
STRATEGY
Business Units
Management System
Financial Section
Amid growing awareness about safety and reliabil-
innovative medical imaging equipment. As part of this
ity, as well as the ongoing shift from analog to digital,
collaboration, we have brought two technologies to the
Canon launched a full-HD network camera in 2012. In
clinical evaluation stage in 2012. One relates to photo-
this field, users are demanding various software func-
acoustic mammography devices capable of diagnosing
tions, such as detection, tracking and image retrieval.
breast cancer more accurately than before and with
For this reason, we will accelerate business expansion
minimal bodily impact during examination. The other
while pursuing M&A opportunities.
relates to adaptive optics scanning laser ophthalmos-
S T R A T E G Y 2
copy (AO-SLO), which contributes to the examination
of the retina at the cellular level and the detection of
Seeking to diversify our operations globally, Canon
lifestyle-related diseases. Meanwhile, Canon U.S.A. estab-
established R&D facilities in Japan, the United States
lished its own R&D department in 2012 and reached
and Europe. Under this strategy of developing new
collaborative research agreements with two hospi-
business through globalized diversification and estab-
tals affiliated with Harvard Medical School to develop
lishing the Three Regional Headquarters management
biomedical optical imaging and medical robotics tech-
system, we have identified two fields that we are
nologies. This collaborative project aims to develop and
strengthening as new core businesses: medical equip-
commercialize unique medical devices for a variety of
ment and industrial equipment.
applications.
In the medical device segment, we are making use of
As for the industrial equipment segment, we are
the imaging technologies we have amassed over many
harnessing Canon’s group-wide strengths to create a
years to create new levels of value in such areas as medi-
new business domain with the aim of building it into
cal imaging diagnostics. In Japan, we are working with
a ¥1 trillion business in the future. Canon already
Kyoto University toward the practical application of
supplies a variety of industrial equipment, including
Global Diversification
Develop a Global R&D Structure
New Innovation Centers in the U.S. and Europe
U.S.
Europe
The MR System can be used not only in the design and manufacturing
sectors, but also in a wide range of industries and fi elds. Satisfi ed with the
functionality and quality offered by the MR System, Canon launched the
system in July 2012.
Establish Institutes with
responsibilities spanning basic
research to leading-edge
technology application
Promote diversification utilizing
Océ as a foothold
TO OUR STOCKHOLDERS
07
lithography equipment, vacuum thin-film deposi-
where to base our production is the ratio of labor costs
tion equipment and organic LED panel manufacturing
to total manufacturing costs. Currently, we manufac-
equipment. We believe, however, that we can open
ture high-value-added products in Japan, while products
new frontiers through the combination of individ-
with lower added value and a higher labor cost ratio are
ual elemental technologies. Particularly within the
produced elsewhere. In addition, in the case of consum-
field of factory automation, for example, expectations
ables, for example, we promote localized production,
are high for intelligent robots. One technology being
in which the entire process—from production to sales
developed for such robots is Super Machine Vision,
and even the recycling of used products—is carried out
which enables the positions and orientations of vari-
within a single region.
ous objects to be monitored three-dimensionally with
Based on these policies, in 2012 we expanded our pro-
micron-level precision—a capability that far exceeds
duction facilities at Canon Hi-Tech (Thailand) in the
human vision.
northeast region of Thailand, thus reinforcing our produc-
S T R A T E G Y 3
tion system for inkjet printer products. We also established
new companies in Thailand, the Philippines and Brazil,
With respect to manufacturing, Canon is pursuing a
where we plan to start manufacturing office MFDs, laser
strategy of establishing a world-leading globally opti-
printers, digital cameras and other products in 2013.
mized production system. We carry out comprehensive
Since 2010, Canon has carried out the localized pro-
evaluations to ensure the optimization of our produc-
duction of toner cartridges in the United States. Thanks
tion bases. We analyze trends in each country from
to progress in automation, the ratio of labor costs to
multiple perspectives, paying close attention to such
total manufacturing costs for toner cartridges has fallen
factors as wages, taxation systems, infrastructure and
significantly, so we plan to replicate this business model
country risk. The criterion we use when determining
in Europe and other regions.
Accelerate Cost Reduction by Expansion of New Production Sites
Globally Optimized Production
System
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(cid:0) (cid:8)(cid:52)(cid:79)(cid:78)(cid:69)(cid:82)(cid:0)(cid:67)(cid:65)(cid:82)(cid:84)(cid:82)(cid:73)(cid:68)(cid:71)(cid:69)(cid:0)(cid:80)(cid:65)(cid:82)(cid:84)(cid:83)(cid:9)
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Major Production Sites
New Production Sites
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(cid:81)(cid:85)(cid:65)(cid:76)(cid:73)(cid:84)(cid:89)(cid:0)(cid:65)(cid:78)(cid:68)
(cid:67)(cid:79)(cid:83)(cid:84)(cid:83)
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08
STRATEGY
Business Units
Management System
Financial Section
S T R A T E G Y 4
S T R A T E G Y 5
We are also comprehensively reinforcing our global
In addition to fulfilling our social responsibilities to
sales capabilities in a proactive manner, particularly in
the natural environment, Canon strives to become
emerging nations. In China, for example, we are work-
a company that simultaneously achieves progres-
ing hard to tap markets in regional cities, and in 2012
sive corporate growth and protects the environment.
the number of sales bases in China increased from 21 to
Committed to building the foundations of an envi-
31. The importance of strengthening our sales power in
ronmentally advanced corporation, we are working to
emerging nations outside of China is also growing. At
minimize the environmental impact of our operations
the top of the list is India, where we fortified our sales
and cut carbon dioxide emissions while raising the
system by switching our distribution channels from an
performance of our products. Initiatives here include
agency-based sales approach to direct sales. We are also
developing energy-saving technologies and materials
focusing on the development of Canon-brand shops in
with low environmental burden. In 1990, we launched
India. In 2012, we opened 43 such outlets, with plans
our Toner Cartridge Collection and Recycling Program
to increase the number to 300 by 2014. Meanwhile, in
and now carry out the localized recycling of cartridges
Russia, which joined the World Trade Organization
in the United States, Japan, China and France. In 1996,
(WTO) in August 2012, we are also working to reinforce
we also started a collection service in Japan for used ink
our sales activities.
cartridges, and this program has since been expanded
Brazil is the world’s third-largest market for com-
to include Asia, Oceania, North America and Europe.
pact digital cameras, but import taxes have a major
impact on competitiveness. For this reason, in July 2013
S T R A T E G Y 6
we plan to start local production in the city of Manaus,
In order to ensure that Canon develops as a truly excel-
which will enhance our sales appeal in the country.
lent global company worthy of admiration and respect
Capturing Growth in Emerging Markets
Russia
Middle
East
China
India
Africa
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(cid:65)(cid:78)(cid:68)(cid:0)(cid:51)(cid:84)(cid:82)(cid:85)(cid:67)(cid:84)(cid:85)(cid:82)(cid:69)
Brazil
(cid:33)(cid:67)(cid:72)(cid:73)(cid:69)(cid:86)(cid:69)(cid:0)(cid:39)(cid:82)(cid:79)(cid:87)(cid:84)(cid:72)(cid:0)(cid:84)(cid:72)(cid:65)(cid:84)(cid:0)
(cid:37)(cid:88)(cid:67)(cid:69)(cid:69)(cid:68)(cid:83)(cid:0)(cid:37)(cid:67)(cid:79)(cid:78)(cid:79)(cid:77)(cid:73)(cid:67)(cid:0)
(cid:37)(cid:88)(cid:80)(cid:65)(cid:78)(cid:83)(cid:73)(cid:79)(cid:78)(cid:0)(cid:73)(cid:78)(cid:0)(cid:37)(cid:65)(cid:67)(cid:72)(cid:0)(cid:35)(cid:79)(cid:85)(cid:78)(cid:84)(cid:82)(cid:89)
Managers from Group companies worldwide gather at the Canon
Global Management Institute in Japan to study corporate strategies
and engage in cross-cultural exchanges.
TO OUR STOCKHOLDERS
09
worldwide for 100, and even 200, years, it is crucial to
trends. Our basic policy for 2013, which marks the third
have exceptional global human resources. We believe
year of Phase IV of our Excellent Global Corporation
that our global workforce must be not only capa-
Plan, is to decisively implement reforms and achieve
ble of winning in the face of global competition but
sound business growth in the face of the current turbu-
also capable of delivering innovation. This is because,
lent business environment. Targeting solid increases in
throughout our history, we have continuously trans-
both sales and profit, we will steadily implement mea-
formed our company based on our enterprising spirit.
sures based on the six key strategies described above.
Canon is committed to imparting a corporate cul-
In 2012, we celebrated Canon’s 75th anniversary,
ture, and cultivating human resources befitting a
having overcome numerous difficulties and achieved
truly excellent global company. To this end, we already
dramatic progress since the company’s foundation.
have numerous local human resources in management
Looking around the world, there are many examples of
positions at our sales companies around the world.
companies that have delivered innovation and growth
For example, in Europe, our largest regional market,
for 100 years or more. For companies willing to continu-
the presidents of all but one of our sales companies
ally transform themselves, the potential is unlimited.
are from the region. At the same time, we have around
Going forward, we will continue striving to reinforce
1,000 Japanese employees stationed at our sales compa-
Canon’s technological capabilities. At the same time,
nies around the world. We will continue endeavoring
we will prevail in the face of the challenging business
to acknowledge and respond flexibly to the diversified
environment while relentlessly targeting productivity
value perspectives of local communities, respecting
improvements and cost reductions. At this early stage of
their cultures and customs while striving to foster global
the economic upturn, we will exploit our increasingly
human resources who can excel on the world stage.
robust business structure to steer Canon toward a path
I N C O N C L U S I O N
We look forward to your ongoing understanding
The global economy in 2013 is expected to remain chal-
and support.
of steady growth.
lenging for the foreseeable future. However, as new
administrations take office in such key countries as
Japan, the United States and China, there are expecta-
tions that various economic stimulus measures will
gradually bear fruit. As such, we believe that we will
see a recovery trend in the second half that should
gather momentum.
Amid these circumstances, we feel that the markets
in which we operate will recover in a similar fash-
ion. Accordingly, we will focus on returning Canon to
a growth trajectory while closely monitoring market
Fujio Mitarai
Chairman & CEO
Canon Inc.
10
Strategy
BUSINESS UNITS
Management System
Financial Section
A T A G L A N C E
Business
Units
Main
Products
O F F I C E
B U S I N E S S
U N I T
Office Multifunction Devices (MFDs)
Digital Production Printing Systems
Laser Printers
High Speed Continuous Feed Printers
I M A G I N G
S Y S T E M
B U S I N E S S
U N I T
I N D U S T R Y
A N D
O T H E R S
B U S I N E S S
U N I T
Interchangeable-Lens Digital Cameras
Digital Camcorders
Inkjet Printers
Broadcast Equipment
Flat-Panel-Display Lithography
Equipment
Ophthalmic Equipment
Semiconductor Lithography Equipment
Document Scanners
(cid:129)Office Multifunction Devices
(MFDs)
(cid:129)Office Copying Machines
(cid:129)Personal-Use Copying Machines
(cid:129)Laser MFDs
(cid:129)Laser Printers
(cid:129)Digital Production Printing
Systems
(cid:129)High Speed Continuous Feed
Printers
(cid:129)Wide-Format Printers
(cid:129)Document Solution
(cid:129)Interchangeable-Lens Digital
Cameras
(cid:129)Compact Digital Cameras
(cid:129)Digital Camcorders
(cid:129)Digital Cinema Cameras
(cid:129)Interchangeable Lenses
(cid:129)Inkjet Printers
(cid:129)Large-Format Inkjet Printers
(cid:129)Commercial Photo Printers
(cid:129)Image Scanners
(cid:129)Broadcast Equipment
(cid:129)Calculators
(cid:129)Semiconductor Lithography
Equipment
(cid:129)Flat-Panel-Display Lithography
Equipment
(cid:129)Digital Radiography Systems
(cid:129)Ophthalmic Equipment
(cid:129)Vacuum Thin-Film Deposition
Equipment
(cid:129)Organic LED Panel
Manufacturing Equipment
(cid:129)Micromotors
(cid:129)Computers
(cid:129)Handy Terminals
(cid:129)Document Scanners
AT A GLANCE
11
Outline
Composition
of Sales (%)
Net Sales
(Millions of yen)
In this segment, Canon offers a comprehensive
range of multifunction devices (MFDs), printers,
and other equipment featuring high image qual-
ity, high resolution, and high speed. Leveraging
these products, Canon works in close collabora-
tion with various Group companies and alliance
partners to deliver optimal solutions tailored to
match the customer's business operations. These
include various document solutions, such as
office document management and the output of
records. At the same time, the Company provides
top-quality services and support in a swift and
reliable manner.
Canon’s offerings in this segment include digital
cameras, digital camcorders, digital cinema cam-
eras, interchangeable lenses, inkjet printers, and
calculators. Canon’s digital cameras, digital cam-
corders and digital cinema cameras, designed to
deliver unparalleled image quality, have earned
particularly high acclaim worldwide, thanks to
in-house developed lenses, CMOS image sensors,
and image processors. Also widely popular are
Canon’s inkjet printers, which are easy to use and
produce beautiful pictures at high speeds.
Applying optical technologies and image-processing
technologies amassed over many years, Canon pro-
vides high-value-added products to a wide range
of industries. The Company is already prominent
globally as a manufacturer of flat-panel- display
lithography equipment and semiconductor lithog-
raphy equipment. In addition, Canon is focusing
on the medical equipment field - one of its next
generation core businesses. The Company is
aggressively promoting sales of its cutting-edge
digital radiography systems and ophthal-
mic equipment, which employ Canon’s highly
regarded medical imaging technologies.
50.5%
40.4%
11.7%
2,246,609
1,987,269
1,917,943
1,645,076
1,757,575
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
2008 2009 2010 2011 2012
1,500,000
1,456,075
1,391,327
1,405,971
1,301,160
1,312,044
1,000,000
500,000
0
600,000
500,000
400,000
300,000
200,000
100,000
0
2008 2009 2010 2011 2012
522,405
432,958 420,863
407,840
357,998
2008 2009 2010 2011 2012
Note: The percentage figures 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.
12
Strategy
BUSINESS UNITS
Management System
Financial Section
O F F I C E B U S I N E S S U N I T
Canon has expanded the functions of its offi ce multifunction devices, which realize enhanced coordination with IT systems and are compatible with
various types of system application software, offering an optimal usage environment for all sorts of document-related tasks.
Net Sales
(Millions of yen)
1,987,269
1,917,943
1,757,575
2 0 1 2 R E V I E W
The market for office network multifunction devices (MFDs) was generally
firm, with solid demand on earthquake disaster restoration in Japan as well
as growing demand in Asia and Oceania. In these circumstances, Canon
boosted domestic sales by proactively cultivating new customers, and gener-
ated particularly strong sales of its imageRUNNER ADVANCE C5000 series. We
also posted increased unit sales in the Americas, and even in Europe, where
the market contracted moderately. In particular in emerging European mar-
kets, such as Russia, we posted healthy growth in sales of color devices. In
China, the imageRUNNER ADVANCE C2000 series of low-and medium-speed
color models drove expansion in unit sales. Elsewhere in Asia and also in
Oceania, sales exceeded the previous year’s levels.
The market for digital production printing systems benefited from growth
in Asia and generally steady demand in other regions. In these circumstances,
2010
2011
2012
in Japan, we reported increased unit sales of light-production monochrome
models and mid-production color models, and in other Asian markets, unit
sales were also up. In the Americas and Europe, the synergistic benefits of
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
our alliance with Océ began to appear: in addition to the mid-production
monochrome Océ VarioPrint 6000 series, the monochrome Océ VarioPrint
135 series and the color imagePRESS C6010/C7010VPS series, both jointly
developed by Canon and Océ, were highly praised and very well received.
Furthermore, we enjoyed steadily increasing sales via the Océ channel.
Moreover, sales in Europe of laser MFDs, laser printers, and personal-use
MFDs for individual and SOHO use were higher than the previous year in
both volume and value terms, thanks to strenuous marketing efforts in the
face of difficult market conditions.
In the area of OEM-brand laser MFDs and laser printers, while the market
for color laser MFDs expanded, with the exception of a few regions, the rel-
atively larger market for monochrome machines continued to shrink. As a
result, we were not able to prevent a decline in both unit sales and sales reve-
nue from sales to OEM customers.
As a result, the Office Business Unit reported consolidated net sales of
¥1,757.6 billion, down 8.4% from the previous year.
2 0 1 3 I N I T I A T I V E S
Going forward, Canon will promote business expansion aimed at captur-
ing the top share of the market for office-use devices. At the core of this
effort is the imageRUNNER ADVANCE series, featuring a now complete,
extensive lineup ranging from low-speed to high-speed models, as well as
monochrome and color models. We will also extensively reinforce our solu-
tions and services business based on the benefits from the integration of our
regional sales companies and the sales subsidiaries of Océ, with the intention
of attracting more international corporate clients. To address flourishing
demand in emerging nations, meanwhile, we will strengthen our strategic
measures, including by launching region-specific models placing top priority
on the end-user.
In the production printing sector, we will seek to enter the enormous off-
set printing market. Here, we will integrate the technological strengths of
Canon and Océ to achieve both further advances in printing speed and cost
reduction, as well as improved workflow harmony, with the aim of becoming
a top player in the market.
With respect to laser printers, we will strive to boost market share and
profitability by launching new products, centering on the high-volume
printers class.
OFFICE BUSINESS UNIT
13
The imageRUNNER ADVANCE C5255 is a
medium-to-high-speed MFD that offers en-
hanced productivity, image print quality,
and security together with much improved
operability thanks to a Quick Startup Mode.
The Océ VarioPrint 135, combines a new
Océ-developed engine with high-perfor-
mance Canon fi nishers and a scanner. The
two companies jointly developed this sys-
tem to meet a wide range of high-speed,
high-volume monochrome printing needs.
The imagePRESS C7010VPS, jointly de-
veloped with Océ, delivers high-image-
quality, high-precision printing that rivals
offset printing, with a printing speed of
up to 70 ppm for both color and mono-
chrome output.
14
Strategy
BUSINESS UNITS
Management System
Financial Section
I M A G I N G S Y S T E M B U S I N E S S U N I T
Canon’s digital SLR cameras, which use groundbreaking technology such as proprietary lenses, CMOS image sensors, and image processors, lead
the world with their high image quality and contribute to sales.
Net Sales
(Millions of yen)
1,391,327
1,405,971
1,312,044
2 0 1 2 R E V I E W
The market for interchangeable-lens digital cameras showed growth across
all regions. The advanced-amateur models, EOS 5D Mark III and EOS 60D, as
well as the entry-level EOS Rebel series drove sales beyond the previous year’s
level both in volume and value terms. Moreover, Canon retained the world’s
top share in shipments of interchangeable-lens digital cameras. In addition,
we released the EOS M, which was our first camera to employ a non-reflex
operating system and the EOS 6D, the world’s smallest and most compact
full-size digital camera. Furthermore, our EOS-1D X flagship model, released
in June 2012, was used extensively by professional photographers at the
London Olympics.
In compact digital cameras, Canon launched attractive new products
such as the PowerShot ELPH 110 HS (IXUS 125 HS in some areas) and the
PowerShot A2300. The year-on-year decline in sales volume was thus slight
2010
2011
2012
despite declining demand for compact digital cameras worldwide.
Digital video camcorders are also facing a downtrend in global demand.
Against that backdrop, Canon pursued a profit-oriented strategy, and its
HFG10, a high-end high-definition model, captured the top market share in
1,500,000
1,200,000
900,000
600,000
300,000
0
IMAGING SYSTEM BUSINESS UNIT
15
its price range. Moreover, amid a very positive reception for the Cinema EOS
System in the motion picture production industry, we added products sup-
porting 4K resolution, including the EOS C500 Digital Cinema Camera, to
our lineup.
In broadcast equipment, Canon enjoyed greater demand from domes-
tic broadcasters and received numerous inquiries in Europe associated
with large-scale sporting events. Accordingly, sales of broadcast equipment
increased in 2012, driven by the DIGISUPER 95 field zoom lens.
Demand for inkjet printers declined in 2012, impacted by economic reces-
sion. Nevertheless, Canon swiftly recovered from the situation in Thailand,
where flooding had caused shortages in supplies. Specifically, we focused on
expanding sales centered on new products, such as the PIXMA PRO series (the
lineup of which is now complete) and the PIXMA MG6300 series. As a result,
we reported a year-on-year increase in sales volume despite a difficult market
environment.
In large format inkjet printers, we reported a steady rise in sales volume,
thanks largely to new models targeting the graphic arts community. To
broaden our business domain, we unveiled DreamLabo 5000, a commercial
photo printer.
As a result, sales at the Imaging System Business Unit increased 7.2%, to
¥1,406.0 billion.
2 0 1 3 I N I T I A T I V E S
The market for interchangeable-lens digital cameras is expected to grow
around 10% annually for the foreseeable future. In this context, Canon
plans to maintain its strong competitiveness and become the overwhelm-
ing No. 1 player.
Amid dramatic market changes caused by the proliferation of smart-
phones and other devices, Canon will promote a photography culture based
on unique perspectives in order to always stay one step ahead and provide
forms of enjoyment for users. Here, we will deploy our deep knowledge of
photography culture combined with our expertise in input/output devices.
In compact digital cameras, we will utilize our image processing technol-
ogies amassed to date to create new levels of value. With respect to inkjet
printers, we will make full use of our broad lineup, from personal-use to
professional models, to achieve further growth in sales volume.
In addition, Canon will focus on broadening sales of DreamLabo 5000,
a commercial photo printer launched to address the growing retail photo
market. As for large format inkjet printers, we will seek to further boost
sales by offering a comprehensive lineup.
The EOS 5D Mark III, with a newly de-
veloped CMOS image sensor and image
processor, boasts outstanding image
quality suitable for creating professional-
like still image compositions and movies.
The EOS Rebel T4i (EOS 650D in some
areas) is an entry-level, interchange-
able-lens digital camera that delivers
much enhanced autofocus performance
for both still pictures and video and
improved capabilities for high-speed
continuous shooting and image quality.
The PIXMA MG6300 Series of home-use
inkjet printers offers easy operability with
features like advanced wireless printing
and a touch panel, together with a cutting-
edge design.
16
Strategy
BUSINESS UNITS
Management System
Financial Section
I N D U S T R Y A N D O T H E R S B U S I N E S S U N I T
Canon, through its semiconductor lithography equipment, achieves ever higher levels of performance and functionality to meet the strict cutting-
edge demands of the industry, while focusing on the development of future technologies. These technologies also serve as a driving force behind
Canon’s optical and control technologies.
Net Sales
(Millions of yen)
432,958
420,863
407,840
2 0 1 2 R E V I E W
In semiconductor lithography equipment, capital investment for memory
devices was weak due to the depressed PC market. However, investment in
semiconductor production equipment for image sensors and logic devices
was firm, thanks to increased demand for smartphones and tablet devices.
Against this backdrop, Canon worked to attract orders from semiconduc-
tor devices makers, centering on i-line steppers. Notable among these was
the FPA-5510iZ, suited to image sensor manufacturing, and the FPA-3030i5+,
a new product suited to manufacturing green devices designed to reduce
environmental stress. As a result, the decline in sales of semiconductor
lithography equipment was slight, both in volume and value terms.
As for flat-panel-display lithography equipment, capital investment by
makers of small-to-mid-sized panels used in smartphones and other devices
was solid. However, capital investment in large-sized panel manufacturing,
2010
2011
2012
where Canon excels, was weak, leading to declines in overall sales of flat-
panel-display lithography equipment, both in volume and value terms.
In medical equipment, Canon worked hard to bolster sales of main-
stay digital radiography systems, centering on wireless-type and dynamic
500,000
400,000
300,000
200,000
100,000
0
INDUSTRY AND OTHERS BUSINESS UNIT
17
imaging equipment. In the ophthalmic equipment field, we launched the
OCT–HS100, our first optical coherence tomography (OCT) device. Also con-
tributing to higher sales were M&A activities conducted by subsidiaries.
With respect to document scanners manufactured by Canon Electronics
Inc., overall sales in volume terms increased year on year, thanks to sales
recovery in North America, as well as healthy sales in China, India, and else-
where in Asia.
Sales of organic LED panel manufacturing equipment made by Canon
Tokki Corporation rose steadily on the back of growing demand for smart-
phones and tablet devices.
Sales of magnetic head and hard disk thin-film deposition equipment
made by Canon ANELVA Corporation declined due to a weak PC sector
but sales of semiconductor thin-film deposition equipment increased sig-
nificantly, boosted by brisk demand for semiconductor devices used in
smartphones and the like.
There was a decline in sales of die bonders made by Canon Machinery Inc.,
as semiconductor device manufacturers failed to bolster capital investment,
but sales of rechargeable battery-related devices used in automobiles and
smartphones increased.
As a result, consolidated net sales of the Industry and Others Business Unit
amounted to ¥407.8 billion, down 3.1% from the previous year.
2 0 1 3 I N I T I A T I V E S
Going forward, Canon will focus on the medical equipment and industrial
equipment fields as core areas for new business expansion.
In the medical equipment field, Canon will target further business expan-
sion by bolstering sales of digital radiography systems with high-value-added
functions such as wireless connectivity and dynamic imaging and also by
working to boost sales of OCT devices, which we added to our lineup in 2012.
In addition, we will endeavor to swiftly commercialize our business in mam-
mography device, which incorporates photoacoustic technologies that have
minimal impact on the body and enable more precise diagnoses of breast can-
cer than before.
In the industrial equipment field, Canon boasts a diversity of world-leading
technologies in such areas as lithography equipment, as well as in businesses
handled by Canon Group companies like vacuum thin-film deposition and
organic LED panel manufacturing equipment. Leveraging this advantage, we
will harness our technologies to address various market needs. In this way, we
will open up new domains and step up efforts to make industrial equipment
into a ¥1 trillion business in the future.
The FPA-3030i5+ is a category of semicon-
ductor lithography equipment aimed at
manufacturers of low-environmental-im-
pact green devices like LEDs and MEMS
devices for smartphones and other elec-
tronics, and the market for such equipment
is expected to grow.
The CXDI-80C Wireless is a compact,
lightweight, wireless, high-sensitivity
digital radiography system that features
an industry-fi rst* 11x14 cassette size.
* As of September 2011, among medical X-ray digital
imaging equipment, based on Canon research
The FC7100 system enables ultrathin
fi lm composition in an ultrahigh vacuum
and so contributes to the rapid growth of
mobile handsets as a technology that is
indispensable to making devices smaller
and more energy effi cient.
18
Strategy
BUSINESS UNITS
Management System
Financial Section
2 0 1 2 T O P I C S
OFFICE
BUSINESS UNIT
i m a g e R U N N E R A D VA N C E L I N E U P N O W C O M P L E T E ;
C O R E M O D E L S U P G R A D E D
Canon is working to reinforce its lineup of office multifunction devices
(MFDs), and our imageRUNNER ADVANCE series is a cornerstone of this
lineup. In 2012, we launched the 4000 series of low- and medium-speed
monochrome MFDs to meet a diversity of needs, irrespective of office size.
Now complete, the imageRUNNER ADVANCE series features a broad lineup,
ranging from low- to high-speed devices, as well as both monochrome and
color offerings.
During the year, we also introduced second-generation versions of our
mainstay monochrome and color models, with improvements in such areas as
operability, productivity, and security. In addition, we raised their energy-sav-
ing performance through enhanced equipment management. This is achieved
through functions such as the high-speed start-up mode and automatic shut-
down of devices in the same network. Thanks to such initiatives, Canon won
the 2013 “Line of the Year” award for “Energy Efficiency” for its MFPs. The
newly created award was announced by Buyers Laboratory LLC (BLI), a world-
renowned independent analysis provider of document imaging products.
imageRUNNER ADVANCE C2230
IMAGING S Y ST EM
BUSINESS UNIT
C A N O N W I N S 2 0 1 2 T E C H N O L O G Y A N D
E N G I N E E R I N G E M M Y ® AWA R D
In 2012, Canon made a full-fledged entry into the motion picture production mar-
ket with its Cinema EOS System. As the first step, the Company unveiled the EOS
C300 digital cinema camera, capable of reproducing beautiful images close to those
of 35mm motion picture film. The camera incorporates a Canon-developed large-
format CMOS image sensor that is the same size as a super 35mm motion picture
frame. Since then, we added to our lineup the EOS C500 digital cinema camera,
which adopts the same large-format CMOS sensor and meets the 4K standard.
Canon is continually working to improve image capture technologies to meet the
ever-increasing needs of the motion picture and television production markets.
Our work on CMOS sensors used in the Cinema EOS System has been highly
acclaimed as a breakthrough in technology that makes a significant contri-
bution to broadcast technology development. As a result, Canon received
a Technology and Engineering Emmy® Award in 2012 from the National
Academy of Television Arts & Sciences, in the category of Improvements
to Large Format CMOS Imagers for Use in High Definition Broadcast Video
Cameras. This recognition came just a year after the product launch in the U.S.
Emmy® and the Emmy statuette are the trademark property of the Academy of Television Arts &
Sciences (ATAS) / the National Academy of Television Arts & Sciences (NATAS)
The 64th Annual Technology &
Engineering Emmy® Awards
2012 TOPICS
19
P I X M A P R O S E R I E S O F P R O F E S S I O N A L - U S E I N K J E T
P R I N T E R S L A U N C H E D
I MAGI NG S YSTEM
B USI N ES S UN IT
Committed to meeting strong demand among professionals for high-reso-
lution photograph printing, Canon launched three new models, which
completed the rollout of its PIXMA PRO series. The first is the PIXMA PRO-1,
featuring a significantly broadened color gamut as well as high productiv-
ity, highlighted by a new 12-color pigment ink system with large-volume ink
tanks. The PIXMA PRO-10, meanwhile, boasts a new 10-color pigment ink sys-
tem together with a high level of texture and depth perception. Also, there is
the PIXMA PRO-100, which is equipped with a new eight-color dye ink system
for superior expression of coloration and gloss.
All three models utilize Canon’s Optimum Image Generating (OIG) System,
which selects the optimal ink mixture and ink droplet arrangement, ensur-
ing high-image-quality photograph prints best suited to the paper medium.
PIXMA PRO series
The two models with pigment ink systems also feature our newly developed
Chroma Optimizer, which ensures uniformity of gloss perception as well as
enhanced black density to suppress the amount of light reflected from the
paper surface.
C A N O N M A K E S F U L L - F L E D G E D E N T R Y I N T O
O C T M A R K E T W I T H L A U N C H O F
F I R S T C A N O N - B R A N D P R O D U C T
I ND US TR Y AN D
O THERS B U SI NESS
U NI T
Optical coherence tomography (OCT) devices are used in ophthalmology
departments of hospitals and clinics to obtain tomographic images of the
retina and image analysis results. The system enables observation of reti-
nal structures that cannot be seen from the surface and so is essential for
providing higher quality diagnosis. The OCT market is forecasted to grow at
around 6%*1 annually on a volume basis.
Seeking to make a full-fledged entry into the OCT market, Canon
welcomed OPTOPOL Technology S.A., a Polish company, as a consolidated sub-
sidiary in 2010, and since then has worked to commercialize OCT products.
In September 2012, Canon unveiled its first own-brand OCT, the
OCT-HS100, capable of examining the retina three-dimensionally. With the
addition of the Canon-brand OCT to our product lineup, we aim to provide
a comprehensive range of ophthalmology diagnostic equipment and will
expand our business further.
*1 Based on Canon research.
OCT-HS100
20
Strategy
Business Units
MANAGEMENT SYSTEM
Financial Section
C O R P O R A T E G O V E R N A N C E
Canon maintains sound corporate governance as part of efforts to maximize
its stockholders’ value and become a truly excellent global corporation.
B A S I C P O L I C Y A N D C O R P O R A T E
G O V E R N A N C E S T R U C T U R E
Canon recognizes that management supervision functions
and management transparency are vital to strengthen-
ing its corporate governance and further raising corporate
value. Canon’s basic governance structure comprises the
General Meeting of Shareholders, the Board of Directors
and the Audit & Supervisory Board. Furthermore, the
Executive Committee 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 internal auditing structure under-
pinned by the Corporate Audit Center and an information
The San-ji (“Three Selfs”) spirit are an important guiding principle to
become a truly excellent global corporation.
disclosure system for management activities.
composed of internal directors who have well-developed
knowledge of the Company’s affairs. Also, the board
B O A R D O F D I R E C T O R S
Important business matters are discussed and ratified
is supported by various management committees that
address important management issues in their specific
during meetings of the Board of Directors and Executive
fields. These committees complement the Company’s
Committee. As of December 31, 2012, the board con-
management system by business unit, facilitate efficient
sisted of 18 directors. In order to facilitate more practical
decision making and realize a mutual supervisory func-
and efficient decision making, the board is entirely
tion for such matters as compliance and ethics.
■ Directors and Audit & Supervisory Board Members (as of December 31, 2012)
Chairman & CEO
Fujio Mitarai
Executive Vice President & CFO
Toshizo Tanaka
Group Executive, Finance & Accounting Headquarters
Group Executive, Facilities Management Headquarters
Executive Vice President & CTO
Toshiaki Ikoma
Group Executive, Corporate R&D
Executive Vice President
Kunio Watanabe
Group Executive, Corporate Planning Development
Headquarters
Shigeyuki Matsumoto
Group Executive, Device Technology Development
Headquarters
Toshio Homma
Group Executive, Procurement Headquarters
Masaki Nakaoka
Chief Executive, Office Imaging Products Operations
Haruhisa Honda
Group Executive, Production Engineering Headquarters
Managing Directors
Hideki Ozawa
President & CEO, Canon (China) Co., Ltd.
Masaya Maeda
Chief Executive, Image Communication Products Operations
Senior Managing Directors
Directors
Yoroku Adachi
President & CEO, Canon U.S.A., Inc.
Yasuo Mitsuhashi
Chief Executive, Peripheral Products Operations
Yasuhiro Tani
Group Executive, Digital System Technology Development
Headquarters
Makoto Araki
Group Executive, Information & Communication Systems
Headquarters
Hiroyuki Suematsu
Group Executive, Environment and Quality Headquarters
Shigeyuki Uzawa
Chief Executive, Optical Products Operations
Kenichi Nagasawa
Group Executive, Corporate Intellectual Property & Legal
Headquarters
Naoji Otsuka
Chief Executive, Inkjet Products Operations
Audit & Supervisory Board Members
Shunji Onda
Kengo Uramoto
Tadashi Ohe (Outside)
Kazunori Watanabe (Outside)
Kuniyoshi Kitamura (Outside)
CORPORATE GOVERNANCE
21
(cid:81) Governance Structure (as of December 31, 2012)
Canon Inc.
General Meeting of Shareholders
Board of Directors
Executive Officers
Audit & Supervisory Board
Representative Directors
Executive Committee
Chairman & CEO
Executive Vice President & CFO
Executive Vice President & CTO
Management Strategy Committee
Corporate Audit Center
New Business Development Committee
Headquarters Administrative Divisions
Corporate Ethics and Compliance Committee
Office Business Unit
Internal Control Committee
Imaging System Business Unit
Disclosure Committee
Industry and Others Business Unit
Subsidiaries & Affiliates
Marketing Subsidiaries & Affiliates
Manufacturing Subsidiaries & Affiliates
R&D Subsidiaries & Affiliates
E X E C U T I V E O F F I C E R S Y S T E M
Canon is endeavoring to realize more flexible and effi-
I N T E R N A L C O N T R O L C O M M I T T E E
In response to the Sarbanes-Oxley Act, including Section
cient management operations by maintaining an
404, which came into force during 2006, Canon contin-
appropriately sized organization of directors and pro-
ues to reinforce internal control systems and implement
moting capable human resources with accumulated
appropriate measures. The Internal Control Committee
executive knowledge across specific business areas.
is responsible for Groupwide internal controls, includ-
Executive officers are appointed and dismissed by the
ing securing credibility of financial reporting.
Board of Directors and have a term of office of one year. The
In order to strengthen internal controls, Canon con-
number of executive officers was 17 as of December 31, 2012.
ducts comprehensive evaluations of internal controls
A U D I T I N G S Y S T E M
Canon has five members on the Audit & Supervisory Board,
across areas that include accounting, management over-
sight, legal compliance, IT systems and the promotion of
corporate ethics. As of December 31, 2012, internal con-
including three outside corporate auditors who have no
trol over financial reporting has been assessed as effective
personal, capital or business affiliations with the Company.
by the management and an independent registered pub-
Canon has notified the stock exchanges in Tokyo, Osaka,
lic accounting firm. (Please refer to pages 93 and 95.)
Nagoya, Fukuoka and Sapporo of the designation of these
outside members of the Audit & Supervisory Board as inde-
pendent auditors, as provided under the regulations of
the stock exchanges. Audit & Supervisory Board members’
duties include attending meetings of the Board of Directors
and of the Executive Committee, listening to business
reports from directors, carefully examining documents
related to important decisions and conducting strict audits
of the Group’s business and assets. Audit & Supervisory
Board members also work closely with independent audi-
tors and the Corporate Audit Center, which is in charge
of monitoring the Company’s compliance, risk manage-
ment and internal control systems in addition to providing
assessments and recommendations as required.
At Group companies worldwide, employees carry with them compli-
ance cards.
22
Strategy
Business Units
MANAGEMENT SYSTEM
Financial Section
O T H E R C O M M I T T E E S
The Corporate Ethics and Compliance Committee, in
of Conduct, inspired by the above Three Selfs. The Code
has been translated into 13 languages from Japanese and
addition to the Disclosure Committee, is a key body of
each Group company makes efforts to enforce the Code.
Canon’s management committees. The Corporate Ethics
Detailed policies and measures concerning the com-
and Compliance Committee reviews and approves poli-
pliance activities of Canon are decided at the Corporate
cies and measures concerning law-abiding and corporate
Ethics and Compliance Committee. With management
ethics matters. The Disclosure Committee works to
by the Compliance Office, these policies and measures
ensure strict compliance with disclosure regulations as
are mainly carried out by compliance leaders at each
prescribed by stock exchanges.
headquarters and Group company.
C O M P L I A N C E
Shortly after its founding, Canon established the San-ji
D I S C L O S U R E
Canon makes every effort to disclose information on its
(“Three Selfs”) Sprit principles: “self-motivation,” or
management and business strategies as well as its per-
taking the initiative and being proactive in all things;
formance results to all stakeholders in an accurate, fair
“self-management,” or conducting oneself responsibly
and timely manner. To this end, Canon holds regular
and being accountable for all one’s actions; and “self-
briefings and posts the latest information on its website
awareness,” or understanding one’s situation and role
together with a broad range of disclosure materials.
in it. In 2001, Canon established the Canon Group Code
Canon has formulated its own Disclosure Guidelines and
Significant Differences in Corporate Governance Practices 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 compa-
nies listed on the NYSE must comply with certain corporate
governance standards. 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 practices stipulated under the Manual.
In such circumstances, the foreign private issuer is required to
disclose the significant differences between the corporate gov-
ernance 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 direc-
tor” 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 the Audit & Supervisory
Board such as the Company, to appoint independent direc-
tors as members of the board of directors. The NYSE Corporate
Governance Rules require non-management directors of U.S.
listed companies to meet at regularly scheduled executive ses-
sions without the presence of management. Unlike the NYSE
Corporate Governance Rules, however, the Corporation Law
does not require companies to implement an internal cor-
porate 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 com-
pensation committee and abolish the post of the Audit &
Supervisory Board Members; or
(ii) have the Audit & Supervisory Board.
The Company has elected to have the Audit & Supervisory
Board, 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 Governance Rules provide that U.S. listed
companies must have an audit committee, nominating com-
mittee and compensation committee, each composed entirely
of independent directors, the Corporation Law does not require
companies to have specified committees, including those that
are responsible for director nomination, corporate governance
and executive compensation.
The Company’s board of directors nominates candidates
for directorships and submits a proposal at the general meet-
ing of shareholders for shareholder approval. Pursuant to the
Corporation Law, the shareholders then vote to elect directors
at the meeting. The Corporation Law requires that the total
amount or calculation method of compensation for directors
and Audit & Supervisory Board Members be determined by a
resolution of the general meeting of shareholders respectively,
unless the amount or calculation 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 for the directors and the
Audit & Supervisory Board Members of the Company is deter-
mined by a resolution of the general meeting of shareholders.
CORPORATE GOVERNANCE
23
established the Disclosure Committee, which makes deci-
sions regarding information disclosure, including necessity,
R I S K M A N A G E M E N T
As Canon pursues business expansion in various fields
content and timing. The Disclosure Committee makes such
on a global scale, the business and other risks to which
decisions after receiving reports on information that might
it may be exposed continue to diversify. With the goal of
need to be disclosed from the person in charge of the dis-
eliminating such risks altogether, while honoring the
closure working group at each headquarters.
trust placed in it by its stakeholders, Canon works dil-
C O U N T E R I N G A N T I S O C I A L F O R C E S
Canon has formulated a basic policy stipulating that no
igently to avoid or minimize its exposure, to this end
assigning specifically designated management commit-
tees to address key issues.
Canon Group company shall maintain relationships of any
In particular, the Executive Committee and various
kind with antisocial forces that represent a threat to social
management committees engage in careful discussions
order and security. To uphold this basic policy, Canon has
regarding significant risk factors. The Corporate Audit
established a department dedicated to activities aimed at
Center preemptively identifies risk factors through
countering such parties while reinforcing cooperative ties
audit activities. Also, Canon formulates in-house rules
with applicable public authorities. In addition, Canon’s
to guard against those risks and, in accordance with the
Employment Regulations include a clause prohibiting
policies formulated by the Internal Control Committee,
such relationships, and the Company continues to step up
strives to identify and assess relevant risks associated
efforts to ensure strict employee adherence.
with individual business processes.
The allotment of compensation for each director from the total
amount of compensation is determined by the Company’s board
of directors, and the allotment of compensation to each Audit
& Supervisory Board Member is determined by consultation
among the Company’s Audit & Supervisory Board Members.
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 pri-
vate issuer which has established the Audit & Supervisory
Board shall be exempt from the audit committee requirements,
subject to certain requirements which continue to be applica-
ble under Rule 10A-3.
Pursuant to the requirements of the Corporation Law, the
shareholders elect the Audit & Supervisory Board Members by
resolution of a general meeting of shareholders. The Company
currently has five Audit & Supervisory Board Members,
although the minimum number of Audit & Supervisory Board
Members 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 the Audit & Supervisory Board Members to be experts
in accounting or to have any other area of expertise. Under the
Corporation Law, the Audit & Supervisory Board may deter-
mine the auditing policies and methods for investigating the
business and assets of a Company, and may resolve other mat-
ters concerning the execution of the Audit & Supervisory Board
Member’s duties. The Audit & Supervisory Board prepares audi-
tors’ reports and may veto a proposal for the nomination of
the Audit & Supervisory Board Members, accounting auditors
and the determination of the amount of compensation for the
accounting auditors put forward by the board of directors.
Under the Corporation Law, the half or more of a company’s
Audit & Supervisory Board Members must be “outside” Audit &
Supervisory Board Members. These are individuals who are pro-
hibited to have ever been a director, executive officer, manager,
or employee of the Company or its subsidiaries. The Company’s
current Audit & Supervisory Board Member system meets these
requirements. In addition, pursuant to the regulations of the
Japanese stock exchanges, the Company is required to have one or
more “independent director(s) or independent Audit & Supervisory
Board Member(s)” which terms are defined under the relevant
regulations of the Japanese stock exchanges as “outside directors”
or “outside Audit & Supervisory Board Members” (each of which
terms is defined under the Corporation Law) who are unlikely to
have any conflict of interests with shareholders of the Company.
Among the five members on the Company’s board of auditors,
three are outside Audit & Supervisory Board Members. In addi-
tion, all such three outside Audit & Supervisory Board Members
are also qualified as independent Audit & Supervisory Board
Members under the regulations of the Japanese stock exchanges.
The qualifications for an “outside” or “independent” Audit
& Supervisory Board Member under the Corporation Law or the
regulations of the Japanese stock exchanges are different from
the audit committee independence requirement under the
NYSE Corporate Governance Rules.
4. Shareholder Approval of Equity Compensation Plans
The NYSE Corporate Governance Rules require that sharehold-
ers be given the opportunity to vote on all equity compensation
plans and any material revisions of such plans, with certain
limited exceptions. Under the Corporation Law, a Company is
required to obtain shareholder approval regarding the stock
options to be issued to directors and Audit & Supervisory Board
Members as part of remuneration of directors and Audit &
Supervisory Board Members.
24
Strategy
Business Units
MANAGEMENT SYSTEM
Financial Section
R E S E A R C H & D E V E L O P M E N T
Terahertz radiation, which lies between radio waves and visible light on the electromagnetic spectrum, make it possible to see the interior of opaque
objects and evaluate their properties. Canon aims to contribute to a diverse array of fi elds where this technology can be applied, starting with
healthcare, by forging ahead with terahertz imaging research.
Seeking new possibilities, Canon is establishing an R&D structure spanning Japan, the United
States and Europe under the Three Regional Headquarters management system. At the same
time, Canon will develop the medical and industrial fields into new business pillars.
2012 Top Ten U.S. Patent Holders
by Company
6,453
5,080
IBM*
Samsung
Electronics
CANON
Sony
Panasonic
Microsoft
Toshiba
Hon Hai
Precision
Industry
General
Electric
LG
Electronics
3,179
3,033
2,781
2,618
2,448
2,016
1,650
1,631
* IBM is an abbreviation for International Business
Machines Corporation.
Note: Number of patents for 2012 based on preliminary
figures released by IFI CLAIMS Patent Services.
U P G R A D I N G O U R G L O B A L R & D S T R U C T U R E
Canon’s growth to date has been attributable to employing strong technolo-
gies to develop competitive products, mainly in Japan, and then disseminating
those offerings around the world. Going forward, the Company will expand
and upgrade its R&D organizations in Europe and the; United States, laying the
foundation for the Three Regional Headquarters system that Canon envisions.
In the United States, Canon will set up centers to pursue activities ranging
from research into fundamental technologies in healthcare and other new
business fields to the application of cutting-edge technologies. In Europe, we
will step up R&D in new business fields, spearheaded by existing R&D facilities.
R & D E X P E N S E S A N D PA T E N T S
Canon is bolstering R&D activities to enable the ongoing development of inno-
vative products and services. In the year under review, R&D expenses amounted
to ¥296.5 billion, down 3.7%, or ¥11.3 billion, from the previous year. The ratio
of R&D expenses to net sales was 8.5%. By segment, the Company allocated ¥99.5
billion (33.6% of total R&D expenses) to the Office Business Unit, ¥84.0 billion
RESEARCH & DEVELOPMENT
25
The CK project, collaboration between
Canon and Kyoto University, targets the
practical application of innovative medical
imaging equipment. (Exterior of Clinical
Research Center for Medical Equipment
Development (CRCMeD) where the proj-
ect has been proceeding)
Canon has integrated high-precision ma-
chine vision technology with information
technology to develop intelligent robots
that think and act on their own accord, one
of many areas where it has applied these
technologies.
(28.3%) to the Imaging System Business Unit, and ¥25.6 billion (8.6%) to the
Industry and Others Business Unit. Basic R&D expenses not allocated to specific
business units amounted to ¥87.4 billion (29.5%.) This focus on R&D activities
has cemented Canon’s high status in the field of intellectual property. In 2012,
Canon was granted 3,179 patents in the United States, ranking it third in the
world and the top-ranked Japanese company for an eighth successive year.
R E I N F O R C I N G C O R E T E C H N O L O G I E S
Canon is concentrating efforts on pre-competitive fields, involving research that
can take more than ten years. At the same time, the Company is continually bol-
stering activities centered on key parts and key devices in order to enhance the
competitiveness of its products. In CMOS image sensors, we successfully devel-
oped a 120-megapixel device. Going forward, we target further advances in
ultrahigh-resolution and ultrahigh-sensitivity devices while also considering
applications for these technologies in various fields other than digital cameras.
M E D I C A L A N D I N D U S T R I A L E Q U I P M E N T
Canon is working to establish two new business pillars: medical equipment
and industrial equipment.
In medical device, for some years Canon has been involved in the “CK Project”
in collaboration with Kyoto University. Under the project, two of our technologies
have been brought to the clinical evaluation stage. One relates to a photoacous-
tic mammography device capable of diagnosing breast cancer more accurately
than before, with minimal bodily impact during examination. The other relates
to adaptive optics scanning laser ophthalmoscopy (AO-SLO), which contributes to
the examination of the retina at the cellular level and the detection of lifestyle-
related diseases. We have started clinical evaluation into AO-SLO with a number of
universities and medical research institutes in Japan and abroad with the aim of
commercializing this technology at an early stage. Meanwhile, Canon U.S.A., Inc.
has established its R&D department to conduct joint research with Massachusetts
General Hospital and Brigham and Women’s Hospital, both affiliated with Harvard
Medical School. This collaborative project focuses on development and commer-
cialization of unique medical devices in the area of biomedical optical imaging
and medical robotic technologies, among others. Accordingly, Canon is moving
forward in establishing a global R&D system for medical devices.
In the industrial equipment field, Canon is working to develop intelligent
robots and other systems through cutting-edge application technologies by inte-
grating high-precision machine vision technology with information technology
that operates as the brains of robotic systems. Canon is proceeding with R&D
of these application technologies with a view to use them beyond intelligent
robots in fields like risk prediction and the support and care of senior citizens.
26
Strategy
Business Units
MANAGEMENT SYSTEM
Financial Section
P R O D U C T I O N
“Man-machine cell” production systems integrate processes where robots excel with processes that can only be performed by people to sharply enhance
the productivity of cell production systems. (Canon Hi-Tech Thailand Ltd.)
In addition to establishing a globally optimized production system, Canon seeks improved
quality and productivity by putting a priority on conducting production operations itself to
ensure the progress of its manufacturing expertise.
Reinforcement of Production
Capacity
2012: Commenced operations
Mar. Canon Zhongshan Business Machines
Co., Ltd.; expansion (China)
Laser printers
May Hita Canon Materials Inc. (Japan)
Toner cartridge parts
E S T A B L I S H I N G A G L O B A L L Y O P T I M I Z E D
P R O D U C T I O N S Y S T E M
Canon aims to establish a globally optimized production system that
identifies the most suitable locations for the production of individual
products based on a comprehensive assessment of various consider-
ations. These factors include cost, taxation, logistics, the ease of parts
procurement, and the workforce in each country and region. An opti-
Jun. Canon Inc., Taiwan; expansion (Taiwan)
mized system will lead to additional improvements in productivity for
Lenses, digital cameras
2013: To commence operations
Apr. Canon Prachinburi (Thailand) Ltd.
(Thailand)
Offi ce multifunction devices,
service parts
Apr. Canon Business Machines (Philippines),
Inc. (Philippines)
Laser printers, accessories, parts
Jul. Canon Indústria de Manaus Ltda. (Brazil)
Digital cameras
the entire Canon Group.
In 2012, several manufacturing sites, including Hita Canon Materials
Inc., started production. We also established new companies in Thailand,
Philippines, and Brazil, where we are preparing to construct new pro-
duction bases. In these ways, we are reinforcing our production system
globally to meet growing demand for our products.
PRODUCTION
27
The Canon Group internally manufactures
functional parts, circuit boards and other
major components, and even the molds
and manufacturing equipment used to cre-
ate parts. (Canon Precision Inc.)
Belief in “Internal Production”
In-House
Production
Automation
Man-Machine
Cell
(cid:115)(cid:0)(cid:35)(cid:79)(cid:83)(cid:84)(cid:0)(cid:0)
(cid:0) (cid:50)(cid:69)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:0)
(cid:115)(cid:0)(cid:48)(cid:82)(cid:79)(cid:68)(cid:85)(cid:67)(cid:84)
(cid:0) (cid:36)(cid:73)(cid:70)(cid:70)(cid:69)(cid:82)(cid:69)(cid:78)(cid:84)(cid:73)(cid:65)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:115)(cid:52)(cid:69)(cid:67)(cid:72)(cid:78)(cid:79)(cid:76)(cid:79)(cid:71)(cid:89)
(cid:0) (cid:48)(cid:82)(cid:79)(cid:84)(cid:69)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:115)(cid:0)(cid:48)(cid:82)(cid:79)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:0) (cid:38)(cid:76)(cid:69)(cid:88)(cid:73)(cid:66)(cid:73)(cid:76)(cid:73)(cid:84)(cid:89)
(cid:115)(cid:0)(cid:44)(cid:69)(cid:65)(cid:68)(cid:0)(cid:52)(cid:73)(cid:77)(cid:69)
(cid:0) (cid:50)(cid:69)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:115)(cid:0)(cid:49)(cid:85)(cid:65)(cid:76)(cid:73)(cid:84)(cid:89)
(cid:0) (cid:41)(cid:77)(cid:80)(cid:82)(cid:79)(cid:86)(cid:69)(cid:77)(cid:69)(cid:78)(cid:84)
(cid:115)(cid:0)(cid:48)(cid:82)(cid:79)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:0) (cid:37)(cid:70)(cid:70)(cid:73)(cid:67)(cid:73)(cid:69)(cid:78)(cid:67)(cid:89)
(cid:0) (cid:41)(cid:77)(cid:80)(cid:82)(cid:79)(cid:86)(cid:69)(cid:77)(cid:69)(cid:78)(cid:84)
(cid:115)(cid:0)(cid:48)(cid:82)(cid:79)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:0) (cid:44)(cid:79)(cid:67)(cid:65)(cid:76)(cid:73)(cid:90)(cid:65)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:115)(cid:0)(cid:48)(cid:82)(cid:79)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:0) (cid:37)(cid:70)(cid:70)(cid:73)(cid:67)(cid:73)(cid:69)(cid:78)(cid:67)(cid:89)
(cid:0) (cid:41)(cid:77)(cid:80)(cid:82)(cid:79)(cid:86)(cid:69)(cid:77)(cid:69)(cid:78)(cid:84)
(cid:115)(cid:0)(cid:35)(cid:79)(cid:83)(cid:84)
(cid:0) (cid:50)(cid:69)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:0) (cid:70)(cid:82)(cid:79)(cid:77)(cid:0)(cid:36)(cid:69)(cid:83)(cid:73)(cid:71)(cid:78)
(cid:0) (cid:48)(cid:72)(cid:65)(cid:83)(cid:69)
(cid:115)(cid:0)(cid:44)(cid:69)(cid:65)(cid:68)(cid:0)(cid:52)(cid:73)(cid:77)(cid:69)
(cid:0) (cid:50)(cid:69)(cid:68)(cid:85)(cid:67)(cid:84)(cid:73)(cid:79)(cid:78)
(cid:115)(cid:0)(cid:38)(cid:85)(cid:82)(cid:84)(cid:72)(cid:69)(cid:82)
(cid:0) (cid:33)(cid:85)(cid:84)(cid:79)(cid:77)(cid:65)(cid:84)(cid:73)(cid:79)(cid:78)
Internal Production
I M P R O V I N G P R O D U C T I V I T Y
Canon continues to expedite production in optimal locations. At the same
time, by putting a priority on conducting production operations in-house,
we proceed to raise quality and reduce costs through progress in manu-
facturing by making full use of the expertise and insights of individual
workers engaged in production. To this end, the Company has adopted a
cell production system—an approach that fully utilizes the creativity of
individual workers. Canon continues to improve productivity by making
efforts to increase production efficiencies in cell production while roll-
ing out “man-machine cell” production systems that integrate manual and
automated processes.
For some time, Canon has prioritized in-house manufacturing, especially
of image sensors and other key parts. At present, we are broadening this
strategy to include molds and production equipment, as well as automation
of production itself. In the United States, for example, we have implemented
a business model for toner cartridges that incorporates everything from
automated production to sales, collection, and recycling in the region of
consumption of our products, and we plan to apply this model in Europe as
well. In Japan, moreover, we plan to automate the assembly process for inter-
changeable lenses for digital SLR cameras, which requires a high degree of
precision, in 2013. In addition to creating high-value-added products, Canon
will expedite efforts to raise productivity in order to strengthen the cost-com-
petitiveness of manufacturing products in Japan.
Meanwhile, by implementing IT innovations that link development,
design, production, logistics, and sales and seek to achieve further efficien-
cies, Canon aims to establish advanced supply chain management that is
capable of withstanding fluctuations in demand.
E N V I R O N M E N T A L F R I E N D L Y M A N U F A C T U R I N G ;
E N H A N C E D P R O D U C T Q U A L I T Y
In addition to efforts aimed at boosting productivity, Canon promotes man-
ufacturing operations that are friendly to the global environment while
striving to improve overall product quality. With respect to manufacturing,
in 2012 we prioritized purchases of environmentally friendly products and
parts and actively shifted to transportation modes that have minimal envi-
ronmental impact. In addition, we have changed our quality-related slogan
from “Canon Quality” to “Quality as Priority: Customers’ Safety, Smartness,
and Satisfaction.” To offer customers products that are safe while also provid-
ing peace of mind and satisfaction, we implement stringent quality control
measures at every stage, from planning, development and production to
sales and after-sales service.
28
Strategy
Business Units
MANAGEMENT SYSTEM
Financial Section
S A L E S & M A R K E T I N G
At the San Francisco showroom, recently opened by Canon Solutions America, Inc., visitors can experience a wide range of Canon products through
displays and demonstrations of input to output devices such as offi ce multifunction devices. In addition, workshops and classes of photography and
photo printing are offered.
Canon reinforces its sales and marketing capabilities by providing innovative products and
advanced solutions tailored to meet the characteristics of each region.
G E N E R A L R E V I E W
In all existing core businesses, Canon is strengthening its sales, marketing,
and service capabilities by responding to actual conditions based on analyses
Composition of Sales by Region
of the features of each region.
Asia and Oceania
23.2%
¥805.6 billion
The Americas
27.0%
¥939.9 billion
Net Sales
¥3,479.8
billion
Japan
20.7%
¥720.3 billion
Europe
29.1%
¥1,014.0 billion
In 2012, Canon sought to tap markets in China’s regional cities, and also
focused on upgrading its sales bases in India and other emerging nations.
In the office equipment sector, we forged strongly ahead with our strategy
of integrating Canon’s regional sales companies with the sales subsidiaries
of Océ. This enabled us to offer a broad range of printing solutions. We also
worked to bolster sales while expediting efforts to deliver advanced solutions
and services that raise productivity.
For consumers, we launched products tailored to the market needs
of specific countries and regions while taking steps to reinforce sales in
emerging nations, with the aim of achieving sales expansion in excess of
economic growth.
SALES & MARKETING
29
In Russia, which entered the World Trade
Organization in August, 2012, we are
vigorously advancing our marketing ac-
tivities. (A camera sales outlet in Moscow)
Canon is rapidly expanding its sales
networks to meet strong demand from
emerging markets. (Canon-brand shop
in India)
J A PA N
In the year under review, sales in Japan amounted to ¥720.3 billion, equiva-
lent to 20.7% of consolidated net sales.
During the year, Canon opened the Nishi-Tokyo Data Center, which is
one of the most advanced facilities of its type in Japan and is equipped with
a multiple-level security system. In this way, we built a foundation for pro-
viding highly profitable outsourced services. Utilizing the Center, we also
worked to expand and upgrade our cloud computing services.
T H E A M E R I C A S
In the Americas sales came to ¥939.9 billion (27.0% of consolidated net sales.)
Underscoring Canon’s commitment to meet the needs of the film and tele-
vision production industries, Canon U.S.A. expanded in 2012 the capabilities
of its recently established Hollywood Professional Technology and Support
Center, in order to strengthen its sales network and bolster service and sup-
port for professionals, including filmmakers utilizing the Cinema EOS
System. Also, from June 2012, Canon reorganized its camera and video distri-
bution strategy in Brazil to direct sales from distributor channels in an effort
to expand its sales network within the country.
E U R O P E ( E U R O P E , M I D D L E E A S T , A F R I C A )
In Europe sales amounted to ¥1,014.0 billion (29.1% of consolidated net sales.)
In 2012, under difficult economic circumstances, Canon Europe Ltd. fur-
ther strengthened its sales and marketing functions in emerging markets,
such as Russia and Ukraine, by increasing its sales force and through high
profile marketing activities such as signing on as an official sponsor of
UEFA EURO 2012, Europe’s premier football tournament. In addition, Canon
Europe has expedited expansion in the graphic arts field and business ser-
vices field through the integration of Océ. This has contributed to broadened
growth opportunities and its sales performance.
A S I A A N D O C E A N I A
In 2012, sales in Asia and Oceania amounted to ¥805.6 billion, or 23.2% of
consolidated net sales.
During the year, Canon (China) Co., Ltd. opened its fourth regional
headquarters in Chengdu City, Sichuan Province, thus enhancing our
responsiveness to growing demand in China’s interior regions. In Vietnam,
which has enjoyed high growth in recent years, we established Canon
Marketing Vietnam Company Limited to accelerate efforts to build a frame-
work for importing and selling Canon Group products. In Australia’s
challenging business environment, Canon worked to improve the efficiency
of sales activities and increase the market share of its products in the local
market.
30
Strategy
Business Units
MANAGEMENT SYSTEM
Financial Section
C O R P O R A T E S O C I A L R E S P O N S I B I L I T Y
Canon Marketing (Thailand) Co., Ltd. has donated 29 electricity-generating wind turbines to schools across Thailand since it initiated the “Clean
Energy for Green World” project in 2008.
Canon is promoting CSR activities with the aim of becoming a truly excellent global
corporation that is admired and respected the world over.
C A N O N ’ S B A S I C A P P R O A C H T O C S R
Canon recognizes that its corporate activities are supported by the develop-
ment of society as a whole, and contributes to the realization of a better society
as a good corporate citizen, effectively leveraging its advanced technological
strengths, global business deployment, and diverse, specialized human resources.
E N V I R O N M E N T A L A C T I V I T I E S
In line with “Action for Green,” the Canon Environmental Vision, Canon
strives to support both enriched lifestyles and the global environment.
In 2012, nine models among Canon’s imageRUNNER ADVANCE series were
approved under the CFP (Carbon Footprint of Products) Communication
Program, operated by the Japan Environmental Management Association
for Industry (JEMAI.) They were the first office multifunction devices to be
approved under the program. The aim of the program is to allow “visualiza-
tion” of the amount of greenhouse gas emitted over the entire lifecycle of
products or services, from raw materials acquisition to disposal and/or recy-
cling. The program also complies with ISO 14067, a set of requirements and
Canon led the industry in launching a
recycling program in Japan for ink car-
tridges in 1996 and has expanded the
program’s coverage area in the years
since then.
CORPORATE SOCIAL RESPONSIBILITY
31
guidelines for carbon footprint quantification and communication that is
expected to become an international standard in 2013. Canon will continue
pursuing CFP initiatives in its ongoing quest to understand and minimize
the environmental impact of its activities across entire product lifecycles.
WWF
Canon Europe is a Conservation Imaging Partner of the World Wide Fund for
Nature (WWF) and supports its activities such as projects that raise aware-
ness of climate change in the Arctic.
In 2012, Canon Ambassador Thorsten Milse, a professional photogra-
pher, accompanied and worked with a team of WWF experts and scientists
in the Last Ice Area expedition. He also dedicated his time to documenting
the Arctic environment to raise awareness of the need for protection. Canon
Europe renewed this partnership until 2014. Canon and WWF share the hope
that the power of images will expose the state of the environment in the rap-
idly changing Arctic landscape.
Wildlife Protection in Yellowstone National Park
Canon U.S.A. supports “Eyes on Yellowstone,” an educational and research
program to manage and protect endangered wildlife species and promote
education at Yellowstone National Park. Canon’s imaging equipment has
been used to monitor the lives of animals, create a video library, and gather
information since 1995.
S O C I A L C O N T R I B U T I O N A C T I V I T I E S
Canon conducts wide-ranging social contribution activities in all parts of the
world, as a “good corporate citizen.”
Third Assistance Program Decided by the Canon Foundation
The Canon Foundation was established with the aim of contributing to the
lasting prosperity of human society and the welfare of mankind. It has desig-
nated research assistance programs in two domains: “Creation of industrial
infrastructure” (contributing to industrial development) and “Pursuit of ide-
als” (targeting improved human wisdom.) In 2012, the Foundation decided
on its third research assistance program, covering 17 specific projects.
The Tsuzuri Project
Canon and the non-profit organization Kyoto Culture Association jointly pro-
mote a project called the “Tsuzuri Project” (Official title: Cultural Heritage
Inheritance Project.) The aim of the project is to preserve original cultural assets
while maximizing the effective use of high-resolution facsimiles of cultural
Canon Europe is working with World
Wide Fund for Nature (WWF) as a Con-
servation Imaging Partner with the aim
of restoring and forestalling destruction
of the earth’s natural environment and
creating a future where people and na-
ture can coexist in harmony.
©Thorsten Milse, Canon Ambassador
The “Eyes on Yellowstone” program re-
leases videos of wildlife in their natural
environment online. These videos are
used to educate children around the world.
32
Strategy
Business Units
MANAGEMENT SYSTEM
Financial Section
assets. These facsimiles are created by blending Canon’s latest digital technol-
ogy and traditional Japanese crafts, such as gold leaf craftwork. As a result of
the project, original cultural assets can be kept in the more favorable environ-
ment of museums while copies can be used for educational purposes and public
exhibits. Since the program began in 2007, the cumulative total of items repro-
duced and donated under the project has reached 25 (as of December, 2012.)
“Colorful Classroom” Project Launched at “Hope Schools” in China
In 2012, Canon China teamed up with Nippon Paint Co., Ltd. and the China
Youth Development Foundation (CYDF) to launch the “Colorful Classroom”
project at three “Hope Schools” supported by China Canon Group. The aim of
the project is to raise the observation skills, imaginative power, and aesthetic
consciousness of Chinese children through images and colors. In addition
to donating digital cameras, inkjet printers, and other devices, Canon sent
employees to the schools to conduct photography classes for the children.
A D D R E S S I N G T H E I S S U E O F C O N F L I C T M I N E R A L S
The term “conflict minerals” refers to certain minerals originating in the
Democratic Republic of the Congo and adjoining countries in Africa, the
profit from the trade of which, provided through the global supply chain, is
alleged to be funding armed groups in that region. In the United States, legis-
lation was enacted requiring publicly listed companies to disclose their usage
of such minerals, which went into effect in January 2013.
Seeking to ensure that customers use its products with peace of mind, the
Canon Group has clarified its basic stance on the issue, working together
with business partners and industry entities with the aim of avoiding the use
of conflict minerals. Canon has held briefing sessions for relevant domestic
and overseas partners since November 2012, and launched conflict miner-
als inspections of its products since the end of January 2013, beginning with
major products. In terms of both legal compliance and CSR, Canon is making
steady progress in preparation for disclosing conflict minerals-related infor-
mation to the U.S. Securities and Exchange Commission as scheduled in 2014.
C U L T I VA T I N G D I V E R S E H U M A N R E S O U R C E S
Canon works constantly to foster global human resources capable of per-
forming on the world stage, by taking advantage of international training
programs and the like. Given our priority to keep production in-house, it is
important for us to cultivate personnel with world-class skills and expertise
on a global scale. In 2012, we stepped up training programs aimed at acquir-
ing the knowledge and skills necessary to advance our industrial equipment
business, identified as a new core domain for Canon.
In 2012, the Tsuzuri Project created
a high-resolution facsimile of fold-
ing screens with pictures of fl ocks of
cranes, which belong to the Freer Gal-
lery of Art, Smithsonian Institution
(Washington, D.C.), and donated them
to the Tokyo Metropolitan Foundation
for History and Culture.
Without regard to national origin, race,
and other matters of background, Can-
on hires, trains, and promotes personnel
that can excel as a member of a global
enterprise so that it can grow sustain-
ability as a global company.
FINANCIAL SECTION
33
F I N A N C I A L S E C T I O N
T A B L E O F C O N T E N T S
FINANCIAL
OVERVIEW
TEN-YEAR
FINANCIAL
SUMMARY
CONSOLIDATED
BALANCE SHEETS
34
50
52
CONSOLIDATED
STATEMENTS OF
INCOME
CONSOLIDATED
STATEMENTS OF
COMPREHENSIVE
INCOME
CONSOLIDATED
STATEMENTS OF
EQUITY
53
53
54
CONSOLIDATED
STATEMENTS OF
CASH FLOWS
NOTES TO
CONSOLIDATED
FINANCIAL
STATEMENTS
56
57
MANAGEMENT’S
REPORT ON INTERNAL
CONTROL OVER
FINANCIAL
REPORTING
93
REPORTS OF
INDEPENDENT
REGISTERED
PUBLIC
ACCOUNTING FIRM
94
34
Strategy
Business Units
Management System
FINANCIAL SECTION
F I N A N C I A L O V E R V I E W
GENERAL
The following discussion and analysis provides information
that management believes to be relevant to understanding
Canon’s consolidated financial condition and results of oper-
ations. References in this discussion to the “Company” are to
Canon Inc. and, unless otherwise indicated, references to the
financial 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 plain
paper copying machines, office multifunction devices
(“MFDs”), laser printers, cameras, inkjet printers, semicon-
ductor lithography equipment and flat-panel -display (“FPD”)
lithography equipment. Canon earns revenues primarily
from the manufacture and sale of these products domesti-
cally and internationally. Canon’s basic management policy
is to contribute to the prosperity and well-being of the world
while endeavoring to become a truly excellent global corpo-
rate group targeting continued growth and development.
Canon divides its businesses into three segments: the
Office Business Unit, the Imaging System Business Unit, and
the Industry and Others Business Unit.
Economic environment
Looking back at the global economy in 2012, in the United
States there were signs of improvement in employment con-
ditions and housing issues as the economy continued to
grow moderately. In Europe, the economic downturn in
Southern European countries spread to Germany and other
major countries, having a serious impact on the overall
European economy. Economic growth in emerging mar-
kets such as China and India slowed down somewhat due to
lagging exports and the effects of tight monetary policies.
In Japan, despite the reconstruction demand seen at the
beginning of the year from the previous year’s earthquake
in Japan and flooding in Thailand, the economy entered a
phase of recession during the latter half of the year due to
the slowdown in the global economy and reduced domes-
tic demand. As for the global economy overall, the effects of
the European financial crisis were felt worldwide, leading to
a widespread slowdown.
Market environment
As for the markets in which Canon operates amid these
conditions, while demand for office color MFDs showed
growth in Japan and other regions, demand for laser print-
ers remained sluggish mainly in European markets. Demand
for interchangeable-lens digital cameras continued to dis-
play strong growth across global markets while demand for
compact digital cameras shrunk not only in developed coun-
tries, but also in China and some emerging nations. Overall
demand for inkjet printers also waned due to the weak
economy. In the industry and others segment, demand for
semiconductor lithography equipment remained restrained
due to weak capital investment for memory devices while
lithography equipment used in the production of FPD
encountered sluggish demand for large-size FPD panels
despite the healthy market for mid- and small-size FPD panels
used mainly in smartphones and tablet PCs.
The average value of the yen during the year was ¥79.96
against the U.S. dollar, a slight depreciation compared with
the previous year, and ¥102.80 against the euro, a year-on-year
appreciation of approximately ¥8.
Summary of operations
Owing to the economic slowdown mainly in Europe and the
high valuation of the yen against the euro, combined with
the cooling off of demand in China during the latter half of
the year, the Canon Group faced increasingly challenging
conditions across all of its businesses. Amid this harsh envi-
ronment, although Canon continued Group-wide efforts to
expand sales, mainly for competitively priced products such
as interchangeable-lens digital cameras and office equip-
ment, net sales for the year declined 2.2% to ¥3,479.8 billion
(U.S.$39,998 million). The gross profit ratio declined by 1.4
points year on year to 47.4% due to the significant impact
of the strong yen and product mix. Thanks to Group-wide
efforts to thoroughly reduce spending such as research and
development (“R&D”) expenses, operating expenses decreased
by 2.4% to ¥1,326.1 billion (U.S.$15,243 million). Operating
profit decreased 14.3% to ¥323.9 billion (U.S.$3,722 million).
Other income (deductions) achieved a turnaround of ¥22.2
billion (U.S.$256 million) owing to an improvement in for-
eign currency exchange gain, resulting in income before
income taxes of ¥342.6 billion (U.S.$3,937 million), a decrease
of 8.5% year on year. Net income attributable to Canon Inc.
decreased by 9.7% to ¥224.6 billion (U.S.$2,581 million) from
the previous year.
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 35.
Revenues
As Canon pursues the goal 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.
FINANCIAL OVERVIEW
35
Net sales is one such KPI. Canon derives net sales primar-
ily from the sale of products and, to a much lesser extent,
provision of services associated with its products. Sales vary
depending on such factors as product demand, the number
and size of transactions within the reporting period, mar-
ket acceptance for new products, and changes in sales prices.
Other factors involved are market share and market environ-
ment. In addition, management considers the evaluation
of net sales by segment to be important for the purpose of
assessing Canon’s sales performance in various segments, tak-
ing into account recent market trends.
Gross profit ratio (ratio of gross profit to net sales) is
another KPI for Canon. Through its reforms of product
development, Canon has been striving to shorten product
development lead times in order to launch new, competi-
tively priced products at a faster pace. Furthermore, Canon
has further achieved cost reductions through enhancement
of efficiency in its production. Canon believes that these
achievements have contributed to improving Canon’s gross
profit ratio, and will continue pursuing the curtailment of
product development lead times and reductions in produc-
tion costs.
Operating profit ratio (ratio of operating profit to net
sales) and R&D expense to net sales ratio are considered
to be KPIs by Canon. Canon is focusing on two areas for
improvement. Canon is striving to control and reduce its
selling, general and administrative expenses as its first key
point. Secondly, Canon’s R&D policy is designed to main-
tain a certain level of spending in core technology to sustain
Canon’s leading position in its current business areas and
to seek possibilities in other markets. Canon believes such
investments will create the basis for future success in its
business and operations.
Cash flow management
Canon also places significant emphasis on cash flow man-
agement. The following are the KPIs with regard to cash
flow management that Canon’s management believes to
KEY PERFORMANCE INDICATORS
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, physi-
cally damaged or otherwise decreasing significantly in value,
which may adversely affect Canon’s operating results. To mit-
igate these risks, management believes that it is crucial to
continue reducing work-in-process inventories by decreasing
production lead times in order to promptly recover related
product expenses, while balancing risks of supply chain dis-
ruptions by optimizing finished goods inventories in order to
avoid losing potential sales opportunities.
Canon’s management seeks to meet its liquidity and
capital requirements primarily with cash flow from oper-
ations. Management also seeks debt-free operations. For a
manufacturing company like Canon, it generally takes con-
siderable time to realize profit from a business as the process
of R&D, manufacturing and sales has to be followed for suc-
cess. Therefore, management believes that it is important to
have sufficient financial strength so that the Company does
not have to rely on external funds. Canon has continued to
reduce its dependency on external funds for capital invest-
ments in favor of generating the necessary 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 sustain-
ability. Canon also believes that achieving a high or rising
stockholders’ equity ratio indicates that Canon has main-
tained a strong financial position or further improved
its ability 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 operations
and development. As Canon puts strong emphasis on its R&D
activities, management believes that it is important to main-
tain a stable financial base and, accordingly, a high level of its
stockholders’ equity to total assets ratio.
Net sales (Millions of yen)
Gross profit to net sales ratio
R&D expense to net sales ratio
Operating profit to net sales ratio
Inventory turnover measured in days
Debt to total assets ratio
Canon Inc. stockholders’ equity to total assets ratio
2012
¥3,479,788
47.4%
8.5%
9.3%
57 days
0.1%
65.7%
2011
¥3,557,433
48.8%
8.7%
10.6%
46 days
0.3%
64.9%
2010
¥3,706,901
48.1%
8.5%
10.5%
35 days
0.3%
66.4%
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%
Note: Inventory turnover measured in days; Inventory divided by net sales for the previous six months, multiplied by 182.5.
36
Strategy
Business Units
Management System
FINANCIAL SECTION
CRITICAL ACCOUNTING POLICIES AND
ESTIMATES
The consolidated financial statements are prepared in accor-
dance with U.S. generally accepted accounting principles
(“GAAP”) and based on the selection and application of sig-
nificant accounting policies which require management to
make significant 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 reasonable,
actual future results may differ from these estimates and
assumptions. Canon believes that the following are the more
critical judgment areas in the application of its account-
ing policies that currently affect its financial condition and
results of operations.
Revenue recognition
Canon generates revenue principally through the sale of
office and imaging system products, equipment, supplies,
and related services under separate contractual arrange-
ments. 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 fixed or determinable,
and collectibility is probable.
Revenue from sales of office products, such as office MFDs
and laser printers, and imaging system products, such as digi-
tal cameras and inkjet printers, is recognized upon shipment
or delivery, depending upon when title and risk of loss trans-
fer to the customer.
Revenue from sales of optical equipment, such as semi-
conductor lithography equipment and FPD lithography
equipment that are sold with customer acceptance provisions
related to their functionality, is recognized when the equip-
ment is installed at the customer site and the specific criteria
of the equipment functionality are successfully tested and dem-
onstrated by Canon. Service revenue is derived primarily from
separately priced product maintenance contracts on equip-
ment 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 office 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-financing leases is recognized over
the life of each respective lease using the interest method.
Leases not qualifying as sales-type leases or direct-financing
leases are accounted for as operating leases and the related
revenue is recognized ratably over the lease term. When
equipment leases are bundled with product maintenance
contracts, revenue is first allocated considering the rela-
tive fair value of the lease and non-lease deliverables based
upon the estimated relative fair values of each element. Lease
deliverables generally include equipment, financing 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 sell-
ing price if such element meets the criteria for treatment as
a separate unit of accounting. Otherwise, revenue is deferred
until the undelivered elements are fulfilled 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 dis-
counts, customer promotions and volume-based rebates.
Estimated reductions to sales are based upon historical
trends and other known factors at the time of sale. In addi-
tion, 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 war-
ranty costs are based on historical experience, and are affected
by ongoing product failure rates, specific product class failures
outside of the baseline experience, material usage and service
delivery costs incurred in correcting a product failure.
Allowance for doubtful receivables
Allowance for doubtful receivables is determined using a com-
bination of factors to ensure that Canon’s trade and financing
receivables are not overstated due to uncollectibility. These
factors include the length of time receivables are past due, the
credit quality of customers, macroeconomic conditions and
historical experience. Also, Canon records specific reserves
for individual accounts when Canon becomes aware of a cus-
tomer’s inability to meet its financial obligations to Canon,
such as in the case of bankruptcy filings or deterioration in
the customer’s operating results or financial position. If cir-
cumstances related to customers change, estimates 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 first-in, first-out method for
overseas inventories. 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 deter-
mine if inventories should be written-down to market value.
Judgments and estimates must be made and used in connec-
tion with establishing such allowances in any accounting
period. In estimating the market value of its inventories,
Canon considers the age of the inventories and the likelihood
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
FINANCIAL OVERVIEW
37
acquired intangibles subject to amortization, are reviewed
for impairment whenever events or changes in circumstances
indicate that the carrying amount of an asset may not be
recoverable. If the carrying amount of the asset exceeds its
estimated undiscounted future cash flows, an impairment
charge is recognized in the amount by which the carry-
ing 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.
Property, plant and equipment
Property, plant and equipment are stated at cost.
Depreciation is calculated principally by the declining-bal-
ance method, except for certain assets which are depreciated
by the straight-line method over the estimated useful lives of
the assets.
Goodwill and other intangible assets
Goodwill and other intangible assets with indefinite useful
lives are not amortized, but are instead tested for impair-
ment annually in the fourth quarter of each year, or more
frequently if indicators of potential impairment exist. Canon
performs its impairment test of goodwill using the two-step
approach 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 benefit from the synergies aris-
ing from each business combination. If the carrying amount
assigned to the reporting unit exceeds the fair value of the
reporting unit, Canon performs the second step to measure
an impairment charge in the amount by which the carry-
ing amount of a reporting unit’s goodwill exceeds its implied
fair value. Determining the fair value of the reporting unit
involves the use of estimates and assumptions. Intangible
assets with finite useful lives consist primarily of software,
license fees, patented technologies and customer relation-
ships. 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. Patented technologies are amortized
using the straight-line method principally over the estimated
useful life of 3 years. Customer relationships are amortized
principally using the declining-balance method over the esti-
mated useful life of 5 years.
Income tax uncertainties
Canon considers many factors when evaluating and esti-
mating 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 financial statements.
Valuation of deferred tax assets
Canon currently has significant 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 profitability may change due to future
market conditions, its ability to continue to successfully exe-
cute its operating restructuring activities and other factors.
Any changes in these factors may require possible recognition
of significant valuation allowances to reduce the net carry-
ing value of these deferred tax asset balances. When Canon
determines that certain deferred tax assets may not be recover-
able, the amounts, which may not be realized, are charged to
income tax expense and will adversely affect net income.
Employee retirement and severance benefit plans
Canon has significant employee retirement and severance
benefit obligations that are recognized based on actuarial val-
uations. Inherent in these valuations are key assumptions,
including discount rates and expected return on plan assets.
Management must consider current market conditions,
including changes in interest rates, in selecting these assump-
tions. Other assumptions include assumed rate of increase
in compensation levels, mortality rate, and withdrawal rate.
Changes in these assumptions inherent in the valuation
are reasonably likely to occur from period 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 believes that the
assumptions used are appropriate, the differences may affect
employee retirement and severance benefit costs in the future.
In preparing its financial statements for fiscal 2012,
Canon estimated a weighted-average discount rate of 1.9% for
Japanese plans and 4.6% for foreign plans and a weighted-
average expected long-term rate of return on plan assets of
3.1% for Japanese plans and 5.4% for foreign plans. In esti-
mating the discount rate, Canon uses available information
about rates of return on high-quality fixed-income govern-
mental and corporate bonds currently available and expected
to be available during the period to the maturity of the pen-
sion benefits. 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
pension benefit obligations which, in turn, could lead to an
increase in service cost and amortization cost through amor-
tization of actuarial gain or loss, a decrease in interest cost,
and vice versa. For fiscal 2012, a decrease of 50 basis points in
the discount rate increases the projected benefit obligation
by approximately ¥83,396 million (U.S.$959 million). 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 benefit 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 following years, and vice versa. For fiscal 2012, a change
38
Strategy
Business Units
Management System
FINANCIAL SECTION
of 50 basis points in the expected long-term rate of return on
plan assets would cause a change of approximately ¥3,725
million (U.S.$43 million) in net periodic benefit 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 bene-
fit obligations) of its pension plans in its consolidated balance
sheets, with a corresponding adjustment to accumulated
other comprehensive income (loss), net of tax.
CONSOLIDATED RESULTS OF OPERATIONS
SUMMARY OF OPERATIONS
Net sales
Operating profit
Income before income taxes
Net income attributable to Canon Inc.
Millions of yen
2012
¥3,479,788
323,856
342,557
224,564
change
-2.2%
-14.3%
-8.5%
-9.7%
2011
¥3,557,433
378,071
374,524
248,630
change
-4.0%
-2.4%
-4.7%
+0.8%
2010
¥3,706,901
387,552
392,863
246,603
Thousands of
U.S. dollars
2012
$39,997,563
3,722,483
3,937,437
2,581,195
Sales
Canon’s consolidated net sales in fiscal 2012 totaled
¥3,479,788 million (U.S.$39,998 million), representing a 2.2%
decrease from the previous fiscal year. This decrease of net
sales was due primarily to economic slowdown mainly in
Europe and the high valuation of the yen against the euro
combined with the cooling off of demand in China during
the latter half of the year. Canon Group faced increasingly
challenging conditions across all of its businesses.
Overseas operations are significant to Canon’s operat-
ing results and generated 79.3% of total net sales in fiscal
2012. Such sales are denominated in the applicable local
currency and are subject to fluctuations in the value of
the yen to those currencies. Despite efforts to reduce the
impact of currency fluctuations on operating results, includ-
ing localization of manufacturing in some regions along
with procuring parts and materials from overseas suppliers,
Canon believes such fluctuations have had and will continue
to have a significant effect on its results of operations.
The average value of the yen in fiscal 2012 was ¥79.96 to
the U.S. dollar, and ¥102.80 to the euro, representing a slight
depreciation to the U.S. dollar, and an appreciation of approx-
imately ¥8 against the euro, compared with the previous
year. The effects of foreign exchange rate fluctuations nega-
tively affected net sales by approximately ¥54,300 million in
fiscal 2012. This impact consisted of approximately ¥69,200
million of unfavorable impact for euro denominated sales
and favorable impact of ¥9,500 million for the U.S. dollar
denominated sales and ¥5,400 million for other foreign cur-
rency denominated sales.
Cost of sales
Cost of sales principally reflects 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 subject to fluctuations in world market prices
accompanied by fluctuations in foreign exchange rates that
may affect Canon’s cost of sales. Other components of cost of
sales include depreciation expenses, maintenance expenses,
light and fuel expenses, and rent expenses. The ratio of cost
of sales to net sales for fiscal 2012 and 2011 was 52.6% and
51.2%, respectively.
Gross profit
Canon’s gross profit in fiscal 2012 decreased by 5.0% to
¥1,649,966 million (U.S.$18,965 million) from fiscal 2011. The
gross profit ratio declined by 1.4 points year on year to 47.4%. The
deteriorated gross profit ratio was mainly the result of such fac-
tors as the sharp appreciation of the yen to the euro and falling
product prices accompanied by the rise in prices of materials.
Operating expenses
The major components of operating expenses are payroll,
R&D, advertising expenses and other marketing expenses.
Owing to Group-wide efforts to thoroughly reduce spending,
total operating expenses decreased by 2.4% to ¥1,326,110 mil-
lion (U.S.$15,243 million) in fiscal 2012.
Return on Sales
(%)
7.6
6.7
7.0
6.5
4.1
9
6
3
0
2008
2009
2010
2011
2012
FINANCIAL OVERVIEW
39
Operating profit
Operating profit in fiscal 2012 decreased 14.3% to a total of
¥323,856 million (U.S.$3,722 million) from fiscal 2011. The
ratio of operating profit to net sales decreased 1.3% to 9.3%
from fiscal 2011.
Other income (deductions)
Other income (deductions) for fiscal 2012 achieved a
turnaround of ¥22,248 million (U.S.$256 million), owing pri-
marily to an improvement in foreign currency exchange gain.
Income before income taxes
Income before income taxes in fiscal 2012 was ¥342,557 mil-
lion (U.S.$3,937 million) a decrease of 8.5% from fiscal 2011,
and constituted 9.8% of net sales.
Income taxes
Provision for income taxes in fiscal 2012 decreased by ¥10,303
million (U.S.$118 million) from fiscal 2011. The effective tax
rate during fiscal 2012 remained consistent with fiscal 2011.
The effective tax rate for fiscal 2012 was 32.1%, which was
lower than the statutory tax rate in Japan. This was mainly
due to the increase in tax credit for R&D expenses.
Net income attributable to Canon Inc.
As a result, net income attributable to Canon Inc. in fiscal
2012 decreased by 9.7% to ¥224,564 million (U.S.$2,581 mil-
lion), which represents 6.5% of net sales.
Segment information
Canon divides its businesses into three segments: the Office
Business Unit, the Imaging System Business Unit and the
Industry and Others Business Unit.
(cid:129)The Office Business Unit mainly includes Office MFDs /
Office copying machines / Personal-use copying machines /
Laser MFDs / Laser printers / Digital production printing sys-
tems / High speed continuous feed printers / Wide-format
printers / Document solution
(cid:129)The Imaging System Business Unit* mainly includes
Interchangeable-lens digital cameras / Compact digital
cameras / Digital camcorders / Digital cinema cameras /
Interchangeable lenses / Inkjet printers / Large-format ink-
jet printers / Commercial photo printers / Image scanners /
Broadcast equipment / Calculators
(cid:129)The Industry and Others Business Unit mainly includes
Semiconductor lithography equipment / FPD lithogra-
phy equipment / Digital radiography systems / Ophthalmic
equipment / Vacuum thin-film deposition equipment /
Organic LED panel manufacturing equipment / Micromotors
/ Computers / Handy terminals / Document scanners
* The “Consumer Business Unit” has been renamed the “Imaging System
Business Unit” to be more consistent with its strategy to expand the busi-
ness. This change in segment description has no impact on any financial
information of this segment.
Sales by segment
Please refer to the table of sales by segment in Note 23 of the Notes to Consolidated Financial Statements.
Canon’s sales by segment are summarized as follows:
SALES BY SEGMENT
Office
Imaging System
Industry and Others
Eliminations
Total
Sales by Segment
(Millions of yen)
2012
¥ 1,757,575
1,405,971
407,840
(91,598)
¥ 3,479,788
change
-8.4%
+7.2%
-3.1%
—
-2.2%
Millions of yen
2011
¥ 1,917,943
1,312,044
420,863
(93,417)
¥ 3,557,433
change
-3.5%
-5.7%
-2.8%
—
-4.0%
2010
¥ 1,987,269
1,391,327
432,958
(104,653)
¥ 3,706,901
Thousands of
U.S. dollars
2012
$ 20,202,011
16,160,586
4,687,816
(1,052,850)
$ 39,997,563
4,094,161
3,706,901
3,209,201
3,557,433
3,479,788
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Office Business Unit
Imaging System
Business Unit
Industry and Others
Business Unit
Eliminations
Sales by Geographic Area
(Millions of yen)
4,094,161
3,706,901
3,209,201
3,557,433
3,479,788
Japan
Americas
Europe
Asia and Oceania
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
40
Strategy
Business Units
Management System
FINANCIAL SECTION
Sales of the Office Business Unit constituting 50.5% of
consolidated net sales. Sales volume of both monochrome
and color MFDs increased, favored by the continued strong
demand for color MFDs, such as imageRUNNER ADVANCE
C5000/C2000-series models. As for laser printers, sales vol-
umes declined mainly in Europe due to deterioration in
business sentiment. Consequently, combined with the appre-
ciation of the yen, sales for the segment totaled ¥1,757,575
million (U.S.$20,202 million), a decline of 8.4% in fiscal 2012.
Sales of the Imaging System Business Unit constituting
40.4% of consolidated net sales. Sales of interchangeable-lens
digital cameras increased thanks to the competitively priced
EOS Rebel series along with the EOS 5D Mark III and EOS 60D
advanced-amateur models. As for compact digital cameras,
despite the significant deterioration of market conditions,
sales volume remained at the same level as the previous year
thanks to robust sales of the PowerShot ELPH 110 HS and
PowerShot A2300. With respect to inkjet printers, sales vol-
ume surpassed that for the year-ago period owing to the early
restoration of production following the flooding in Thailand.
Furthermore, the company successfully entered new mar-
kets with the launch of its CINEMA EOS SYSTEM lineup of
professional cinematography products, targeting Hollywood
and the broader motion picture and television production
market, along with the new DreamLabo 5000, targeting the
commercial photo printing market. As a result, amid the
effects of the strong yen, sales for the segment increased by
7.2% year on year to ¥1,405,971 million (U.S.$16,161 million)
in fiscal 2012.
Sales of the Industry and Others Business Unit consti-
tuted 11.7% of consolidated net sales in fiscal 2012. Among
semiconductor lithography equipment, while sales of i-line
steppers remained at the same level as the previous year
owing to demand for image sensors and LED elements, sales
volume overall decreased due to restrained capital expendi-
ture for memory devices. As for FPD lithography equipment,
unit sales dropped substantially in the face of shrinking
demand for equipment used in the production of large-
size panels, an area in which Canon is particularly strong.
Consequently, combined with the appreciation of the yen,
sales for the segment totaled ¥407,840 million (U.S.$4,688
million), a decrease of 3.1% year on year in fiscal 2012.
Intersegment sales of ¥91,598 million (U.S.$1,053 mil-
lion), representing 2.6% 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 23
of the Notes to Consolidated Financial Statements.
A geographical analysis indicates that net sales in fis-
cal 2012 increased in Japan and Asia and Oceania while
decreased in Americas and Europe.
In Japan, sales increased by 3.7% in fiscal 2012 supported
by the moderate economic recovery.
In the Americas, despite the admirable sales performance
of interchangeable-lens digital cameras and solid growth in
MFDs, laser printer market weakness caused sales to decline
by 2.3% in fiscal 2012.
In Europe, although interchangeable-lens digital cam-
eras showed solid growth, weak demand for laser printers
along with the sharp appreciation of the yen against the euro
caused sales to decrease by 8.9% in fiscal 2012.
In Asia and Oceania, although the speed of economic
expansion in China slowed down slightly in the latter half of
the year, owing to the solid demand for interchangeable-lens
digital cameras in emerging economies, net sales increased
by 2.2% in fiscal 2012.
A summary of net sales by geographic area is provided below.
Operating profit by segment
Please refer to the table of segment information in Note 23 of
the Notes to Consolidated Financial Statements.
Operating profit for the Office Business Unit in fiscal 2012
decreased by ¥55,687 million (U.S.$640 million) to ¥203,578
million (U.S.$2,340 million). This decrease resulted from the
decrease in sales and appreciation of the yen against the euro.
Operating profit for the Imaging System Business Unit in
fiscal 2012 decreased by ¥976 million (U.S.$11 million) to
¥210,318 million (U.S.$2,417 million). This decrease resulted
primarily from the appreciation of the yen against the euro.
Operating profit for the Industry and Others Business Unit
in fiscal 2012 declined by ¥18,390 million (U.S.$211 million),
largely owing to the decrease in sales.
SALES BY REGION
Japan
Americas
Europe
Asia and Oceania
Total
2012
¥ 720,286
939,873
1,014,038
805,591
¥ 3,479,788
change
+3.7%
-2.3%
-8.9%
+2.2%
-2.2%
Millions of yen
2011
¥ 694,450
961,955
1,113,065
787,963
¥ 3,557,433
change
-0.2%
-6.0%
-5.1%
-3.4%
-4.0%
2010
¥ 695,749
1,023,299
1,172,474
815,379
¥ 3,706,901
Thousands of
U.S. dollars
2012
$ 8,279,149
10,803,138
11,655,609
9,259,667
$ 39,997,563
Note: This summary of net sales by geographic area is determined by the location where the product is shipped to the customers.
FINANCIAL OVERVIEW
41
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
generally in yen. Given Canon’s current operating structure,
appreciation of the yen has a negative impact on net sales
and the gross profit ratio. To reduce the financial risks from
changes in foreign exchange rates, Canon utilizes derivative
financial instruments, which consist principally of forward
currency exchange contracts.
The operating profit on foreign operation sales is usually
lower than that from domestic operations because foreign
operations consist mainly of marketing activities. Marketing
activities are generally less profitable than production activ-
ities, which are mainly conducted by the Company and
its domestic subsidiaries. Please refer to the table of geo-
graphic information in Note 23 of the Notes to Consolidated
Financial Statements.
LIQUIDITY AND CAPITAL RESOURCES
Cash and cash equivalents in fiscal 2012 decreased by
¥106,549 million (U.S.$1,225 million) to ¥666,678 million
(U.S.$7,663 million), compared with ¥773,227 million in fis-
cal 2011 and ¥840,579 million in fiscal 2010. Canon’s cash
and cash equivalents are typically denominated both in
Japanese yen and in U.S. dollar, with the remainder denomi-
nated in foreign currencies.
Net cash provided by operating activities in fiscal 2012
decreased by ¥85,485 million (U.S.$983 million) from the pre-
vious year to ¥384,077 million (U.S.$4,415 million). Cash flow
from operating activities consisted of the following key com-
ponents: the major component of Canon’s cash inflow is
cash received from customers, and the major components of
Canon’s cash outflow are payments for parts and materials,
selling, general and administrative expenses, R&D expenses
and income taxes.
For fiscal 2012, cash inflow from cash received from cus-
tomers decreased due to the decrease of sales. There were no
significant changes in Canon’s collection rates. Cash outflow
for payments for parts and materials increased, as a result
of our efforts to optimize inventory levels in order to avoid
losing potential sales opportunities while simultaneously
increasing flexibility in response to unexpected risks and
events. This has led to an increase in inventory turnover days.
Cash outflow for payments for selling, general and adminis-
trative expenses decreased owing to thorough spending cuts
across the Canon Group implemented after the earthquake in
fiscal 2011 to control expenses more efficiently. Cash outflow
for income taxes decreased due to decrease of taxable income.
Net cash used in investing activities in fiscal 2012 was
¥212,740 million (U.S.$2,445 million), decreasing by ¥43,803
million (U.S.$503 million), from ¥256,543 million in fiscal 2011,
due to the net effect of increased capital investment focused on
boosting production and reducing the amount of time depos-
its included in short-term investments. The purchases of fixed
assets, which totaled ¥316,211 million (U.S.$3,635 million) in
fiscal 2012, were focused on items relevant to raising produc-
tion capacity and reducing production cost.
Canon defines “free cash flow” by deducting the cash
flows from investing activities from the cash flows from
operating activities. For fiscal 2012, free cash flow totaled
¥171,337 million (U.S.$1,970 million) as compared with
¥213,019 million for fiscal 2011. Canon’s management recog-
nizes that constant and intensive investment in facilities and
R&D is required to maintain and strengthen the competitive-
ness of its products. Canon’s management seeks to meet its
capital requirements with cash flow principally earned from
its operations. Therefore, its capital resources are primarily
sourced from internally generated funds. Accordingly, Canon
has included the information with regard to free cash flow
as its management frequently monitors this indicator, and
believes that such indicator is beneficial to the understand-
ing of investors. Furthermore, Canon’s management believes
that this indicator is significant in understanding Canon’s
current liquidity and the alternatives of use in financing
activities because it takes into consideration its operating and
investing activities. Canon refers to this indicator together
with relevant U.S. GAAP financial measures shown in its con-
solidated statements of cash flows and consolidated balance
sheets for cash availability analysis.
Net cash used in financing activities totaled ¥319,739 mil-
lion (U.S.$3,675 million) in fiscal 2012, mainly resulting from
repurchase of treasury stock of ¥149,968 million (U.S.$1,724
million), and the dividend payout of ¥142,362 million
(U.S.$1,636 million). The Company paid dividends in fiscal
2012 of ¥120.00 per share.
To the extent Canon relies on external funding for its liquid-
ity and capital requirements, it generally has access to various
funding sources, including the issuance of additional share
capital, long-term debt or short-term loans. While Canon
has been able to obtain funding from its traditional financ-
ing 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 the current portion of
long-term debt) amounted to ¥1,866 million (U.S.$21 mil-
lion) at December 31, 2012 compared with ¥8,343 million
at December 31, 2011. Long-term debt (excluding the cur-
rent portion) amounted to ¥2,117 million (U.S.$24 million)
at December 31, 2012 compared with ¥3,368 million at
December 31, 2011.
Canon’s long-term debt mainly 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 Ratings Services (“S&P”). In addition, Canon main-
tains 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 15, 2013, Canon’s debt ratings are: Moody’s:
Aa1 (long-term); S&P: AA (long-term), A-1+ (short-term);
42
Strategy
Business Units
Management System
FINANCIAL SECTION
and R&I: AA+ (long-term). Canon does not have any rating
downgrade 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.
Return on Canon Inc. stockholders’ equity (net income
attributable to Canon Inc. divided by the average of total
Canon Inc. stockholders’ equity) was 8.7% in fiscal 2012 com-
pared with 9.6% in fiscal 2011 and 9.2% in fiscal 2010.
Increase in property, plant and equipment on an accrual
basis in fiscal 2012 amounted to ¥270,457 million (U.S.$3,109
million) compared with ¥226,869 million in fiscal 2011 and
¥158,976 million in fiscal 2010. For fiscal 2013, Canon proj-
ects its increase in property, plant and equipment will be
approximately ¥265,000 million (U.S.$3,046 million).
Employer contributions to Canon’s worldwide defined ben-
efit pension plans were ¥30,421 million (U.S.$350 million) in
fiscal 2012, ¥30,510 million in fiscal 2011, and ¥21,435 mil-
lion in fiscal 2010. In addition, employer contributions to
Canon’s worldwide defined contribution pension plans were
¥13,021 million (U.S.$150 million) in fiscal 2012, ¥12,511 mil-
lion in fiscal 2011, and ¥11,780 million in fiscal 2010.
Working capital in fiscal 2012 decreased by ¥21,636 million
(U.S.$249 million), to ¥1,237,821 million (U.S.$14,228 mil-
lion), compared with ¥1,259,457 million in fiscal 2011 and
¥1,233,488 million in fiscal 2010. Canon believes its work-
ing capital will be sufficient for its requirements for the
foreseeable future. Canon’s capital requirements are primar-
ily dependent on management’s business plans regarding
the levels and timing of purchases of fixed assets and invest-
ments. The working capital ratio (ratio of current assets to
current liabilities) for fiscal 2012 was 2.47 compared to 2.41
for fiscal 2011 and to 2.38 for fiscal 2010.
Return on assets (net income attributable to Canon Inc.
divided by the average of total assets) was 5.7% in fiscal 2012,
compared to 6.3% in fiscal 2011 and 6.3% in fiscal 2010.
The debt to total assets ratio was 0.1%, 0.3% and 0.3% as
of December 31, 2012, 2011 and 2010, respectively. Canon
had short-term loans and long-term debt of ¥3,983 million
(U.S.$46 million) as of December 31, 2012, ¥11,711 million
as of December 31, 2011 and ¥11,331 million as of December
31, 2010.
OFF-BALANCE SHEET ARRANGEMENTS
As part of its ongoing business, Canon does not participate
in transactions that generate relationships with unconsol-
idated entities or financial partnerships, such as entities
often referred to as structured finance or special purpose
entities established for the purpose of facilitating off-bal-
ance sheet arrangements or other contractually narrow or
limited purposes.
Canon provides guarantees for bank loans of its employ-
ees, affiliates and other companies. Canon would have to
perform under a guarantee if the borrower defaults on a pay-
ment within the contract periods of 1 year to 30 years in the
case of employees with housing loans, and 1 year to 10 years
in the case of affiliates and other companies. The maximum
amount of undiscounted payments Canon would have had
to make in the event of default by all borrowers was ¥13,333
million (U.S.$153 million) at December 31, 2012. The carrying
amounts of the liabilities recognized for Canon’s obligations
as a guarantor under those guarantees at December 31, 2012
were insignificant.
Working Capital Ratio
2.57
2.41
2.47
2.19
2.38
Increase in Property,
Plant and Equipment
(Millions of yen)
361,988
270,457
216,128
226,869
158,976
400,000
300,000
200,000
100,000
0
3.0
2.5
2.0
1.5
1.0
0.5
0
Return on Canon Inc.
Stockholders’ Equity
(%)
12
11.1
9.6
9.2
8.7
4.9
9
6
3
0
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
2008
2009
2010
2011
2012
FINANCIAL OVERVIEW
43
CONTRACTUAL OBLIGATIONS AND COMMERCIAL COMMITMENTS
The following summarizes Canon’s contractual obligations at December 31, 2012.
Millions of yen
Contractual obiligations:
Long-term debt:
Capital lease obligations
Other long-term debt
Operating lease obligations
Purchase commitments for:
Property, plant and equipment
Parts and raw materials
Other long-term liabilities:
Total
Less than 1 year
1-3 years
3-5 years
More than 5 years
Payments due by period
¥ 3,535
129
75,807
¥ 1,503
44
25,101
¥ 1,775
35
27,808
¥
243
30
13,152
¥
14
20
9,746
39,520
65,311
39,520
65,311
—
—
—
—
—
—
Contribution to defined benefit pension plans
Total
40,064
¥ 224,366
40,064
¥ 171,543
—
¥ 29,618
—
¥ 13,425
—
¥ 9,780
Note: The table does not include provisions for uncertain tax positions and related accrued interest and penalties, as the specific timing of future pay-
ments related to these obligations cannot be projected with reasonable certainty. See Note 13, Income Taxes in the Notes to Consolidated Financial
Statements for further details. Contribution to defined benefit pension plans reflects the expected amount only for the next fiscal year, since contri-
butions beyond the next fiscal year are not currently determinable due to uncertainties related to changes in actuarial assumptions, returns on plan
assets and changes to plan membership.
Thousands of U.S. dollars
Contractual obiligations:
Long-term debt:
Capital lease obligations
Other long-term debt
Operating lease obligations
Purchase commitments for:
Property, plant and equipment
Parts and raw materials
Other long-term liabilities:
Total
Less than 1 year
1-3 years
3-5 years
More than 5 years
Payments due by period
$ 40,632 $
1,483
871,345
17,276
506
288,517
$ 20,402
402
319,632
$ 2,793
345
151,172
$
161
230
112,024
454,253
750,701
454,253
750,701
—
—
—
—
—
—
Contribution to defined benefit pension plans
Total
460,506
460,506
$ 2,578,920 $ 1,971,759
—
$ 340,436
—
$ 154,310
—
$ 112,415
44
Strategy
Business Units
Management System
FINANCIAL SECTION
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 are recognized and
are included in selling, general and administrative expenses.
Estimates for accrued product warranty costs are primarily
based on historical experience, and are affected by ongoing
product failure rates, specific product class failures outside of
the baseline experience, material usage and service delivery
costs incurred in correcting a product failure. As of December
31, 2012, accrued product warranty costs amounted to
¥12,163 million (U.S.$140 million).
At December 31, 2012, commitments outstanding for the
purchase of property, plant and equipment were approxi-
mately ¥39,520 million (U.S.$454 million), and commitments
outstanding for the purchase of parts and raw materials were
approximately ¥65,311 million (U.S.$751 million), both for
use in the ordinary course of its business. Canon anticipates
that funds needed to fulfill these commitments will be gener-
ated internally through operations.
During fiscal 2013, Canon expects to contribute ¥18,610
million (U.S.$214 million) to its Japanese defined benefit
pension plans and ¥21,454 million (U.S.$247 million) to its
foreign defined benefit pension plans.
Canon’s management believes that current financial
resources, cash generated from operations and Canon’s poten-
tial capacity for additional debt and/or equity financing will
be sufficient to fund current and future capital requirements.
RESEARCH AND DEVELOPMENT, PATENTS AND
LICENSES
Year 2012 marks the second year of the Excellent Global
Corporation Plan, its 5-year (2011–2015) management plan.
The slogan of the fourth phase (“Phase IV”) is “Aiming for the
Summit - Speed & Sound Growth” and there are three core
strategies related to R&D:
(cid:129)Achieve the overwhelming No.1 position in all core busi-
nesses and expand related and peripheral businesses;
(cid:129)Develop new business through globalized diversification
and establish the Three Regional Headquarters manage-
ment system; and
(cid:129)Build the foundations of an environmentally advanced
corporation.
Canon has been striving to implement the three R&D
related strategies as follows:
(cid:129)Achieve the overwhelming No.1 position in all core busi-
nesses and expand related and peripheral businesses:
Continue to introduce competitive products through
innovation and aim at gaining profit through solutions
and services.
(cid:129)Develop new business through globalized diversification
and establish the Three Regional Headquarters manage-
ment system: Reinforce the businesses of commercial
printing sector, medical imaging sector, industrial equip-
ment sector and security and safety sector to develop
into Canon’s new pillars. Seek talents in Japan, US, and
Europe to foster promising technologies and enhance
R&D capabilities in global-scale dimensions by enabling
product development in specialized area of each region,
with actively utilizing M&A.
(cid:129)Build the foundations of an environmentally advanced
corporation: Focus on energy- and resource-conserving
technologies to create products with the highest environ-
mental performance.
Canon has developed and strengthened relationships
with universities and other research institutes, such as Kyoto
University, Tokyo Institute of Technology, Osaka University,
Stanford University, the University of Arizona, the New
Energy and Industrial Technology Development Organization
and the National Institute of Advanced Industrial Science
and Technology to assist with fundamental research and to
develop cutting-edge technologies. Additionally, Canon has
entered into respective collaborative research agreements
with Massachusetts General Hospital (MGH) and Brigham
and Women’s Hospital (BWH) to develop and commercialize
unique medical devices.
Canon has fully introduced 3D-CAD systems across the
Canon Group, boosting R&D efficiency to curtail product
development times and costs. Moreover, Canon enhanced and
evolved its simulation, measurement, and analysis technol-
ogies 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 pro-
totypes, dramatically lowering costs and shortening product
development lead times.
Canon’s consolidated R&D expenses were ¥296,464 mil-
lion (U.S.$3,408 million) in fiscal 2012, ¥307,800 million in
fiscal 2011 and ¥315,817 million in fiscal 2010. The ratios of
R&D expenses to the consolidated total net sales for fiscal
2012, 2011 and 2010 were 8.5%, 8.7% and 8.5%, respectively.
Canon believes that new products protected by patents
will not easily allow competitors to compete with them, and
will give them an advantage in establishing standards in the
market and industry. According to the United States patent
annual list, released by IFI CLAIMS® Patent Services, Canon
obtained the third greatest number of private sector patents
in fiscal 2012.
R&D Expenses
(Millions of yen)
400,000
374,025
300,000
200,000
100,000
0
315,817
304,600
307,800
296,464
2008
2009
2010
2011
2012
FINANCIAL OVERVIEW
45
MARKET RISK EXPOSURES
Canon is exposed to market risks, including changes in for-
eign currency exchange rates, interest rates and prices of
marketable securities and investments. In order to hedge the
risks of changes in foreign currency exchange rates, Canon
uses derivative financial instruments.
Equity price risk
Canon holds marketable securities included in current assets,
which consist generally of highly-liquid and low-risk instru-
ments. Investments included in noncurrent assets are held as
long-term investments. Canon does not hold marketable secu-
rities 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 classified as available-for-sale securities, were as follows at December 31, 2012.
Available-for-sale securities
Due within one year
Due after one year through five years
Due after five years through ten years
Equity securities
Millions of yen
Thousands of U.S. dollars
Cost
¥
30
953
1,010
14,866
¥ 16,859
Fair value
30
¥
990
985
21,335
¥ 23,340
Cost
$
345
10,954
11,609
170,874
$ 193,782
Fair value
$
345
11,379
11,322
245,230
$ 268,276
Foreign currency exchange rate and
interest rate risk
Canon operates internationally, exposing it to the risk of
changes in foreign currency exchange rates. Derivative
financial instruments 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 moni-
toring changes in the exposures and by evaluating hedging
opportunities. Canon does not hold or issue derivative finan-
cial instruments for trading purposes. Canon is also exposed
to credit-related losses in the event of non-performance by
counterparties to derivative financial instruments, but it is
not expected that any counterparties will fail to meet their
obligations. Most of the counterparties are internationally
recognized financial institutions and selected by Canon tak-
ing into account their financial condition, and contracts are
diversified across a number of major financial 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 cur-
rency 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 specific 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 financial instruments related to foreign currency
exchange transactions existing at December 31, 2012. All of the foreign exchange contracts described in the following table
have a contractual maturity date in 2013.
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
¥ 220,742
(12,365)
¥ 172,641
(11,444)
¥ 26,889
(1,600)
¥ 420,272
(25,409)
¥ 38,826
136
¥ 27,737
611
¥
—
—
¥ 66,563
747
U.S.$
Euro
Others
Total
$ 2,537,264 $ 1,984,379
(131,540)
(142,126)
$ 309,070
(18,391)
$ 4,830,713
(292,057)
$ 446,276 $ 318,816
7,023
1,563
$
— $ 765,092
8,586
—
46
Strategy
Business Units
Management System
FINANCIAL SECTION
All of Canon’s long-term debt is fixed rate debt. Canon
expects that fair value changes and cash flows resulting
from reasonable near-term changes in interest rates will be
immaterial. Accordingly, Canon believes interest rate risk is
insignificant. See also Note 10 of the Notes to Consolidated
Financial Statements.
Changes in the fair value of derivative financial instru-
ments designated as cash flow hedges, including foreign
exchange contracts associated with forecasted intercompany
sales, are reported in accumulated other comprehensive
income (loss). These amounts are subsequently reclassified
into earnings through other income (deductions) in the same
period as the hedged items affect earnings. Substantially all
such amounts recorded in accumulated other comprehen-
sive income (loss) at year-end are expected to be recognized
in earnings over the next twelve months. Canon excludes the
time value component from the assessment of hedge effec-
tiveness. 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 recog-
nized in earnings and not considered hedge ineffectiveness.
The amount of the hedging ineffectiveness was not mate-
rial for the years ended December 31, 2012, 2011 and 2010.
The amounts of net losses excluded from the assessment
of hedge effectiveness (time value component) which was
recorded in other income (deductions) was ¥221 million
(U.S.$3 million), ¥457 million and ¥302 million for the years
ended December 31, 2012, 2011 and 2010, 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
contracts are recorded in earnings immediately.
LOOKING FORWARD
Looking at prospects for the global economy, Canon expects
the U.S. economy to realize an accelerated recovery and
emerging economies such as China to maintain solid growth.
Canon believes, however, that European economies are likely
to remain sluggish due to the debt crisis. The global economy
as a whole is likely, Canon thinks, to show moderate growth,
while the Japanese economy will likely head into solid
recovery driven by the economic reconstruction policy and
weakening of the yen against other currencies.
Fiscal 2013 represents the third year of Phase IV (2011–
2015) of the Excellent Global Corporation Plan, a year in
which Canon will implement various measures and in line
with a basic policy Canon has established to implement sharp
reforms and achieve sound business growth in the face of the
current turbulent business environment.
In order to achieve its targets, Canon has set and will
actively pursue the following five priority goals.
(cid:129) Reinforcing Business by Creating Outstanding Hit
Products
Canon aims to develop next-generation products and cre-
ate business models that take into account the dramatic
changes taking place in the market such as the popular-
ization of smartphones and cloud computing. Canon will
further reinforce business profitability, realizing timely
launches of new products that are of sound development
quality leveraging the technology of prototype-less devel-
opment, and filtering down the selection of products
through a process of selection and concentration.
(cid:129) Securely Launching New Businesses and Achieving
Sound Expansion
Canon plans to work to fundamentally strengthen its
business, targeting the rapidly growing market for
network camera systems. Canon plans to also work to
further strengthen its “CINEMA EOS SYSTEM” and boost
the profitability of its MR System “MREAL.” Additionally,
Canon will take full advantage of M&A opportunities to
further broaden the range of its business.
(cid:129) Thoroughly Strengthening Sales in Accordance with
Respective Market Characteristics
In the office products domain, Canon plans to lever-
age its integration with sales subsidiaries of Océ N.V.
to thoroughly strengthen direct sales and the solution
and service business, while in the consumer products
domain, Canon plans to strengthen sales in emerging
markets and launch products suited to the country’s or
region’s market characteristics in order to achieve sales
expansion that is higher than economic growth.
(cid:129) Relentlessly Pursuing Cost Reductions and Accelerating
Optimization of Global Production
Canon plans to accelerate the application of automated
and robot-based production. Canon plans to also expand
its application of in-house production, which has focused
FINANCIAL OVERVIEW
47
mainly on key components, to include general parts and
molds, and production equipment. Additionally, Canon
plans to promote a globally optimized production struc-
ture through agile production strategies always suited to
the characteristics of each global base.
(cid:129) Concentrating on Cultivation of Technological Themes
that Lead the Way to the Future
Canon plans to accelerate innovation by further filtering
down key themes and concentrating resources to obtain a
steady stream of basic patents.
Office Business Unit
In 2012, Canon was able to maintain its revenue from sales
of MFDs, services and solutions despite a strong yen and the
deceleration of the global economy. The consolidation of Océ
N.V. has brought many strategic assets to Canon, including
expertise, resources and innovation.
The importance of connectivity, systems integration, busi-
ness-workflow and web services continues to grow in the
office imaging space and such added value is increasingly
offered together with MFDs, printers and other hardware
products as customer solutions. Canon seeks to maintain its
leading position in these core markets.
In 2012, Canon expanded its offering with the launch
of the imageRUNNER ADVANCE 4000, 6200, 8200 and
imageRUNNER ADVANCE C5200 series and Océ VarioPrint
110/120/135, which are monochrome digital presses jointly
developed with Océ N.V.
As for Production Printing Product (PPP), Canon strength-
ened its innovation capabilities in business services to
accelerate the development of higher added value services
as well as continued to invest in new products in order to
expand its business in existing and new markets. To enter
the Poster print market, Canon launched a new wide for-
mat printer, the ColorWave 650. Canon also introduced
InfiniStream, which enables the vision of high-volume just-
in-time production of customized folding cartons, with the
industry’s fastest liquid toner technology. As for solutions
Canon introduced imageWARE Desktop Version 3, a software
program that enhances the imageRUNNER ADVANCE ecosys-
tem by enabling seamless document management. Canon
also launched new service offerings for the Canon Business
Imaging Online, Canon’s unique cloud-based platform, while
joining forces with major players in the technology industry.
To maintain and enhance its competitive edge and to meet
increasingly sophisticated customer demands, Canon plans to
continue reinforcing its hardware and software product line-
ups and solutions capability.
Although there is heightened uncertainty about the
future of the laser printer market with the ongoing eco-
nomic downturn in Europe and the deceleration of growth in
emerging markets, Canon’s laser printer business continues
to occupy a large share and strong position in the market. In
the monochrome laser printer market, the transition to a low
price segment is expected to expand sales in the micro office/
home office market and in emerging markets. Canon expects
an expansion in the color laser printer market to be driven by
increasing demand for color printing. Moreover, Canon plans
to aggressively launch new products in the MFDs market and
to drive Canon’s business growth.
However, Canon is experiencing fierce competition with
competitors focused on the laser printer market and an
eventual decline in sales prices is becoming a major threat.
Growth of the tablet PC and smartphone market, which
affects users’ printing behavior and may also lead to a
decrease in demand for printing, is becoming a new threat.
In response, Canon aims to promote technological
developments in order to introduce in a timely manner com-
petitive products across the office business unit, and to
pursue business efficiency through continuous cost reduc-
tion and optimization of its supply chain.
Imaging System Business unit
The demand for high-resolution digital photos remained
high, and as a result the interchangeable lens digital cam-
era market continued to show robust growth in 2012. By
market category, growth remained strong in developed coun-
tries, and was particularly robust in Asia outside Japan and
other emerging markets, which contributed to overall global
growth in the imaging system business unit. By product cat-
egory, the digital single-lens-reflex (“SLR”) camera market
showed steady growth, while mirrorless cameras represented
a new category stimulating consumer demand.
In terms of interchangeable lens digital cameras, on top
of the need for higher resolution and more compact and
lightweight sizes, there is also consumer demand for video
recording functions which manufacturers are meeting with
a full high definition (HD) format, which is becoming a stan-
dard feature. Canon believes there remains considerable
room for future growth in this category through develop-
ment of new products based on state-of-the-art technology. In
emerging markets, sales volumes of interchangeable lens dig-
ital cameras are still increasing rapidly.
As for the interchangeable lens market, interchangeable
lens digital cameras have made dramatic advances in popu-
larity, and further growth is expected in the future. Canon
will continue to endeavor to market products that meet
customer needs, such as lenses equipped with an image stabi-
lization function, so as to expand sales and market share.
Overall, the compact digital camera market shrank year-
on-year due to ongoing economic stagnation and the rapid
growth of tablet PCs and smartphones. However, Canon’s
position in the compact market improved such that Canon
now maintains a higher market share compared to the previ-
ous fiscal year.
In the digital camera market, Canon faced intense price
competition. This combined with the value of the yen
remaining at historical highs throughout most of 2012,
48
Strategy
Business Units
Management System
FINANCIAL SECTION
placed serious constraints on Canon’s profit margins.
Throughout the industry, there has been a strong tendency
toward reliance on EMS (electronic manufacturing services),
and intense price competition is expected to continue for the
foreseeable future. Canon’s strategies to address these chal-
lenges include boosting the added value of products, pressing
forward with 100% internal production leveraging the econ-
omies of scale that come with being the industry leader, and
building an optimum cost structure to combat the pressures
that might return should the yen strengthen again.
The main recording media for digital camcorders has
become flash memory and the shift from SD to HD is ongo-
ing. The market for conventional camcorders has been
shrinking primarily because many popular devices include
a movie function. On the other hand, new categories like
web cameras and action cameras are emerging and expand-
ing. Canon aims to expand sales in this market with a robust
product lineup including higher added value based around
Canon’s distinctive high-definition, high-resolution technol-
ogies also found in Canon’s professional line. Canon plans to
expand lineup of “CINEMA EOS SYSTEM” in the business-use
digital video camcorder field. CINEMA EOS SYSTEM consists
of new interchangeable lens digital cinema camcorders, EF
Lenses and new EF Cinema Lenses. Canon is widely aiming
to solidify its top position in the motion picture production
market by introducing a new series of interchangeable lens
cinema camcorders and cinema lenses to the market not only
cinema but also broadcast, sports, documentary, etc. as the
CINEMA EOS SYSTEM.
In 2012, Canon experienced robust growth in the field
of projectors for business applications, and in particular
brighter, installation type projectors. In this installation mar-
ket, Canon launched the new install-type WUX5000, WX6000
and SX6000 with great success in 2012. Moving forward,
Canon expects to extend its competitive product lineup based
around the optical technology on which the company prides
itself, and push for expanded sales.
In the field of network cameras for industrial surveillance
and management applications, the fiscal year 2012 achieved
double-digit growth. The four HD-compatible products
Canon launched in the second half of 2011 have increased
the importance of mega-pixels and image analysis and also
achieved significant growth in terms of both units sold and
monetary amount.
In the broadcast TV lens market, gradual market expan-
sion has continued due to market growth in emerging
economies although demand arising from the switchover
to high-definition broadcast formats in developed countries
dropped off. Despite the economic slump in Europe, the slow-
down of exports to China and the progressive lowering of
equipment prices, Canon still has a large share of the TV lens
market with high value-added products. Canon’s success-
ful introduction in 2012 of a new field lens for international
level sporting events contributed to increased revenue.
In 2012, the consumer inkjet printer market declined com-
pared to 2011, due to a worldwide economic downturn and
competitor’s withdrawal from the business. Vendors intro-
duced new product functions which make it easy to print from
smartphone, tablet PC and the cloud computing environment,
as well as functions which improve operability for users.
Such vendors also expanded their lineup of products from
conventional home use to emerging market and business
area use.
The large-format inkjet printer market decreased slightly
in 2012 from the previous year, amid the situation of drop-
ping in capital spending caused by the downturn in the
European economy and the slowdown of the growth rate in
the Asian economy. In this environment, Canon was able to
increase sales of large-format inkjet printer units in 2012
compared to 2011. In the first quarter of 2012, Canon was
unable to supply enough units to the market primarily as
a result of supply delays caused by the floods in Thailand.
However, owing to a keen focus on recovering production
quickly, Canon has been able to exceed unit sales levels for
each quarter from the second quarter of 2012 compared
to the same quarter in the prior year. Because the overall
market declined in 2012, Canon was accordingly able to
increase its share of the market. Canon increased the unit
sales of large-format inkjet printers in part by launching
new products for the graphic art market and expanding
sales channels.
Industry and Others Business Unit
In fiscal 2012, the market for semiconductor lithography
equipment decreased approximately 30% from the previous
year. In the memory segment, equipment investment by chip
makers remained low primarily because supply continued to
outweigh demand. However, image sensor, logic device and
automotive device makers steadily increased their equipment
investments, drawn by the growing market for smartphones,
tablet PCs and hybrid cars. At the same time, some manufac-
turers started to invest in i-line steppers for small diameter
wafers used in power devices and LEDs, as well as for new
markets such as 3D mountings for silicon Via (TSV).
As a result, Canon’s shipments of semiconductor lithogra-
phy equipment in 2012 slightly decreased from the previous
year. Shipments for memory makers remained low while
i-line steppers for image sensor production enjoyed brisk
sales. In addition, Canon released new i-line stepper FPA-
3030i5+ suitable for the production of the green devices
such as LEDs and power devices, which currently occupies a
high share of automotive device and LEDs markets. Canon
also released new KrF stepper FPA-6300ES6a with greatly
improved productivity compared to conventional equipment.
In 2012, the market for FPD lithography equipment gen-
erally slowed because of a deterioration of panel makers’
earnings. Overall the market for 8th generation large-sized
panel production declined 60% from the previous year while
FINANCIAL OVERVIEW
49
Sales of film deposition equipment, made by Canon
ANELVA Corporation, for magnetic heads and hard discs fell
due to the weak PC market, while sales of semiconductor film
deposition equipment significantly increased as demand for
semiconductor devices used in smartphones was robust.
Although sales of die bonders manufactured by Canon
Machinery Inc. decreased due to slow capital investment
by semiconductor manufacturers, sales of equipment
related to secondary batteries used in automobiles and
smartphones increased.
Forward looking statements
The foregoing discussion and other disclosure in this report
contains forward-looking statements that reflect manage-
ment’s current views with respect to certain future events
and financial performance. Actual results may differ materi-
ally 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 following important factors could
cause actual results to differ materially from those projected
or implied in any forward-looking statements: foreign cur-
rency exchange rate fluctuations; 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 fluctuations; uncertainty as to economic con-
ditions in Canon’s major markets; uncertainty of continued
demand for Canon’s high-value-added products; Canon’s
ability to continue to develop products and to market prod-
ucts that incorporate new technology on a timely basis, are
competitively priced, and achieve market acceptance; the pos-
sibility of losses resulting from foreign currency transactions
designed to reduce financial risks from changes in foreign
currency exchange rates; and inventory risk due to shifts in
market demand.
the market for 5.5-6th generation small-to-mid-sized panel
production maintained high growth due to the brisk market
of smartphones and tablet PCs.
As a result, Canon’s shipments of FPD lithography equip-
ment decreased from the previous year primarily due to
decline in the market for large-sized panels, where Canon is
particularly competitive, and the delay in the development
of new products for small-to-mid-sized panels, for which the
market has maintained a healthy growth.
Canon expects FPD lithography equipment investments
by panel makers to recover in 2013 mainly led by Chinese
makers. Canon aims to turn around the market share by
revamping its product lineup including products for small-to-
mid-sized panels.
In the medical equipment business, the digital radiogra-
phy (DR) market continued to expand in 2012, mainly in the
emerging markets such as Asia. Moreover, the digital systems
market of developed countries continued to experience a
rapid transition from the digitalization format of computed
radiography (CR) to the newest DR format. While competition
increased with a growing number of new players, the target
market of Canon DR products showed steady growth.
As a result, Canon accelerated sales of Canon’s static DR
products; CXDI-401C/G, CXDI-401C/G COMPACT, CXDI-501C/G,
and CXDI-80C Wireless, all launched in fiscal year 2011, led
the revenue increase for fiscal year 2012. Canon’s dynamic DR
product, CXDI-50RF, also recorded consistent sales growth,
contributing to the overall sales expansion in DR business.
Regarding the ophthalmic products, the optical coher-
ence tomography (“OCT”) market continued to expand in
2012, and Canon expects a further increase in both vol-
ume and competition in the market. In the OCT market,
Canon launched the first Canon-brand OCT, OCT HS-100, in
September 2012. This product was the result of collaboration
with Optopol Technology, S.A. (Poland), a Canon Group con-
solidated subsidiary since 2010.
Canon’s fiscal year 2012 ophthalmic product sales were
supported by increased sales of TX-20/TX-20P a full auto
tonometer and CR-2 Plus high-end non-mydriatic retinal
camera, both released in 2011, and RK-F2, a full auto refkera-
tometer released in 2012.
With the addition of OCT to Canon’s product portfolio,
Canon strives to further increase sales in the ophthalmic
equipment market.
Sales of document scanners manufactured by Canon
Electronics Inc. recovered in North America in addition to
brisk sales in China, India and other Asian countries. As a
result, overall unit sales increased.
Sales of organic LED panel manufacturing equipment
made by Canon Tokki Corporation recorded steady sales from
aggressive capital investment by organic LED panel manu-
facturers on the back of increasing demand for smartphones
and tablet PCs.
50
Strategy
Business Units
Management System
FINANCIAL SECTION
T E N - Y E A R F I N A N C I A L S U M M A R Y
Net sales:
Domestic
Overseas
Total
Percentage of previous year
Net income attributable to Canon Inc.
Percentage of sales
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:
Net income attributable to Canon Inc.
stockholders per share:
Basic
Diluted
Dividend per share
Stock price:
High
Low
Millions of yen (except per share amounts)
2012
2011
2010
2009
¥ 720,286
2,759,502
3,479,788
97.8%
¥ 694,450
2,862,983
3,557,433
96.0%
¥ 695,749
3,011,152
3,706,901
115.5%
¥ 702,344
2,506,857
3,209,201
78.4%
224,564
6.5%
83,134
296,464
211,973
270,457
248,630
7.0%
81,232
307,800
210,179
226,869
246,603
6.7%
94,794
315,817
232,327
158,976
131,647
4.1%
78,009
304,600
277,399
216,128
¥
2,117
2,598,026
3,955,503
¥
3,368
2,551,132
3,930,727
¥
4,131
2,645,782
3,983,820
¥
4,912
2,688,109
3,847,557
¥
¥ 191.34
191.34
130.00
4,015
2,308
204.49
204.48
120.00
4,280
3,220
¥
199.71
199.70
120.00
4,520
3,205
¥
106.64
106.64
110.00
4,070
2,115
Average number of common shares in thousands
Number of employees
1,173,648
196,968
1,215,832
198,307
1,234,817
197,386
1,234,482
168,879
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
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
TEN-YEAR FINANCIAL SUMMARY
51
Thousands of U.S. dollars
(except per share amounts)
2008
2007
2006
2005
2004
2003
2012
¥ 868,280
3,225,881
4,094,161
91.4%
¥ 947,587
3,533,759
4,481,346
107.8%
¥ 932,290
3,224,469
4,156,759
110.7%
309,148
7.6%
112,810
374,025
304,622
361,988
488,332
10.9%
132,429
368,261
309,815
428,549
455,325
11.0%
116,809
308,307
235,804
379,657
¥
8,423
2,659,792
3,969,934
¥
8,680
2,922,336
4,512,625
¥
15,789
2,986,606
4,521,915
¥ 856,205
2,897,986
3,754,191
108.3%
384,096
10.2%
106,250
286,476
205,727
383,784
¥ 27,082
2,604,682
4,043,553
¥ 849,734
2,618,119
3,467,853
108.4%
343,344
9.9%
111,770
275,300
174,397
318,730
¥ 801,400
2,396,672
3,198,072
108.8%
$ 8,279,149
31,718,414
39,997,563
97.8%
275,730
8.6%
100,278
259,140
168,636
210,038
2,581,195
6.5%
955,563
3,407,632
2,436,471
3,108,701
¥ 28,651
2,209,896
3,587,021
¥
59,260
1,865,545
3,182,148
$
24,333
29,862,368
45,465,552
¥
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
¥ 288.63
288.36
66.67
¥
¥ 258.53
257.85
43.33
4,780
3,460
3,880
3,273
209.21
207.17
33.33
4,140
2,607
$
2.20
2.20
1.49
46.15
26.53
1,255,626
166,980
1,293,296
131,352
1,331,542
118,499
1,330,761
115,583
1,328,048
108,257
1,317,974
102,567
Notes:
1. U.S. dollar amounts are translated from yen at the rate of U.S.$1 = JPY87, the approximate exchange rate on the Tokyo Foreign Exchange Market as of
December 28, 2012.
2. 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 reflect the stock split.
52
Strategy
Business Units
Management System
FINANCIAL SECTION
C O N S O L I D A T E D B A L A N C E S H E E T S
Canon Inc. and Subsidiaries
December 31, 2012 and 2011
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, 13 and 18)
Total current assets
Noncurrent receivables (Note 19)
Investments (Note 3)
Property, plant and equipment, net (Notes 6 and 7)
Intangible assets, net (Note 9)
Other assets (Notes 7, 9, 12 and 13)
Total assets
LIABILITIES AND EQUITY
Current liabilities:
Short-term loans and current portion of long-term debt (Note 10)
Trade payables (Note 11)
Accrued income taxes (Note 13)
Accrued expenses (Notes 12 and 19)
Other current liabilities (Notes 6, 13 and 18)
Total current liabilities
Long-term debt, excluding current installments (Note 10)
Accrued pension and severance cost (Note 12)
Other noncurrent liabilities (Note 13)
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 2012 and 2011
Additional paid-in capital
Legal reserve (Note 14)
Retained earnings (Note 14)
Accumulated other comprehensive income (loss) (Note 15)
Treasury stock, at cost; 180,972,173 shares in 2012 and
132,231,296 shares in 2011
Total Canon Inc. stockholders’ equity
Noncontrolling interests
Total equity
Total liabilities and equity
See accompanying Notes to Consolidated Financial Statements.
Millions of yen
Thousands of
U.S. dollars (Note 2)
2012
2011
2012
¥ 666,678
28,322
573,375
551,623
262,258
2,082,256
19,702
56,617
1,260,364
135,736
400,828
¥ 3,955,503
1,866
¥
325,235
60,057
291,348
165,929
844,435
2,117
272,131
82,518
1,201,201
¥ 773,227
125,517
533,208
476,704
244,649
2,153,305
16,772
51,790
1,190,836
138,030
379,994
¥ 3,930,727
8,343
¥
380,532
45,900
299,422
159,651
893,848
3,368
249,604
70,240
1,217,060
174,762
401,547
61,663
3,138,976
(367,249)
(811,673)
2,598,026
156,276
2,754,302
¥ 3,955,503
174,762
401,572
59,004
3,059,298
(481,773)
(661,731)
2,551,132
162,535
2,713,667
¥ 3,930,727
$ 7,662,966
325,540
6,590,517
6,340,494
3,014,460
23,933,977
226,460
650,770
14,486,943
1,560,184
4,607,218
$ 45,465,552
21,448
$
3,738,333
690,310
3,348,828
1,907,230
9,706,149
24,333
3,127,943
948,483
13,806,908
2,008,759
4,615,483
708,770
36,080,184
(4,221,253)
(9,329,575)
29,862,368
1,796,276
31,658,644
$ 45,465,552
CONSOLIDATED BALANCE SHEETS / CONSOLIDATED STATEMENTS OF INCOME /
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
53
C O N S O L I D A T E D S T A T E M E N T S O F I N C O M E
Canon Inc. and Subsidiaries
Years ended December 31, 2012, 2011 and 2010
Net sales
Cost of sales (Notes 6, 9, 12 and 19)
Gross profit
Operating expenses (Notes 1, 6, 9, 12, 16 and 19):
Selling, general and administrative expenses
Research and development expenses
Operating profit
Other income (deductions):
Interest and dividend income
Interest expense
Other, net (Notes 1, 3, 18 and 21)
Income before income taxes
Income taxes (Note 13)
Consolidated net income
Millions of yen
Thousands of
U.S. dollars (Note 2)
2012
¥ 3,479,788
1,829,822
1,649,966
2011
¥ 3,557,433
1,820,670
1,736,763
2010
¥ 3,706,901
1,923,813
1,783,088
2012
$ 39,997,563
21,032,437
18,965,126
1,029,646
296,464
1,326,110
323,856
1,050,892
307,800
1,358,692
378,071
1,079,719
315,817
1,395,536
387,552
6,792
(1,022)
12,931
18,701
342,557
8,432
(988)
(10,991)
(3,547)
374,524
6,022
(1,931)
1,220
5,311
392,863
11,835,011
3,407,632
15,242,643
3,722,483
78,069
(11,747)
148,632
214,954
3,937,437
110,112
232,445
120,415
254,109
140,160
252,703
1,265,655
2,671,782
Less: Net income attributable to noncontrolling interests
Net income attributable to Canon Inc.
7,881
¥ 224,564
5,479
¥ 248,630
6,100
¥ 246,603
90,587
$ 2,581,195
Net income attributable to Canon Inc. stockholders
per share (Note 17):
Basic
Diluted
Cash dividends per share
See accompanying Notes to Consolidated Financial Statements.
Yen
U.S. dollars (Note 2)
¥
¥ 191.34
191.34
130.00
204.49
204.48
120.00
¥
199.71
199.70
120.00
$
2.20
2.20
1.49
C O N S O L I D A T E D S T A T E M E N T S O F C O M P R E H E N S I V E I N C O M E
Canon Inc. and Subsidiaries
Years ended December 31, 2012, 2011 and 2010
Consolidated net income
Other comprehensive income (loss), net of tax:
Foreign currency translation adjustments
Net unrealized gains and losses on securities
Net gains and losses on derivative instruments
Pension liability adjustments
Comprehensive income (Note 15)
Less: Comprehensive income (loss) attributable to
noncontrolling interests
Comprehensive income attributable to Canon Inc.
See accompanying Notes to Consolidated Financial Statements.
Millions of yen
Thousands of
U.S. dollars (Note 2)
2012
2011
2010
2012
¥ 232,445
¥ 254,109
¥ 252,703
$ 2,671,782
133,735
3,265
(4,880)
(12,787)
119,333
351,778
(54,086)
(2,116)
(449)
(38,377)
(95,028)
159,081
(126,918)
(146)
767
(9,327)
(135,624)
117,079
1,537,184
37,529
(56,092)
(146,978)
1,371,643
4,043,425
10,824
¥ 340,954
1,765
¥ 157,316
(563)
¥ 117,642
124,414
$ 3,919,011
54
Strategy
Business Units
Management System
FINANCIAL SECTION
C O N S O L I D A T E D S T A T E M E N T S O F E Q U I T Y
Canon Inc. and Subsidiaries
Balance at December 31, 2009
Acquisition of subsidiaries
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, 2010
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, 2011
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, 2012
Common
stock
Additional
paid-in
capital
Legal
reserve
Retained
earnings
Millions of yen
Accumulated
other
comprehensive
income (loss)
Total
Canon Inc.
stockholders’
equity
Treasury
stock
¥ 174,762
¥ 404,293
¥ 54,687
¥ 2,871,437
¥ (260,818)
¥ (556,252)
¥ 2,688,109
Noncontrolling
interests
Total
equity
¥ 191,291
19,168
¥ 2,879,400
19,168
(3,787)
(13,453)
(136,103)
(680)
55,250
3,243
(3,243)
37,330
(136,103)
—
(43,214)
(2,827)
(5,884)
(136,103)
(2,827)
—
246,603
246,603
6,100
252,703
(122,667)
(122,667)
(4,251)
(126,918)
(222)
833
(6,905)
174,762
(81)
400,425
57,930
(4)
2,965,237
(390,459)
(61,111)
(562,113)
1,193
(609)
(152,784)
1,074
(1,074)
(222)
76
(146)
833
(6,905)
117,642
(61,196)
2,645,782
(66)
(2,422)
(563)
163,855
767
(9,327)
117,079
(61,196)
2,809,637
584
(152,784)
—
(247)
(2,838)
337
(152,784)
(2,838)
—
248,630
248,630
5,479
254,109
(53,251)
(2,017)
(462)
(35,584)
¥ 174,762
(46)
¥ 401,572
¥ 59,004
(102)
¥ 3,059,298
¥ (481,773)
(99,618)
¥ (661,731)
(16)
152
(142,362)
(1,866)
2,659
(2,659)
(53,251)
(835)
(54,086)
(2,017)
(99)
(2,116)
(462)
(35,584)
157,316
(99,766)
¥ 2,551,132
13
(2,793)
1,765
¥ 162,535
(449)
(38,377)
159,081
(99,766)
¥ 2,713,667
(1,730)
(142,362)
—
(13,591)
(3,492)
(15,321)
(142,362)
(3,492)
—
224,564
224,564
7,881
232,445
132,704
132,704
1,031
133,735
3,148
(4,882)
(14,580)
¥ 174,762
(9)
¥ 401,547
¥ 61,663
(17)
¥ 3,138,976
¥ (367,249)
(149,942)
¥ (811,673)
3,148
117
3,265
(4,882)
(14,580)
340,954
(149,968)
¥ 2,598,026
2
1,793
10,824
¥ 156,276
(4,880)
(12,787)
351,778
(149,968)
¥ 2,754,302
CONSOLIDATED STATEMENTS OF EQUITY
55
Common
stock
Additional
paid-in
capital
Legal
reserve
Thousands of U.S. dollars (Note 2)
Accumulated
other
comprehensive
income (loss)
Retained
earnings
Treasury
stock
Total
Canon Inc.
stockholders’
equity
Noncontrolling
interests
Total
equity
Balance at December 31, 2011
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, 2012
$ 2,008,759
$ 4,615,770
$ 678,207
$ 35,164,345
$ (5,537,621)
$ (7,606,104)
$29,323,356
$ 1,868,219
$ 31,191,575
(184)
1,748
(1,636,345)
(21,448)
30,563
(30,563)
(19,884)
(1,636,345)
—
(156,219)
(40,138)
(176,103)
(1,636,345)
(40,138)
—
2,581,195
2,581,195
90,587
2,671,782
1,525,333
1,525,333
11,851
1,537,184
36,184
(56,115)
(167,586)
$ 2,008,759
(103)
$ 4,615,483
$ 708,770
(196)
$ 36,080,184
$ (4,221,253)
(1,723,471)
$ (9,329,575)
36,184
1,345
37,529
(56,115)
(167,586)
3,919,011
(1,723,770)
$ 29,862,368
23
20,608
124,414
$ 1,796,276
(56,092)
(146,978)
4,043,425
(1,723,770)
$ 31,658,644
See accompanying Notes to Consolidated Financial Statements.
56
Strategy
Business Units
Management System
FINANCIAL SECTION
C O N S O L I D A T E D S T A T E M E N T S O F C A S H F L O W S
Canon Inc. and Subsidiaries
Years ended December 31, 2012, 2011 and 2010
Cash flows 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 fixed assets
Impairment loss of fixed assets
Impairment loss of investments
Equity in (earnings) losses of affiliated companies
Deferred income taxes
(Increase) decrease in trade receivables
Increase 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 flows from investing activities:
Purchases of fixed assets (Note 6)
Proceeds from sale of fixed assets (Note 6)
Purchases of available-for-sale securities
Proceeds from sale and maturity of
available-for-sale 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 flows from financing activities:
Proceeds from issuance of long-term debt
Repayments of long-term debt
Increase (decrease) in short-term loans, net
Dividends paid
Repurchases of treasury stock, net
Other, net
Net cash used in financing 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 flow information
(Note 22):
Cash paid during the year for:
Interest
Income taxes
See accompanying Notes to Consolidated Financial Statements.
Millions of yen
Thousands of
U.S. dollars (Note 2)
2012
2011
2010
2012
¥ 232,445
¥ 254,109
¥ 252,703
$ 2,671,782
258,133
11,242
7
1,527
(610)
7,487
5,030
(24,805)
(102,293)
12,427
(30,089)
5,515
8,061
384,077
(316,211)
4,861
(417)
344
103,137
(704)
(796)
(2,954)
(212,740)
614
(3,732)
(5,055)
(142,362)
(149,968)
(19,236)
(319,739)
41,853
(106,549)
773,227
¥ 666,678
261,343
8,937
598
8,130
7,368
29,129
9,991
(109,983)
35,766
(25,653)
8,938
(2,315)
(16,796)
469,562
(238,129)
3,273
(2,160)
1,934
(34,111)
29
(373)
12,994
(256,543)
725
(4,670)
2,466
(152,784)
(99,766)
(3,484)
(257,513)
(22,858)
(67,352)
840,579
¥ 773,227
276,193
21,120
1,288
23,330
(10,471)
29,381
(6,671)
(17,532)
115,726
25,228
77
4,147
29,894
744,413
(199,152)
3,303
(10,891)
3,910
(80,904)
(55,686)
(1,955)
(758)
(342,133)
5,902
(5,739)
(74,933)
(136,103)
(61,196)
(7,828)
(279,897)
(76,838)
45,545
795,034
¥ 840,579
2,967,046
129,218
80
17,552
(7,011)
86,057
57,816
(285,115)
(1,175,782)
142,839
(345,851)
63,391
92,656
4,414,678
(3,634,609)
55,874
(4,793)
3,954
1,185,483
(8,092)
(9,149)
(33,955)
(2,445,287)
7,057
(42,897)
(58,103)
(1,636,345)
(1,723,770)
(221,103)
(3,675,161)
481,069
(1,224,701)
8,887,667
$ 7,662,966
¥ 1,084
98,096
¥
914
120,696
¥ 1,924
80,212
$
12,460
1,127,540
CONSOLIDATED STATEMENTS OF CASH FLOWS / NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
57
N O T E S T O C O N S O L I D A T E D F I N A N C I A L S T A T E M E N T S
Canon Inc. and Subsidiaries
1. BASIS OF PRESENTATION AND SIGNIFICANT ACCOUNTING POLICIES
(a) Description of Business
Canon Inc. (the “Company”) and subsidiaries (collectively
“Canon”) is one of the world’s leading manufacturers in
such fields as office products, imaging system products
and industry and other products. Office products consist
mainly of office multifunction devices (“MFDs”), office copy-
ing machines, laser printers and digital production printing
systems. Imaging system products consist mainly of inter-
changeable-lens digital cameras, compact digital cameras,
interchangeable lenses, digital camcorders, digital cin-
ema cameras, inkjet printers, large-format inkjet printers,
commercial photo printers, image scanners and broadcast
equipment. Industry and other products consist mainly of
semiconductor lithography equipment, flat-panel-display
(“FPD”) lithography equipment, digital radiography systems,
vacuum thin-film deposition equipment and organic LED
panel manufacturing equipment. Canon’s consolidated net
sales for the years ended December 31, 2012, 2011 and 2010
were distributed as follows: the Office Business Unit 50.5%,
53.9% and 53.6%, the Imaging System Business Unit 40.4%,
36.9% and 37.5%, the Industry and Others Business Unit
11.7%, 11.8% and 11.7%, and elimination between segments
2.6%, 2.6% and 2.8%, respectively. These percentages were
computed by dividing segment net sales, including interseg-
ment sales, by consolidated net sales, based on the segment
operating results described in Note 23.
Sales are made principally under the Canon brand name,
almost entirely through sales subsidiaries. These subsidiaries
are responsible for marketing and distribution, and pri-
marily sell to retail dealers in their geographic area. 79.3%,
80.5% and 81.2% of consolidated net sales for the years ended
December 31, 2012, 2011 and 2010 were generated outside
Japan, with 27.0%, 27.0% and 27.6% in the Americas, 29.1%,
31.3% and 31.6% in Europe, and 23.2%, 22.2% and 22.0% in
Asia and Oceania, respectively.
Canon sells laser printers on an OEM basis to Hewlett-
Packard Company; such sales constituted 17.0%, 19.3% and
20.1% of consolidated net sales for the years ended December
31, 2012, 2011 and 2010, respectively, and are included in the
Office Business Unit.
Canon’s manufacturing operations are conducted pri-
marily at 28 plants in Japan and 17 overseas plants which
are located in countries or regions such as the United States,
Germany, France, the Netherlands, Taiwan, China, Malaysia,
Thailand and Vietnam.
(b) Basis of Presentation
The Company and its domestic subsidiaries maintain their
books of account in conformity with financial accounting
standards of Japan. Foreign subsidiaries maintain their books
of account in conformity with financial accounting stan-
dards of the countries of their domicile.
Certain adjustments and reclassifications have been
incorporated in the accompanying consolidated financial
statements to conform with U.S. generally accepted account-
ing principles (“GAAP”). These adjustments were not recorded
in the statutory books of account.
(c) Principles of Consolidation
The consolidated financial statements include the accounts
of the Company, its majority owned subsidiaries and those
variable interest entities where the Company or its con-
solidated subsidiaries are the primary beneficiaries. All
significant intercompany balances and transactions have
been eliminated.
(d) Use of Estimates
The preparation of the consolidated financial statements in
conformity with U.S. GAAP requires management to make
estimates 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 financial state-
ments and the reported amounts of revenues and expenses
during the period. Significant estimates and assumptions are
reflected 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 benefit obligations.
Actual results could differ materially from those estimates.
(e) Translation of Foreign Currencies
Assets and liabilities of the Company’s subsidiaries located
outside 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 finan-
cial 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
statements of income. Foreign currency exchange gains and
losses was a net gain of ¥9,130 million ($104,943 thousand) for
the year ended December 31, 2012, a net loss of ¥3,287 million
for the year ended December 31, 2011 and a net gain of ¥3,089
million for the year ended December 31, 2010, respectively.
58
Strategy
Business Units
Management System
FINANCIAL SECTION
(f) Cash Equivalents
All highly liquid investments acquired with original maturities
of three months or less are considered to be cash equiva-
lents. Certain debt securities with original maturities of less
than three months, classified as available-for-sale securities of
¥141,729 million ($1,629,069 thousand) and ¥204,307 million
at December 31, 2012 and 2011, respectively, are included in
cash and cash equivalents in the consolidated balance sheets.
(g) Investments
Investments consist primarily of time deposits with original
maturities of more than three months, debt and marketable
equity securities, investments in affiliated companies and non-
marketable equity securities. Canon reports investments with
maturities of less than one year as short-term investments.
Canon classifies 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, pro-
jected discounted cash flows or other valuation techniques
as appropriate. Unrealized holding gains and losses, net of
the related tax effect, are reported as a separate component
of other comprehensive income (loss) until realized. Held-to-
maturity securities are recorded at amortized cost, adjusted
for amortization of premiums and accretion of discounts.
Available-for-sale and held-to-maturity securities are reg-
ularly 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 financial condition and near-term pros-
pects of the issuer and Canon’s intent and ability to retain
the investment for a period of time sufficient 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, impairments are separated into the
amount related to credit loss, which is recognized in earnings,
and the amount related to all other factors, which is recog-
nized 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 by the average
cost method and reflected in earnings.
Investments in affiliated companies over which Canon
has the ability to exercise significant influence, but does not
hold a controlling financial 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 influence are stated at cost and reviewed periodically
for impairment.
(h) Allowance for Doubtful Receivables
Allowance for doubtful trade and finance receivables is main-
tained for all customers based on a combination of factors,
including aging analysis, macroeconomic conditions and
historical experience. An additional reserve for individual
accounts is recorded when Canon becomes aware of a cus-
tomer’s inability to meet its financial obligations, such as in
the case of bankruptcy filings. 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 inven-
tories and principally by the first-in, first-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 circum-
stances indicate that the carrying amount of an asset may
not be recoverable. Recoverability of assets to be held and
used is measured by a comparison of the carrying amount of
the asset and the estimated undiscounted future cash flows
expected to be generated by the asset. If the carrying amount
of the asset exceeds its estimated undiscounted future cash
flows, 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 carrying amount or fair value less costs to
sell, and are no longer depreciated.
(k) Property, Plant and Equipment
Property, plant and equipment are stated at cost.
Depreciation is calculated principally by the declining-bal-
ance 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 lease term, gener-
ally from 2 years to 5 years.
(l) Goodwill and Other Intangible Assets
Goodwill and other intangible assets with indefinite useful
lives are not amortized, but are instead tested for impair-
ment annually in the fourth quarter of each year, or more
frequently if indicators of potential impairment exist. Canon
performs its impairment test of goodwill using the two-step
approach at the reporting unit level, which is one level below
the operating segment level. All goodwill is assigned to the
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
59
reporting unit or units that benefit from the synergies aris-
ing from each business combination. If the carrying amount
assigned to the reporting unit exceeds the fair value of the
reporting unit, Canon performs the second step to measure
an impairment charge in the amount by which the carry-
ing amount of a reporting unit’s goodwill exceeds its implied
fair value. Intangible assets with finite useful lives consist pri-
marily of software, license fees, patented technologies and
customer relationships. Software and license fees are amor-
tized 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. Patented technologies are
amortized using the straight-line method principally over the
estimated useful life of 3 years. Customer relationships are
amortized principally using the declining-balance method
over the estimated useful life of 5 years. Certain costs incurred
in connection with developing or obtaining internal-use soft-
ware 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 connection with
developing internal-use software are capitalized at the applica-
tion 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 environ-
mental costs are accrued when environmental assessments or
remedial efforts are probable and the costs can be reasonably
estimated. Such liabilities are adjusted as further infor-
mation 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 esti-
mated future tax consequences attributable to differences
between the financial statement carrying amounts of exist-
ing 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 financial statement effects of tax
positions 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. Benefits from tax
positions that meet the more-likely-than-not recognition
threshold are measured at the largest amount of benefit that
is greater than 50% likely of being realized upon settlement.
Interest and penalties accrued related to unrecognized tax
benefits 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 outstanding 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 stock options were exercised.
(q) Revenue Recognition
Canon generates revenue principally through the sale of
office and imaging system products, equipment, supplies,
and related services under separate contractual arrange-
ments. 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 fixed or determinable,
and collectibility is probable.
Revenue from sales of office products, such as office MFDs
and laser printers, and imaging system products, such as digi-
tal cameras and inkjet printers, is recognized upon shipment
or delivery, depending upon when title and risk of loss trans-
fer to the customer.
Revenue from sales of optical equipment, such as semicon-
ductor lithography equipment and FPD lithography equipment
that are sold with customer acceptance provisions related
to their functionality, is recognized when the equipment is
installed at the customer site and the specific criteria of the
equipment functionality are successfully tested and demon-
strated by Canon. Service revenue is derived primarily from
separately 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 office 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-financing leases is recognized over
the life of each respective lease using the interest method.
Leases not qualifying as sales-type leases or direct-financ-
ing 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 first allocated considering the rela-
tive fair value of the lease and non-lease deliverables based
upon the estimated relative fair values of each element. Lease
60
Strategy
Business Units
Management System
FINANCIAL SECTION
deliverables generally include equipment, financing 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 sell-
ing price if such element meets the criteria for treatment as
a separate unit of accounting. Otherwise, revenue is deferred
until the undelivered elements are fulfilled 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 dis-
counts, customer promotions and volume-based rebates.
Estimated reductions to sales are based upon historical trends
and other known factors at the time of sale. During the year
ended December 31, 2012, Canon revised its estimates for
sales incentive programs accrual. This change in estimate
caused an increase in net income attributable to Canon Inc.
by ¥10,785 million ($123,966 thousand), and an increase in
basic and diluted net income attributable to Canon Inc. stock-
holders per share by ¥9.19 ($0.11) each. 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, specific product class failures outside of
the baseline experience, material usage and service delivery
costs incurred in correcting a product failure.
Taxes collected from customers and remitted to gov-
ernmental 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 ¥83,134 million ($955,563 thousand), ¥81,232
million and ¥94,794 million for the years ended December
31, 2012, 2011 and 2010, respectively.
(t) Shipping and Handling Costs
Shipping and handling costs totaled ¥38,499 million
($442,517 thousand), ¥43,308 million and ¥56,306 million for
the years ended December 31, 2012, 2011 and 2010, respec-
tively, 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 cur-
rent liabilities in the consolidated balance sheets.
Canon uses and designates certain derivatives as a hedge
of a forecasted transaction or the variability of cash flows to
be received or paid related to a recognized asset or liability
(“cash flow” hedge). Canon formally documents all relation-
ships between hedging instruments and hedged items, as
well as its risk-management objective and strategy for under-
taking various hedge transactions. Canon also formally
assesses, both at the hedge’s inception and on an ongoing
basis, whether the derivatives that are used in hedging trans-
actions are highly effective in offsetting changes in cash
flows of hedged items. When it is determined that a deriv-
ative is not highly effective as a hedge or that it has ceased
to be a highly effective hedge, Canon discontinues hedge
accounting prospectively. Changes in the fair value of a deriv-
ative that is designated and qualifies as a cash flow hedge
are recorded in other comprehensive income (loss), until
earnings are affected by the variability in cash flows 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 financial instruments
which are not designated as hedges. The changes in fair val-
ues of these derivative financial instruments are immediately
recorded in earnings.
Canon classifies cash flows from derivatives as cash flows
from operating activities in the consolidated statements of
cash flows.
(v) Guarantees
Canon recognizes, at the inception of a guarantee, a liability
for the fair value of the obligation it has undertaken in issu-
ing guarantees.
(w) Recently Issued Accounting Guidance
In June 2011, the Financial Accounting Standards Board
(“FASB”) issued an amendment which requires presenta-
tion of net income and other comprehensive income in one
continuous statement or in two separate but consecutive
statements, which is applied retrospectively for all periods
presented. Canon adopted this amended guidance from the
quarter beginning January 1, 2012. This adoption did not
have a material impact on Canon’s consolidated results of
operations and financial condition.
In February 2013, the FASB issued an amendment
which requires entities to provide information about the
amounts reclassified out of accumulated other comprehen-
sive income by component, and to present, either on the
face of the statement where net income is presented or in
the notes, significant amounts reclassified out of accumu-
lated other comprehensive income by the respective line
items of net income. Canon will adopt this amended guid-
ance from the quarter beginning January 1, 2013, and does
not expect the adoption of this guidance to have a mate-
rial impact on Canon’s consolidated results of operations
and financial condition.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
61
2. BASIS OF FINANCIAL STATEMENT TRANSLATION
The consolidated financial 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 ¥87 = U.S.$1, the approximate exchange rate pre-
vailing on the Tokyo Foreign Exchange Market on December
28, 2012. This translation should not be construed as a repre-
sentation that the amounts shown could be converted into
United States dollars 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, 2012 and 2011 were as follows:
December 31
Millions of yen
2012: Current:
Corporate bonds
Noncurrent:
Government bonds
Corporate bonds
Fund trusts
Equity securities
Millions of yen
2011: Current:
Corporate bonds
Noncurrent:
Government bonds
Corporate bonds
Fund trusts
Equity securities
Thousands of U.S. dollars
2012: Current:
Corporate bonds
Noncurrent:
Government bonds
Corporate bonds
Fund trusts
Equity securities
Cost
Gross unrealized
holding gains
Gross unrealized
holding losses
¥
30
¥ —
¥
181
590
1,192
14,866
¥ 16,829
¥ —
—
43
7,033
¥ 7,076
¥ —
¥ —
30
1
564
¥ 595
Fair value
¥
30
¥
181
560
1,234
21,335
¥ 23,310
Cost
Gross unrealized
holding gains
Gross unrealized
holding losses
Fair value
¥
20
¥
—
¥
—
¥
20
¥ 172
569
1,867
15,911
¥ 18,519
¥
—
73
2
3,200
¥ 3,275
¥ 22
84
43
1,387
¥ 1,536
¥ 150
558
1,826
17,724
¥ 20,258
Cost
Gross unrealized
holding gains
Gross unrealized
holding losses
Fair value
$
345
$
—
$ —
$
345
$ 2,080
6,782
13,701
170,874
$ 193,437
$
—
—
494
80,839
$ 81,333
$ —
345
11
6,483
$ 6,839
$ 2,080
6,437
14,184
245,230
$ 267,931
62
Strategy
Business Units
Management System
FINANCIAL SECTION
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, 2012:
December 31
Millions of yen
Thousands of U.S. dollars
Due within one year
Due after one year through five years
Due after five years through ten years
Cost
¥ 30
953
1,010
¥ 1,993
Fair value
¥ 30
990
985
¥ 2,005
Cost
$
345
10,954
11,609
$ 22,908
Fair value
$
345
11,379
11,322
$ 23,046
Gross realized gains were ¥238 million ($2,736 thousand),
¥204 million and ¥641 million for the years ended December
31, 2012, 2011 and 2010, respectively. Gross realized losses,
including write-downs for impairments that were other-than-
temporary, were ¥1,545 million ($17,759 thousand), ¥4,281
million and ¥1,961 million for the years ended December 31,
2012, 2011 and 2010, respectively.
At December 31, 2012, substantially all of the available-for-
sale securities with unrealized losses had been in a continuous
unrealized loss position for less than twelve months.
Time deposits with original maturities of more than
three months are ¥28,292 million ($325,195 thousand) and
¥125,497 million at December 31, 2012 and 2011, respectively,
and are included in short-term investments in the accompa-
nying consolidated balance sheets.
Aggregate cost of non-marketable equity securities
accounted for under the cost method totaled ¥14,808 mil-
lion ($170,207 thousand) and ¥14,583 million at December
31, 2012 and 2011, respectively. These investments were not
evaluated for impairment at December 31, 2012 and 2011,
respectively, because (a) Canon did not estimate the fair
value of those investments as it was not practicable to esti-
mate the fair value of the investments and (b) Canon did not
identify any events or changes in circumstances that might
have had significant adverse effects on the fair value of
those investments.
Investments in affiliated companies accounted for by the
equity method amounted to ¥17,345 million ($199,368 thou-
sand) and ¥15,776 million at December 31, 2012 and 2011,
respectively. Canon’s share of the net earnings (losses) in
affiliated companies accounted for by the equity method,
included in other income (deductions), were earnings of ¥610
million ($7,011 thousand), losses of ¥7,368 million and earn-
ings of ¥10,471 million for the years ended December 31,
2012, 2011 and 2010, respectively.
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
2012
¥ 17,207
569,138
586,345
(12,970)
¥ 573,375
2011
¥ 16,739
528,032
544,771
(11,563)
¥ 533,208
Millions of yen
2012
¥ 391,194
139,923
20,506
¥ 551,623
2011
¥ 291,023
166,076
19,605
¥ 476,704
Thousands of
U.S. dollars
2012
$ 197,782
6,541,816
6,739,598
(149,081)
$ 6,590,517
Thousands of
U.S. dollars
2012
$ 4,496,483
1,608,310
235,701
$ 6,340,494
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
63
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
2012
2011
¥ 272,233
1,447,838
1,586,827
112,919
3,419,817
(2,159,453)
¥ 1,260,364
¥ 268,493
1,367,187
1,499,331
94,507
3,229,518
(2,038,682)
¥ 1,190,836
Thousands of
U.S. dollars
2012
$ 3,129,115
16,641,816
18,239,391
1,297,919
39,308,241
(24,821,298)
$ 14,486,943
Depreciation expense for the years ended December 31,
2012, 2011 and 2010 was ¥211,973 million ($2,436,471 thou-
sand), ¥210,179 million and ¥232,327 million, respectively.
Amounts due for purchases of property, plant and
equipment were ¥38,893 million ($447,046 thousand) and
¥47,690 million at December 31, 2012 and 2011, respectively,
and are included in other current liabilities in the accompa-
nying consolidated balance sheets. Fixed assets presented in
the consolidated statements of cash flows include property,
plant and equipment and intangible assets.
7. FINANCE RECEIVABLES AND OPERATING LEASES
Finance receivables represent financing leases which consist
of sales-type leases and direct-financing leases resulting from
the sales of Canon’s and complementary third-party products
primarily in foreign countries. These receivables typically
have terms ranging from 1 year to 8 years.
The components of the finance 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 credit losses
Less current portion
The activity in the allowance for credit losses is as follows:
Years ended December 31
Balance at beginning of year
Charge-offs
Provision
Other
Balance at end of year
Millions of yen
2012
¥ 231,221
8,863
(2,598)
(27,521)
209,965
(6,908)
203,057
(74,168)
¥ 128,889
2011
¥ 204,326
8,195
(2,275)
(24,955)
185,291
(7,039)
178,252
(66,337)
¥ 111,915
Millions of yen
2012
¥ 7,039
(1,304)
1,922
(749)
¥ 6,908
2011
¥ 7,983
(1,937)
2,052
(1,059)
¥ 7,039
Thousands of
U.S. dollars
2012
$ 2,657,713
101,873
(29,862)
(316,333)
2,413,391
(79,402)
2,333,989
(852,506)
$ 1,481,483
Thousands of
U.S. dollars
2012
$ 80,908
(14,989)
22,092
(8,609)
$ 79,402
64
Strategy
Business Units
Management System
FINANCIAL SECTION
Canon has policies in place to ensure that its products
are sold to customers with an appropriate credit history,
and continuously monitors its customers’ credit quality
based on information including length of period in arrears,
macroeconomic conditions, initiation of legal proceedings
against customers and bankruptcy filings. The allowance for
credit losses of finance receivables are evaluated collectively
based on historical experience of credit losses. An additional
reserve for individual accounts is recorded when Canon
becomes aware of a customer’s inability to meet its finan-
cial obligations, such as in the case of bankruptcy filings.
Finance receivables which are past due or individually eval-
uated for impairment at December 31, 2012 and 2011 are
not significant.
The cost of equipment leased to customers under operat-
ing leases included in property, plant and equipment, net at
December 31, 2012 and 2011 was ¥80,186 million ($921,678
thousand) and ¥75,391 million, respectively. Accumulated
depreciation on equipment under operating leases at
December 31, 2012 and 2011 was ¥58,433 million ($671,644
thousand) and ¥54,791 million, respectively.
The following is a schedule by year of the future minimum lease payments to be received under financing leases and non-
cancelable operating leases at December 31, 2012.
Year ending December 31:
Millions of yen
Thousands of U.S. dollars
2013
2014
2015
2016
2017
Thereafter
8. ACQUISITIONS
Financing leases
Operating leases
Financing leases
Operating leases
¥ 89,794
63,348
38,983
19,221
19,472
403
¥ 231,221
¥ 7,073
4,359
3,038
2,195
1,671
4,084
¥ 22,420
$ 1,032,115
728,138
448,080
220,931
223,816
4,633
$ 2,657,713
$ 81,299
50,103
34,920
25,230
19,207
46,942
$ 257,701
In March 2010, Canon acquired 45.2% of the total outstanding
shares of Océ N.V. (“Océ”), which was listed on NYSE Euronext
Amsterdam, principally through a fully self-funded public cash
tender offer for consideration of ¥50,374 million, in addition
to the 22.9% interest Canon held before the public cash tender
offer. In addition, Canon acquired Océ’s convertible cumula-
tive financing preference shares representing 19.1% of the total
outstanding shares of Océ for consideration of ¥8,027 million.
As a result, Canon’s aggregate interest represented 87.2% of
the total outstanding shares of Océ at that time. The fair value
of the 12.8% noncontrolling interest in Océ of ¥18,245 mil-
lion was measured based on the quoted price of Océ’s common
stock on the acquisition date. Canon holds 99.4% of Océ’s out-
standing shares at December 31, 2012.
The acquisition was accounted for using the acquisition
method. Prior to the March 2010 acquisition date, Canon
accounted for its 22.9% interest in Océ using the equity
method. The acquisition-date fair value of the previous equity
interest of ¥25,508 million was remeasured using the quoted
price of Océ’s common stock on the acquisition date and
included in the measurement of the total acquisition con-
sideration. In connection with the acquisition, Canon repaid
¥55,378 million of Océ’s existing bank debt and ¥22,936 mil-
lion of Océ’s existing United States Private Placement notes,
which are included in decrease in short-term loans in the con-
solidated statement of cash flows.
Océ is engaged in research and development, manufacture
and sale of document management systems, printing systems
for professionals and high-speed, wide format digital print-
ing systems. Canon and Océ have complementary technologies
and products and would benefit from this strong business rela-
tionship. Amid the increasingly competitive printing industry,
Canon is further strengthening its business foundation in
order to solidify its position as one of the global leaders. Canon
aims to provide diversified solutions to its customers in the
printing industry by making Océ a consolidated subsidiary.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
65
The following table summarizes the estimated fair values of the assets acquired and liabilities assumed at acquisition date.
Current assets
Property, plant and equipment
Intangible assets
Goodwill
Other noncurrent assets
Non-current assets
Total acquired assets
Total assumed liabilities
Net assets acquired
Millions of yen
¥ 122,248
51,156
56,297
77,253
42,658
227,364
349,612
247,458
¥ 102,154
Intangible assets acquired, which are subject to amorti-
zation, consist of customer relationships of ¥32,747 million,
patented technologies of ¥11,316 million, and other intan-
gible assets of ¥12,234 million. Canon has estimated the
amortization period for the customer relationships and pat-
ented technologies to be 5 years and 3 years, respectively.
The weighted average amortization period for all intangible
assets is approximately 4.4 years.
Goodwill recognized, which is assigned to the Office
Business Unit for impairment testing, is attributable primar-
ily to expected synergies from combining operations of Océ
and Canon. None of the goodwill is expected to be deduct-
ible for income tax purposes.
The amount of net sales of Océ included in Canon’s con-
solidated statement of income from the acquisition date for
the year ended December 31, 2010 was ¥246,518 million.
The unaudited pro forma net sales as if Océ had been
included in Canon’s consolidated statements of income
from the beginning of the year ended December 31, 2010
was ¥3,772,425 million. Pro forma net income was not
disclosed because the impact on Canon’s consolidated state-
ments of income was not material.
Canon acquired businesses other than this described
above during the years ended December 31, 2012, 2011, and
2010. Such acquisitions were accounted for using the acqui-
sition method but were not material to its consolidated
financial statements.
9. GOODWILL AND OTHER INTANGIBLE ASSETS
Intangible assets subject to amortization acquired during
the years ended December 31, 2012 and 2011 totaled ¥34,196
million ($393,057 thousand) and ¥35,994 million, which
primarily consist of software of ¥33,985 million ($390,632
thousand) and ¥33,217 million, respectively. The weighted
average amortization periods for intangible assets in total
acquired during the years ended December 31, 2012 and
2011 are approximately 4 years and 5 years, respectively.
The weighted average amortization periods for software
acquired during the years ended December 31, 2012 and
2011 are approximately 4 years.
The components of intangible assets subject to amortization at December 31, 2012 and 2011 were as follows:
December 31
Millions of yen
Software
Customer relationships
Patented technologies
License fees
Other
2012
2011
Gross carrying
amount
¥ 225,894
39,615
25,900
20,142
22,776
¥ 334,327
Accumulated
amortization
¥ 131,875
26,938
19,028
14,573
9,382
¥ 201,796
Gross carrying
amount
¥ 205,235
34,957
24,342
20,425
19,235
¥ 304,194
Accumulated
amortization
¥ 115,131
18,724
13,317
12,867
6,857
¥ 166,896
66
Strategy
Business Units
Management System
FINANCIAL SECTION
December 31
Thousands of U.S. dollars
Software
Customer relationships
Patented technologies
License fees
Other
Gross carrying
amount
$ 2,596,483
455,345
297,701
231,517
261,793
$ 3,842,839
2012
Accumulated
amortization
$ 1,515,805
309,632
218,713
167,506
107,838
$ 2,319,494
Aggregate amortization expense for the years ended
December 31, 2012, 2011 and 2010 was ¥46,160 million
($530,575 thousand), ¥51,164 million and ¥43,866 million,
respectively. Estimated amortization expense for intan-
gible assets currently held for the next five years ending
December 31 is ¥44,409 million ($510,448 thousand) in 2013,
¥34,219 million ($393,322 thousand) in 2014, ¥20,576 million
($236,506 thousand) in 2015, ¥11,822 million ($135,885 thou-
sand) in 2016, and ¥6,605 million ($75,920 thousand) in 2017.
Intangible assets not subject to amortization other than
goodwill at December 31, 2012 and 2011 were not significant.
For management reporting purposes, goodwill is not allo-
cated to the segments. Goodwill has been allocated to its
respective segment for impairment testing.
The changes in the carrying amount of goodwill by segment, which is included in other assets in the consolidated balance
sheets, for the years ended December 31, 2012 and 2011 were as follows:
Years ended December 31
Millions of yen
2012: Balance at beginning of year
Goodwill acquired during the year
Translation adjustments and other
Balance at end of year
Millions of yen
2011: Balance at beginning of year
Translation adjustments and other
Balance at end of year
Thousands of U.S. dollars
2012: Balance at beginning of year
Goodwill acquired during the year
Translation adjustments and other
Balance at end of year
Office
¥ 102,060
—
9,288
¥ 111,348
Office
¥ 107,301
(5,241)
¥ 102,060
Office
$ 1,173,103
—
106,759
$ 1,279,862
Imaging
System
¥ 12,088
—
586
¥ 12,674
Imaging
System
¥ 12,386
(298)
¥ 12,088
Imaging
System
$ 138,943
—
6,735
$ 145,678
Industry and
Others
¥ 4,873
961
987
¥ 6,821
Industry and
Others
¥ 5,502
(629)
¥ 4,873
Industry and
Others
$ 56,012
11,046
11,345
$ 78,403
Total
¥ 119,021
961
10,861
¥ 130,843
Total
¥ 125,189
(6,168)
¥ 119,021
Total
$ 1,368,058
11,046
124,839
$ 1,503,943
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
67
10. SHORT-TERM LOANS AND LONG-TERM DEBT
Short-term loans consisting of bank borrowings at December 31, 2012 and 2011 were ¥319 million ($3,666 thousand) and
¥4,641 million, respectively. The weighted average interest rates on short-term loans outstanding at December 31, 2012 and
2011 were 4.00% and 2.72%, respectively.
Long-term debt consisted of the following:
December 31
Loans, principally from banks, maturing in installments through
2020; bearing weighted average interest of 1.94% and 1.68%
at December 31, 2012 and 2011, respectively
0.75% Japanese yen notes, due 2012
0.84% Japanese yen notes, due 2013
Capital lease obligations
Less current portion
Millions of yen
2012
2011
¥ 132
—
—
3,532
3,664
(1,547)
¥ 2,117
¥ 1,297
1,020
156
4,597
7,070
(3,702)
¥ 3,368
The aggregate annual maturities of long-term debt outstanding at December 31, 2012 were as follows:
Year ending December 31:
2013
2014
2015
2016
2017
Thereafter
Millions of yen
¥ 1,547
1,199
611
182
91
34
¥ 3,664
Thousands of
U.S. dollars
2012
$ 1,517
—
—
40,598
42,115
(17,782)
$ 24,333
Thousands of
U.S. dollars
$ 17,782
13,781
7,023
2,092
1,046
391
$ 42,115
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.
11. TRADE PAYABLES
Trade payables are summarized as follows:
December 31
Notes
Accounts
Millions of yen
2012
¥ 11,971
313,264
¥ 325,235
2011
¥ 16,519
364,013
¥ 380,532
Thousands of
U.S. dollars
2012
$ 137,598
3,600,735
$ 3,738,333
68
Strategy
Business Units
Management System
FINANCIAL SECTION
12. EMPLOYEE RETIREMENT AND SEVERANCE BENEFITS
The Company and certain of its subsidiaries have contrib-
utory and noncontributory defined benefit pension plans
covering substantially all of their employees. Benefits pay-
able under the plans are based on employee earnings and
years of service. The Company and certain of its subsidiaries
also have defined contribution pension plans covering sub-
stantially all of their employees.
The amounts of cost recognized for the defined contri-
bution pension plans of the Company and certain of its
subsidiaries for the years ended December 31, 2012, 2011
and 2010 were ¥13,021 million ($149,667 thousand), ¥12,511
million and ¥11,780 million, respectively.
Obligations and funded status
Reconciliations of beginning and ending balances of the benefit obligations and the fair value of the plan assets are as follows:
Years ended December 31
Japanese plans
Foreign plans
Millions of yen
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
2012
2011
2012
2012
2011
2012
Change in benefit obligations:
Benefit obligations at beginning of year
Service cost
Interest cost
Plan participants’ contributions
Amendments
Actuarial loss
Benefits paid
Foreign currency exchange rate changes
Benefit obligations at end of year
¥ 626,924
25,738
11,788
—
—
6,049
(18,979)
—
651,520
Change in plan assets:
Fair value of plan assets at beginning
of year
Actual return on plan assets
Employer contributions
Plan participants’ contributions
Benefits paid
Foreign currency exchange rate changes
Fair value of plan assets at end of year
Funded status at end of year
448,736
41,593
22,589
—
(17,466)
—
495,452
¥ (156,068)
¥ 593,274
25,875
12,354
—
(1,913)
14,845
(17,511)
—
626,924
$ 7,206,023
295,839
135,494
—
—
69,529
(218,149)
—
7,488,736
¥ 262,130
5,884
13,176
2,315
—
45,145
(10,407)
46,366
364,609
¥ 261,130
5,756
12,748
2,680
—
3,872
(8,234)
(15,822)
262,130
$ 3,012,989
67,632
151,448
26,609
—
518,908
(119,621)
532,943
4,190,908
460,090
(17,285)
22,282
—
(16,351)
—
448,736
¥ (178,188)
5,157,885
478,080
259,644
—
(200,758)
—
5,694,851
$ (1,793,885)
192,033
25,290
7,832
2,315
(9,825)
31,889
249,534
¥ (115,075)
197,835
2,335
8,228
2,680
(8,201)
(10,844)
192,033
¥ (70,097)
2,207,276
290,690
90,023
26,609
(112,931)
366,540
2,868,207
$ (1,322,701)
Amounts recognized in the consolidated balance sheets at December 31, 2012 and 2011 are as follows:
December 31
Japanese plans
Foreign plans
Other assets
Accrued expenses
Accrued pension and severance cost
Millions of yen
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
2012
2011
2012
2012
2011
2012
¥
—
—
(156,068)
¥ (156,068)
¥
54
—
(178,242)
¥ (178,188)
$
—
—
(1,793,885)
$ (1,793,885)
¥ 1,371
(383)
(116,063)
¥ (115,075)
¥ 1,397
(132)
(71,362)
¥ (70,097)
$
15,759
(4,402)
(1,334,058)
$ (1,322,701)
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
69
Amounts recognized in accumulated other comprehensive income (loss) at December 31, 2012 and 2011 before the effect of
income taxes are as follows:
December 31
Japanese plans
Foreign plans
Actuarial loss
Prior service credit
Millions of yen
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
2012
2011
2012
2012
2011
2012
¥ 253,748
(117,633)
¥ 136,115
¥ 291,778
(130,712)
¥ 161,066
$ 2,916,643
(1,352,103)
$ 1,564,540
¥ 50,417
(261)
¥ 50,156
¥ 16,095
(345)
¥ 15,750
$ 579,506
(3,000)
$ 576,506
The accumulated benefit obligation for all defined benefit plans was as follows:
December 31
Japanese plans
Foreign plans
Millions of yen
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
2012
2011
2012
2012
2011
2012
Accumulated benefit obligation
¥620,589 ¥595,689 $ 7,133,207
¥ 328,736 ¥ 238,675 $ 3,778,575
The projected benefit obligations and the fair value of plan assets for the pension plans with projected benefit obligations
in excess of plan assets, and the accumulated benefit 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
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
2012
2011
2012
2012
2011
2012
Plans with projected benefit obligations
in excess of plan assets:
Projected benefit obligations
Fair value of plan assets
Plans with accumulated benefit
obligations in excess of plan assets:
Accumulated benefit obligations
Fair value of plan assets
¥ 651,520
495,452
¥ 622,645
444,403
$ 7,488,736
5,694,851
¥ 360,742
244,296
¥ 259,517
188,023
$ 4,146,460
2,808,000
¥ 615,551
489,929
¥ 591,830
444,403
$ 7,075,299
5,631,368
¥ 324,869
244,296
¥ 160,941
111,527
$ 3,734,126
2,808,000
Components of net periodic benefit cost and other amounts recognized in other comprehensive income (loss)
Net periodic benefit cost for Canon’s employee retirement and severance defined benefit plans for the years ended December
31, 2012, 2011 and 2010 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
Millions of yen
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
2012
2011
2010
2012
2012
2011
2010
2012
¥ 25,738
11,788
(13,791)
¥ 25,875
12,354
(16,485)
¥ 23,331
12,636
(16,591)
$ 295,839
135,494
(158,516)
¥ 5,884
13,176
(11,806)
¥ 5,756
12,748
(12,112)
¥ 5,660
11,792
(10,540)
$ 67,632
151,448
(135,702)
—
722
722
—
—
—
—
—
(13,079)
16,277
¥ 26,933
(13,674)
14,462
¥ 23,254
(13,878)
14,545
¥ 20,765
(150,334)
187,092
$ 309,575
(116)
1,351
¥ 8,489
(93)
621
¥ 6,920
(116)
1,050
¥ 7,846
(1,333)
15,529
$ 97,574
70
Strategy
Business Units
Management System
FINANCIAL SECTION
Other changes in plan assets and benefit obligations recognized in other comprehensive income (loss) for the years ended
December 31, 2012, 2011 and 2010 are summarized as follows:
Years ended December 31
Japanese plans
Foreign plans
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
Millions of yen
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
2012
2011
2010
2012
2012
2011
2010
2012
¥ (21,753)
(16,277)
¥ 48,615
(14,462)
¥ 34,348
(14,545)
$ (250,035)
(187,092)
¥ 31,661
(1,351)
¥ 13,649
(621)
¥ (14,713)
(1,050)
$ 363,920
(15,529)
—
(1,913)
(423)
—
13,079
13,674
13,878
150,334
—
116
—
93
(149)
—
116
1,333
—
¥ (24,951)
(722)
¥ 45,192
(722)
¥ 32,536
—
$ (286,793)
—
¥ 30,426
—
¥ 13,121
—
¥ (15,796)
—
$ 349,724
The estimated prior service credit and actuarial loss for the defined benefit pension plans that will be amortized from accu-
mulated other comprehensive income (loss) into net periodic benefit cost over the next year are summarized as follows:
Prior service credit
Actuarial loss
Japanese plans
Foreign plans
Millions of yen
Thousands of
U.S. dollars
Millions of yen
Thousands of
U.S. dollars
¥ (13,070)
14,414
$ (150,230)
165,678
¥ (124)
1,413
$ (1,425)
16,241
Assumptions
Weighted-average assumptions used to determine benefit obligations are as follows:
December 31
Discount rate
Assumed rate of increase in future compensation levels
Japanese plans
Foreign plans
2012
1.8%
3.0%
2011
1.9%
3.0%
2012
3.6%
2.2%
2011
4.6%
2.4%
Weighted-average assumptions used to determine net periodic benefit cost are as follows:
Years ended December 31
Discount rate
Assumed rate of increase in future compensation levels
Expected long-term rate of return on plan assets
Japanese plans
Foreign plans
2012
1.9%
3.0%
3.1%
2011
2.1%
3.0%
3.6%
2010
2.3%
3.0%
3.6%
2012
4.6%
2.4%
5.4%
2011
4.9%
2.9%
5.7%
2010
4.9%
2.8%
6.1%
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 ade-
quate plan assets are available to provide future payments
of pension benefits to eligible participants. Taking into
account the expected long-term rate of return on plan
assets, Canon formulates a “model” portfolio comprised of
the optimal combination of equity securities and debt secu-
rities. 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 evalu-
ates 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
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
71
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
consistent. Canon’s model portfolio for foreign plans has
been developed as follows: approximately 40% is invested
in equity securities, approximately 55% is invested in debt
securities, and approximately 5% is invested in other invest-
ment vehicles, 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 invest-
ing, Canon has investigated the business condition of the
investee companies, and appropriately diversified invest-
ments by type of industry 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 repayment dates, and
has appropriately diversified 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
investment vehicles, Canon has investigated the stability
of the underlying 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.
The three levels of input used to measure fair value are more fully described in Note 21. The fair values of Canon’s pension
plan assets at December 31, 2012 and 2011, by asset category, are as follows:
December 31, 2012
Millions of yen
Japanese plans
Foreign plans
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
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
¥ 34,387
6,560
—
¥
—
—
99,631
¥ —
—
—
¥ 34,387
6,560
99,631
¥
—
13,149
—
¥
—
—
60,142
20,301
—
—
—
—
1,064
8,425
192,386
—
8,400
—
—
—
—
—
20,301
1,064
8,425
192,386
4,345
—
—
—
—
21
—
128,647
8,400
—
236
—
—
¥ 61,248
113,179
9,813
¥ 432,898
—
1,306
¥ 1,306
113,179
11,119
¥ 495,452
—
—
¥ 17,494
1,857
41,137
¥ 232,040
¥ —
—
—
—
—
—
—
—
—
—
¥ —
¥
—
13,149
60,142
4,345
21
—
128,647
236
1,857
41,137
¥ 249,534
72
Strategy
Business Units
Management System
FINANCIAL SECTION
December 31, 2011
Millions of yen
Japanese plans
Foreign plans
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
Equity securities:
Japanese companies (e)
Foreign companies
Pooled funds (f)
Debt securities:
Government bonds (g)
Municipal bonds
Corporate bonds
Pooled funds (h)
Mortgage backed securities
(and other asset backed
securities)
Life insurance company
general accounts
Other assets
¥ 37,875
4,804
—
¥
—
—
82,380
¥
17,951
—
—
—
—
864
8,170
190,832
—
4,842
—
—
—
—
—
—
—
—
¥ 37,875
4,804
82,380
¥
—
3,779
—
¥
—
—
47,779
17,951
864
8,170
190,832
2,326
—
—
—
—
19
—
92,653
¥ —
—
—
—
—
—
—
¥
—
3,779
47,779
2,326
19
—
92,653
4,842
—
2,726
—
2,726
—
—
¥ 60,630
92,700
7,171
¥ 386,959
—
1,147
¥ 1,147
92,700
8,318
¥ 448,736
—
—
¥ 6,105
—
42,751
¥ 185,928
—
—
¥ —
—
42,751
¥ 192,033
December 31, 2012
Thousands of U.S. dollars
Japanese plans
Foreign plans
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
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
$ 395,253
75,402
—
$
—
—
1,145,184
$
233,345
—
—
—
—
12,230
96,839
2,211,333
—
—
—
—
—
—
—
$ 395,253
75,402
1,145,184
$
—
151,138
—
$
—
—
691,287
233,345
12,230
96,839
2,211,333
49,943
—
—
—
—
241
—
1,478,701
$ —
—
—
—
—
—
—
$
—
151,138
691,287
49,943
241
—
1,478,701
—
96,552
—
96,552
—
2,713
—
2,713
—
—
$ 704,000
1,300,908
112,793
$ 4,975,839
—
15,012
$ 15,012
1,300,908
127,805
$ 5,694,851
—
—
$ 201,081
21,345
472,839
$ 2,667,126
—
—
$ —
21,345
472,839
$ 2,868,207
(a) The plan’s equity securities include common stock of the
Company and certain of its subsidiaries in the amounts
of ¥565 million ($6,494 thousand).
(b) These funds invest in listed equity securities consisting of
approximately 20% Japanese companies and 80% foreign
companies for Japanese plans, and mainly foreign com-
panies for foreign plans.
(c) This class includes approximately 30% Japanese gov-
ernment bonds and 70% foreign government bonds for
Japanese plans, and mainly foreign government bonds
for foreign plans.
(d) These funds invest in approximately 65% Japanese gov-
ernment bonds, 25% foreign government bonds, 5%
Japanese municipal bonds, and 5% corporate bonds for
Japanese plans. These funds invest in approximately 30%
foreign government bonds and 70% corporate bonds for
foreign plans.
(e) The plan’s equity securities include common stock of the
Company and certain of its subsidiaries in the amounts
of ¥1,129 million.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
73
(f) These funds invest in listed equity securities consisting of
approximately 50% Japanese companies and 50% foreign
companies for Japanese plans, and mainly foreign com-
panies for foreign plans.
(g) This class includes approximately 30% Japanese gov-
ernment bonds and 70% foreign government bonds for
Japanese plans, and mainly foreign government bonds
for foreign plans.
(h) These funds invest in approximately 75% Japanese gov-
ernment bonds, 15% foreign government bonds, 5%
Japanese municipal bonds, and 5% corporate bonds for
Japanese plans. These funds invest in approximately 40%
foreign government bonds and 60% corporate bonds for
foreign plans.
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 secu-
rities and government bonds, which are valued using
unadjusted quoted market prices in active markets with suf-
ficient volume and frequency of transactions. Level 2 assets
are comprised principally 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 values 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 conversion value.
The fair value of Level 3 assets, consisting of hedge funds,
was ¥1,306 million ($15,012 thousand) and ¥1,147 million
at December 31, 2012 and 2011, respectively. Amounts of
actual returns on, and purchases and sales of, these assets
during the years ended December 31, 2012 and 2011 were
not significant.
Contributions
Canon expects to contribute ¥18,610 million ($213,908 thousand) to its Japanese defined benefit pension plans and ¥21,454
million ($246,598 thousand) to its foreign defined benefit pension plans for the year ending December 31, 2013.
Estimated future benefit payments
The following benefit payments, which reflect expected future service, as appropriate, are expected to be paid:
Year ending December 31:
Japanese plans
Foreign plans
2013
2014
2015
2016
2017
2018-2022
Millions of yen
¥ 15,961
16,947
18,765
20,524
21,970
141,232
Thousands of
U.S. dollars
$ 183,460
194,793
215,690
235,908
252,529
1,623,356
Millions of yen
¥ 8,954
8,876
9,094
9,792
10,467
61,438
Thousands of
U.S. dollars
$ 102,920
102,023
104,529
112,552
120,310
706,184
74
Strategy
Business Units
Management System
FINANCIAL SECTION
13. INCOME TAXES
Domestic and foreign components of income before income taxes and the current and deferred income tax expense (benefit)
attributable to such income are summarized as follows:
Years ended December 31
2012: Income before income taxes
Income taxes:
Current
Deferred
Millions of yen
Japanese
Foreign
Total
¥ 257,640
¥ 84,917
¥ 342,557
¥ 73,573
13,900
¥ 87,473
¥ 29,052
(6,413)
¥ 22,639
¥ 102,625
7,487
¥ 110,112
2011: Income before income taxes
¥ 287,592
¥ 86,932
¥ 374,524
Income taxes:
Current
Deferred
¥ 67,671
21,047
¥ 88,718
¥ 23,615
8,082
¥ 31,697
¥ 91,286
29,129
¥ 120,415
2010: Income before income taxes
¥ 302,965
¥ 89,898
¥ 392,863
Income taxes:
Current
Deferred
¥ 78,359
35,496
¥ 113,855
¥ 32,420
(6,115)
¥ 26,305
¥ 110,779
29,381
¥ 140,160
Thousands of U.S. dollars
Japanese
Foreign
Total
2012: Income before income taxes
$ 2,961,379
$ 976,058
$ 3,937,437
Income taxes:
Current
Deferred
$ 845,667
159,770
$ 1,005,437
$ 333,931
(73,713)
$ 260,218
$ 1,179,598
86,057
$ 1,265,655
The Company and its domestic subsidiaries are subject
to a number of income taxes, which, in the aggregate, rep-
resent a statutory income tax rate of approximately 40% for
the years ended December 31, 2012, 2011 and 2010.
Amendments to the Japanese tax regulations were
enacted into law on November 30, 2011. As a result of these
amendments, the statutory income tax rate will be reduced
from approximately 40% to 38% effective from the year
beginning January 1, 2013, and to approximately 35% effec-
tive from the year beginning January 1, 2016 thereafter.
Consequently, the statutory income tax rate utilized for
deferred tax assets and liabilities expected to be settled or
realized in the period from January 1, 2013 to December
31, 2015 is approximately 38% and for periods subsequent
to December 31, 2015 the rate is approximately 35%. The
adjustments of deferred tax assets and liabilities for this
change in the tax rate amounted to ¥6,599 million and have
been reflected in income taxes in the consolidated state-
ment of income for the year ended December 31, 2011.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
75
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
Effect of enacted changes in tax laws and rates on Japanese tax
Other
Effective income tax rate
2012
40.0%
2011
40.0%
2010
40.0%
0.8
0.6
0.8
(4.3)
(5.7)
(1.7)
—
3.0
32.1%
(4.3)
(3.9)
(0.5)
1.8
(1.5)
32.2%
(3.5)
(5.1)
2.8
—
0.7
35.7%
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
2012
¥ 62,358
121,934
(2,662)
(44,712)
¥ 136,918
2011
¥ 61,961
130,582
(1,735)
(43,542)
¥ 147,266
Thousands of
U.S. dollars
2012
$ 716,759
1,401,540
(30,598)
(513,931)
$ 1,573,770
76
Strategy
Business Units
Management System
FINANCIAL SECTION
The tax effects of temporary differences that give rise to the deferred tax assets and deferred tax liabilities at December
31, 2012 and 2011 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
2012
2011
¥ 13,040
4,754
86,442
12,658
28,780
36,528
32,494
41,366
256,062
(32,167)
223,895
(8,235)
(2,437)
(6,417)
(41,417)
(1,073)
(27,398)
(86,977)
¥ 136,918
¥ 18,885
3,227
90,025
12,898
31,624
37,992
31,967
38,220
264,838
(33,788)
231,050
(6,783)
(1,180)
(6,385)
(40,878)
(2,224)
(26,334)
(83,784)
¥ 147,266
Thousands of
U.S. dollars
2012
$ 149,885
54,644
993,586
145,494
330,805
419,862
373,494
475,471
2,943,241
(369,735)
2,573,506
(94,655)
(28,011)
(73,759)
(476,057)
(12,333)
(314,921)
(999,736)
$ 1,573,770
The net changes in the total valuation allowance were a
decrease of ¥1,621 million ($18,632 thousand) for the year
ended December 31, 2012, a decrease of ¥1,519 million and
an increase of ¥13,119 million for the years ended December
31, 2011 and 2010, respectively.
Based upon the level of historical taxable income
and projections for future taxable income over the peri-
ods which the net deductible temporary differences are
expected to reverse, management believes it is more likely
than not that Canon will realize the benefits of these
deferred tax assets, net of the existing valuation allowance,
at December 31, 2012.
At December 31, 2012, Canon had net operating losses
which can be carried forward for income tax purposes of
¥122,850 million ($1,412,069 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
twenty years as follows:
Within one year
After one year through five years
After five years through ten years
After ten years through twenty years
Indefinite period
Total
Millions of yen
¥ 2,583
28,470
15,803
44,533
31,461
¥ 122,850
Thousands of
U.S. dollars
$ 29,690
327,241
181,644
511,874
361,620
$ 1,412,069
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
77
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
¥22,604 million ($259,816 thousand) for a portion of undis-
tributed earnings of foreign subsidiaries that arose for the
year ended December 31, 2012 and prior years because
Canon currently does not expect to have such amounts
distributed or paid as dividends to the Company in the fore-
seeable future. Deferred tax liabilities will be recognized
when Canon expects that it will realize those undistrib-
uted earnings in a taxable manner, such as through receipt
of dividends or sale of the investments. At December 31,
2012, such undistributed earnings of these subsidiaries were
¥894,850 million ($10,285,632 thousand).
A reconciliation of the beginning and ending amount of unrecognized tax benefits 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
Settlements with tax authorities
Additions from acquisitions
Other
Balance at end of year
2012
¥ 2,933
869
4,903
(1,546)
(41)
—
593
¥ 7,711
Millions of yen
2011
¥ 6,035
149
431
(2,139)
(1,264)
—
(279)
¥ 2,933
2010
¥ 13,235
73
805
(8,354)
(2,471)
4,066
(1,319)
¥ 6,035
Thousands of
U.S. dollars
2012
$ 33,713
9,989
56,356
(17,770)
(471)
—
6,815
$ 88,632
The total amounts of unrecognized tax benefits that
would reduce the effective tax rate, if recognized, are ¥7,711
million ($88,632 thousand) and ¥2,809 million at December
31, 2012 and 2011, respectively.
Although Canon believes its estimates and assumptions
of unrecognized tax benefits are reasonable, uncertainty
regarding the final determination of tax audit settle-
ments 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, 2012, no signifi-
cant changes to the unrecognized tax benefits are expected
within the next twelve months.
Canon recognizes interest and penalties accrued related
to unrecognized tax benefits in income taxes. Both interest
and penalties accrued at December 31, 2012 and 2011, and
interest and penalties included in income taxes for the years
ended December 31, 2012, 2011 and 2010 are not material.
Canon files 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
2012. While there has been no specific indication by the tax
authority that Canon will be subject to a transfer pricing exam-
ination in the near future, the tax authority could conduct
a transfer pricing examination for years after 2003. In other
major foreign tax jurisdictions, including the United States
and the Netherlands, Canon is no longer subject to income
tax examinations by tax authorities for years before 2006 with
few exceptions. The tax authorities are currently conducting
income tax examinations of Canon’s income tax returns for
years after 2005 in major foreign tax jurisdictions.
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 subsid-
iaries 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, 2012, 2011 and 2010 represent dividends paid out dur-
ing those years and the related appropriations to the legal
reserve. Retained earnings at December 31, 2012 did not
reflect current year-end dividends in the amount of ¥80,695
million ($927,529 thousand) which were approved by the
stockholders in March 2013.
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 generally accepted accounting standards of Japan. Such
amount was ¥1,090,834 million ($12,538,322 thousand) at
December 31, 2012.
Retained earnings at December 31, 2012 included Canon’s
equity in undistributed earnings of affiliated companies
accounted for by the equity method in the amount of ¥17,094
million ($196,483 thousand).
78
Strategy
Business Units
Management System
FINANCIAL SECTION
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
Total accumulated other comprehensive
income (loss):
Balance at beginning of year
Adjustments for the year
Balance at end of year
Millions of yen
2012
2011
2010
Thousands of
U.S. dollars
2012
¥ (378,863)
131,129
(247,734)
¥ (325,612)
(53,251)
(378,863)
¥ (202,628)
(122,984)
(325,612)
$ (4,354,747)
1,507,230
(2,847,517)
1,003
3,143
4,146
455
(4,917)
(4,462)
3,020
(2,017)
1,003
917
(462)
455
(104,368)
(14,831)
(119,199)
(68,784)
(35,584)
(104,368)
3,285
(265)
3,020
71
846
917
(61,546)
(7,238)
(68,784)
11,529
36,126
47,655
5,230
(56,517)
(51,287)
(1,199,633)
(170,471)
(1,370,104)
(481,773)
114,524
¥ (367,249)
(390,459)
(91,314)
¥ (481,773)
(260,818)
(129,641)
¥ (390,459)
(5,537,621)
1,316,368
$ (4,221,253)
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
79
Tax effects allocated to each component of other comprehensive income (loss) and reclassification adjustments, includ-
ing amounts attributable to noncontrolling interests, are as follows:
Years ended December 31
2012:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
Amount arising during the year
Reclassification 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
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
Amount arising during the year
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
2011:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
Amount arising during the year
Reclassification 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
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
Amount arising during the year
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
2010:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
Amount arising during the year
Reclassification 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
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
Amount arising during the year
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
Before-tax
amount
Millions of yen
Tax (expense)
or benefit
Net-of-tax
amount
¥ 134,930
¥ (1,195)
¥ 133,735
3,418
1,307
4,725
(10,647)
2,440
(8,207)
(13,888)
4,433
(9,455)
¥ 121,993
(1,004)
(456)
(1,460)
4,041
(714)
3,327
(1,738)
(1,594)
(3,332)
¥ (2,660)
2,414
851
3,265
(6,606)
1,726
(4,880)
(15,626)
2,839
(12,787)
¥ 119,333
¥ (53,839)
¥
(247)
¥ (54,086)
(7,571)
4,077
(3,494)
4,221
(5,006)
(785)
(59,928)
2,038
(57,890)
¥ (116,008)
3,010
(1,632)
1,378
(1,708)
2,044
336
20,252
(739)
19,513
¥ 20,980
(4,561)
2,445
(2,116)
2,513
(2,962)
(449)
(39,676)
1,299
(38,377)
¥ (95,028)
¥ (128,271)
¥ 1,353
¥ (126,918)
(2,179)
1,320
(859)
8,409
(6,990)
1,419
(19,170)
2,323
(16,847)
¥ (144,558)
671
42
713
(3,573)
2,921
(652)
8,314
(794)
7,520
¥ 8,934
(1,508)
1,362
(146)
4,836
(4,069)
767
(10,856)
1,529
(9,327)
¥ (135,624)
Strategy
Business Units
Management System
FINANCIAL SECTION
80
Years ended December 31
2012:
Foreign currency translation adjustments
Net unrealized gains and losses on securities:
Amount arising during the year
Reclassification 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
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Pension liability adjustments:
Amount arising during the year
Reclassification adjustments for gains and losses realized in net income
Net change during the year
Other comprehensive income (loss)
Thousands of U.S. dollars
Before-tax
amount
Tax (expense)
or benefit
Net-of-tax
amount
$ 1,550,920
$ (13,736)
$ 1,537,184
39,287
15,023
54,310
(122,379)
28,046
(94,333)
(159,633)
50,954
(108,679)
$ 1,402,218
(11,540)
(5,241)
(16,781)
46,448
(8,207)
38,241
(19,977)
(18,322)
(38,299)
$ (30,575)
27,747
9,782
37,529
(75,931)
19,839
(56,092)
(179,610)
32,632
(146,978)
$ 1,371,643
16. STOCK-BASED COMPENSATION
On May 1, 2011, based on the approval of the stockholders,
the Company granted stock options to its directors, execu-
tive officers and certain employees to acquire 912,000 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, 2011 was ¥772.
On May 1, 2010, based on the approval of the stockholders,
the Company granted stock options to its directors, execu-
tive officers and certain employees to acquire 890,000 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, 2010 was ¥988.
On May 1, 2009, based on the approval of the stockholders,
the Company granted stock options to its directors, execu-
tive officers and certain employees to acquire 954,000 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, 2009 was ¥699.
On May 1, 2008, based on the approval of the stockholders,
the Company granted stock options to its directors, execu-
tive officers 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, 2012, 2011 and 2010 was
¥364 million ($4,184 thousand), ¥748 million and ¥643 million,
respectively, and is included in selling, general and administra-
tive 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
Expected term of option (in years)
Expected volatility
Dividend yield
Risk-free interest rate
2011
4.0
36.44%
3.16%
0.44%
2010
4.0
38.00%
2.53%
0.45%
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
81
A summary of option activity under the stock option plans as of and for the years ended December 31, 2012, 2011 and
2010 is presented below:
Shares
Weighted-average
exercise price
Yen
U.S. dollars
Weighted-average
remaining
contractual
term
Aggregate
intrinsic value
Year
3.0
Millions of yen
¥ 588
Thousands of
U.S. dollars
Outstanding at January 1, 2010
Granted
Forfeited
Outstanding at December 31, 2010
Granted
Exercised
Forfeited
Outstanding at December 31, 2011
Exercised
Forfeited
Outstanding at December 31, 2012
Exercisable at December 31, 2012
1,512,000
890,000
(182,000)
2,220,000
912,000
(65,800)
(24,000)
3,042,200
(10,800)
(305,000)
2,726,400
1,988,400
¥ 4,119
4,573
3,479
4,354
3,990
3,287
4,282
4,268
3,287
4,493
¥ 4,247
¥ 4,342
2.5
722
2.0
88
$ 42.14
54.90
$54.72
$ 54.58
1.6
1.1
¥ 37
¥ 37
$ 425
$ 425
At December 31, 2012, all outstanding option awards were vested or expected to be vested.
A summary of the status of the Company’s nonvested shares at December 31, 2012, and changes during the year ended
December 31, 2012, is presented below:
Year ended December 31, 2012
Shares
Weighted-average
grant-date fair value
Nonvested at January 1, 2012
Vested
Forfeited
Nonvested at December 31, 2012
1,768,000
(848,000)
(182,000)
738,000
Yen
¥ 878
988
796
772
U.S. dollars
$ 10.09
11.36
9.15
8.87
At December 31, 2012, there was ¥95 million ($1,092
thousand) of total unrecognized compensation cost related
to nonvested stock options. That cost is expected to be rec-
ognized over a period of 0.33 year. The total fair value of
shares vested during the years ended December 31, 2012,
2011 and 2010 was ¥848 million ($9,747 thousand), ¥547
million and ¥696 million, respectively. Cash received from
the exercise of stock options for the year ended December
31, 2012 and 2011 was ¥35 million ($402 thousand) and
¥216 million, respectively.
82
Strategy
Business Units
Management System
FINANCIAL SECTION
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. stockhold-
ers per share computations is as follows:
Years ended December 31
Millions of yen
2012
2011
2010
Thousands of
U.S. dollars
2012
Net income attributable to Canon Inc.
¥ 224,564
¥ 248,630
¥ 246,603
$ 2,581,195
Average common shares outstanding
Effect of dilutive securities:
Stock options
Diluted common shares outstanding
Net income attributable to Canon Inc.
stockholders per share:
Basic
Diluted
Number of shares
1,173,647,835
1,215,832,419
1,234,817,434
20,574
1,173,668,409
60,552
1,215,892,971
50,603
1,234,868,037
Yen
U.S. dollars
¥ 191.34
191.34
¥ 204.49
204.48
¥ 199.71
199.70
$ 2.20
2.20
The computation of diluted net income attributable to Canon Inc. stockholders per share for the years ended December
31, 2012, 2011 and 2010 excludes certain 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
changes in foreign currency exchange rates. Derivative
financial instruments are comprised principally of foreign
exchange contracts utilized by the Company and certain of
its subsidiaries to reduce the risk. Canon assesses foreign cur-
rency exchange rate risk by continually monitoring changes
in the exposures and by evaluating hedging opportunities.
Canon does not hold or issue derivative financial instruments
for trading purposes. Canon is also exposed to credit-related
losses in the event of non-performance by counterparties to
derivative financial instruments, but it is not expected that
any counterparties will fail to meet their obligations. Most of
the counterparties are internationally recognized financial
institutions and selected by Canon taking into account their
financial condition, and contracts are diversified across a
number of major financial 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 cur-
rency 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 foreign currencies. In
accordance with Canon’s policy, a specific portion of foreign
currency exposure resulting from forecasted intercompany
sales are hedged using foreign exchange contracts which
principally mature within three months.
Cash flow hedge
Changes in the fair value of derivative financial instruments
designated as cash flow hedges, including foreign exchange
contracts associated with forecasted intercompany sales, are
reported in accumulated other comprehensive income (loss).
These amounts are subsequently reclassified 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 twelve months. Canon excludes the time value compo-
nent 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 ineffectiveness.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
83
Derivatives not designated as hedges
Canon has entered into certain foreign exchange contracts
to primarily offset the earnings impact related to fluctua-
tions 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 at December 31, 2012 and 2011 are set forth below:
December 31
To sell foreign currencies
To buy foreign currencies
Millions of yen
2012
¥ 420,272
66,563
2011
¥ 391,455
75,016
Thousands of
U.S. dollars
2012
$ 4,830,713
765,092
Fair value of derivative instruments in the consolidated balance sheets
The following tables present Canon’s derivative instruments measured at gross fair value as reflected in the consolidated
balance sheets at December 31, 2012 and 2011.
Derivatives designated as hedging instruments
December 31
Fair value
Millions of yen
Balance sheet location
2012
2011
Thousands of
U.S. dollars
2012
Assets:
Foreign exchange contracts
Liabilities:
Foreign exchange contracts
Prepaid expenses and
other current assets
¥ 443
¥ 1,325
$ 5,092
Other current liabilities
4,472
1,270
51,402
Derivatives not designated as hedging instruments
December 31
Fair value
Millions of yen
Balance sheet location
2012
2011
Thousands of
U.S. dollars
2012
Assets:
Foreign exchange contracts
Liabilities:
Foreign exchange contracts
Prepaid expenses and
other current assets
¥ 388
¥ 3,393
$ 4,460
Other current liabilities
21,021
1,340
241,621
84
Strategy
Business Units
Management System
FINANCIAL SECTION
Effect of derivative instruments in the consolidated statements of income
The following tables present the effect of Canon’s derivative instruments in the consolidated statements of income for the
years ended December 31, 2012, 2011 and 2010.
Derivatives in cash flow hedging relationships
Years ended December 31
Gain (loss) recognized
in OCI (effective portion)
Gain (loss) reclassified from
accumulated OCI into income
(effective portion)
Gain (loss) recognized in income
(ineffective portion and amount excluded
from effectiveness testing)
Millions of yen
Amount
Location
Amount
Location
Amount
2012: Foreign exchange
contracts
2011: Foreign exchange
contracts
2010: Foreign exchange
contracts
Thousands of U.S. dollars
2012: Foreign exchange
contracts
¥(8,207)
Other, net
¥(2,440)
Other, net
¥(221)
(785)
Other, net
5,006
Other, net
1,419
Other, net
6,990
Other, net
(457)
(302)
$(94,333)
Other, net
$(28,046)
Other, net
$(2,540)
Derivatives not designated as hedging instruments
Years ended December 31
Gain (loss) recognized in income on derivative
Foreign exchange contracts
Other, net
¥(30,602)
Location
2012
Millions of yen
2011
¥11,168
2010
¥50,794
Thousands of
U.S. dollars
2012
$(351,747)
19. COMMITMENTS AND CONTINGENT LIABILITIES
Commitments
At December 31, 2012, commitments outstanding for the
purchase of property, plant and equipment approximated
¥39,520 million ($454,253 thousand), and commitments
outstanding for the purchase of parts and raw materials
approximated ¥65,311 million ($750,701 thousand).
Canon occupies sales offices and other facilities under
lease arrangements accounted for as operating leases.
Deposits made under such arrangements aggregated
¥13,313 million ($153,023 thousand) and ¥14,171 million at
December 31, 2012 and 2011, respectively, and are included
in noncurrent receivables in the accompanying consoli-
dated balance sheets. Rental expenses under such operating
lease arrangements amounted to ¥40,273 million ($462,908
thousand), ¥38,167 million and ¥40,396 million for the
years ended December 31, 2012, 2011 and 2010, respectively.
Future minimum lease payments required under noncancelable operating leases that have initial or remaining lease
terms in excess of one year at December 31, 2012 are as follows:
Year ending December 31:
2013
2014
2015
2016
2017
Thereafter
Total future minimum lease payments
Millions of yen
¥ 25,101
16,512
11,296
7,529
5,623
9,746
¥ 75,807
Thousands of
U.S. dollars
$ 288,517
189,793
129,839
86,540
64,632
112,024
$ 871,345
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
85
Guarantees
Canon provides guarantees for bank loans of its employ-
ees, affiliates and other companies. The guarantees for the
employees are principally made for their housing loans. The
guarantees of loans of its affiliates and other companies
are made to ensure that those companies operate with less
financial risk.
For each guarantee provided, Canon would have to per-
form 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 affiliates and other companies. The maximum amount
of undiscounted payments Canon would have had to make in
the event of default is ¥13,333 million ($153,253 thousand)
at December 31, 2012. The carrying amounts of the liabilities
recognized for Canon’s obligations as a guarantor under those
guarantees at December 31, 2012 were not significant.
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, 2012 and 2011 are summarized as follows:
Years ended December 31
Balance at beginning of year
Addition
Utilization
Other
Balance at end of year
Millions of yen
2012
¥ 11,691
13,553
(12,503)
(578)
¥ 12,163
2011
¥ 13,343
14,296
(14,649)
(1,299)
¥ 11,691
Thousands of
U.S. dollars
2012
$ 134,379
155,782
(143,713)
(6,643)
$ 139,805
Legal proceedings
Canon is involved in various claims and legal actions arising
in the ordinary course of business. Canon has recorded pro-
visions for liabilities when it is probable that liabilities have
been incurred and the amount of loss can be reasonably
estimated. Canon reviews these provisions at least quarterly
and adjusts these provisions to reflect 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, although litigation is
inherently unpredictable, Canon believes that any damage
amounts claimed in outstanding matters are not a meaning-
ful indicator of Canon’s potential liability. In the opinion of
management, any reasonably possible range of losses from
outstanding matters would not have a material adverse
effect on Canon’s consolidated financial position, results of
operations, or cash flows.
86
Strategy
Business Units
Management System
FINANCIAL SECTION
20. DISCLOSURES ABOUT THE FAIR VALUE OF FINANCIAL INSTRUMENTS AND CONCENTRATIONS OF
CREDIT RISK
Fair value of financial instruments
The estimated fair values of Canon’s financial instruments at December 31, 2012 and 2011 are set forth below. The follow-
ing summary excludes cash and cash equivalents, trade receivables, finance 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
Thousands of U.S. dollars
Long-term debt, including current installments
Foreign exchange contracts:
Assets
Liabilities
2012
2011
2012
Carrying
amount
Estimated
fair value
Carrying
amount
Estimated
fair value
Carrying
amount
Estimated
fair value
¥ (3,664)
¥ (3,654)
¥ (7,070)
¥ (7,053)
$ (42,115)
$ (42,000)
831
(25,493)
831
(25,493)
4,718
(2,610)
4,718
(2,610)
9,552
(293,023)
9,552
(293,023)
The following methods and assumptions are used to esti-
mate the fair value in the above table.
Long-term debt
Canon’s long-term debt instruments are classified as Level
2 instruments and valued based on the present value of
future cash flows associated with each instrument dis-
counted using current market borrowing rates for similar
debt instruments of comparable maturity. The levels are
more fully described in Note 21.
Foreign exchange contracts
The fair values of foreign exchange contracts are measured
based on the market price obtained from financial institutions.
Limitations of fair value estimates
Fair value estimates are made at a specific point in time,
based on relevant market information and information
about the financial instruments. These estimates are sub-
jective in nature and involve uncertainties and matters of
significant judgment and therefore cannot be determined
with precision. Changes in assumptions could significantly
affect the estimates.
Concentrations of credit risk
At December 31, 2012 and 2011, one customer accounted
for approximately 18% and 17% of consolidated trade receiv-
ables, respectively. Although Canon does not expect that the
customer will fail to meet its obligations, Canon is poten-
tially exposed to concentrations of credit risk if the customer
failed to perform according to the terms of the contracts.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
87
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 princi-
pal or most advantageous market for the asset or liability in
an orderly transaction between market participants at the
measurement date. A three-level fair value hierarchy that pri-
oritizes the inputs used to measure fair value is as follows:
Level 1— Inputs are quoted prices in active markets for iden-
tical assets or liabilities.
Level 2— Inputs are quoted prices for similar assets or liabil-
ities 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 princi-
pally 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 significant inputs or value
drivers are unobservable, which reflect 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 tables present Canon’s assets and liabilities that are measured at fair value on a recurring basis consistent with
the fair value hierarchy at December 31, 2012 and 2011.
December 31
Millions of yen
2012: Assets:
Cash and cash equivalents
Available-for-sale (current):
Corporate bonds
Available-for-sale (noncurrent):
Government bonds
Corporate bonds
Fund trusts
Equity securities
Derivatives
Total assets
Liabilities:
Derivatives
Total liabilities
Millions of yen
2011: Assets:
Cash and cash equivalents
Available-for-sale (current):
Corporate bonds
Available-for-sale (noncurrent):
Government bonds
Corporate bonds
Fund trusts
Equity securities
Derivatives
Total assets
Liabilities:
Derivatives
Total liabilities
Level 1
Level 2
Level 3
Total
¥
—
¥ 141,729
30
—
181
—
159
21,335
—
¥ 21,705
¥
¥
—
—
—
116
1,075
—
831
¥ 143,751
¥ 25,493
¥ 25,493
Level 1
Level 2
¥
—
¥ 204,307
20
—
150
—
151
17,724
—
¥ 18,045
¥
¥
—
—
—
104
1,675
—
4,718
¥ 210,804
¥ 2,610
¥ 2,610
¥ —
—
—
444
—
—
—
¥ 444
¥ —
¥ —
Level 3
¥ —
—
—
454
—
—
—
¥ 454
¥ —
¥ —
¥ 141,729
30
181
560
1,234
21,335
831
¥ 165,900
¥ 25,493
¥ 25,493
Total
¥ 204,307
20
150
558
1,826
17,724
4,718
¥ 229,303
¥ 2,610
¥ 2,610
Strategy
Business Units
Management System
FINANCIAL SECTION
88
December 31
Thousands of U.S. dollars
2012: Assets:
Cash and cash equivalents
Available-for-sale (current):
Corporate bonds
Available-for-sale (noncurrent):
Government bonds
Corporate bonds
Fund trusts
Equity securities
Derivatives
Total assets
Liabilities:
Derivatives
Total liabilities
Level 1
Level 2
Level 3
Total
$
—
$ 1,629,069
$ —
$ 1,629,069
345
—
—
345
2,080
—
1,828
245,230
—
$ 249,483
$
$
—
—
—
1,334
12,356
—
9,552
$ 1,652,311
$ 293,023
$ 293,023
—
5,103
—
—
—
$ 5,103
$ —
$ —
2,080
6,437
14,184
245,230
9,552
$ 1,906,897
$ 293,023
$ 293,023
Level 1 investments are comprised principally of Japanese
equity securities, which are valued using an unadjusted
quoted market price in active markets with sufficient volume
and frequency of transactions. Level 2 cash and cash equiv-
alents are valued based on market approach, 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 cost approach, using unobservable
inputs as the market for the assets was not active at the mea-
surement date.
Derivative financial instruments are comprised of for-
eign exchange contracts. Level 2 derivatives are valued using
quotes obtained from counterparties or third parties, which
are periodically validated by pricing models using observable
market inputs, such as foreign currency exchange rates and
interest rates, based on market approach.
The following table presents the changes in Level 3 assets measured on a recurring basis, consisting primarily of corporate
bonds, for the years ended December 31, 2012 and 2011.
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
2012
¥ 454
3
2
(15)
¥ 444
2011
¥ 1,950
(2)
(12)
(1,482)
¥ 454
Thousands of
U.S. dollars
2012
$ 5,218
34
23
(172)
$ 5,103
Gains and losses included in earnings are mainly related
to corporate bonds still held at December 31, 2012 and 2011,
and are reported in “Other, net” in the consolidated state-
ments of income.
Assets and liabilities measured at fair value on a
nonrecurring basis
During the year ended December 31, 2012, there were no
circumstances that required any significant assets or liabili-
ties to be measured at fair value on a nonrecurring basis.
During the year ended December 31, 2011, equity secu-
rities accounted for by the equity method with a carrying
amount of ¥3,577 million were written down to their fair
value of zero, resulting in an other-than-temporary impair-
ment charge of ¥3,577 million, which was included in
earnings. Equity securities accounted for by the equity
method were classified as Level 3 instruments and valued
based on an income approach using unobservable inputs
such as projected income of the investment.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
89
22. SUPPLEMENTAL CASH FLOW INFORMATION
During the year ended December 31, 2010, the Company
executed three separate share exchanges under which the
Company made its three listed subsidiaries, Canon Finetech
Inc., Canon Machinery Inc. and Tokki Corporation, its
wholly owned subsidiaries. The Company issued no new
shares, as it issued 10,000,853 shares of treasury stock for
23. SEGMENT INFORMATION
these transactions in total.
As a result of the share exchanges, the carrying amount
of the Company’s noncontrolling interest in Canon Finetech
Inc., Canon Machinery Inc. and Tokki Corporation was
decreased from ¥38,644 million to zero.
Canon operates its business in three segments: the Office
Business Unit, the Imaging System 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.
Industry and Others Business Unit:
Semiconductor lithography equipment / FPD lithogra-
phy equipment / Digital radiography systems / Ophthalmic
equipment / Vacuum thin-film deposition equipment /
Organic LED panel manufacturing equipment / Micromotors /
Computers / Handy terminals / Document scanners
The primary products included in each segment are
as follows:
Office Business Unit:
Office MFDs / Office copying machines/ Personal-use
copying machines / Laser MFDs / Laser printers / Digital
production printing systems / High speed continuous feed
printers / Wide-format printers / Document solution
Imaging System Business Unit*:
Interchangeable-lens digital cameras / Compact digital
cameras / Digital camcorders / Digital cinema cameras /
Interchangeable lenses / Inkjet printers / Large-format ink-
jet printers / Commercial photo printers / Image scanners /
Broadcast equipment / Calculators
* The “Consumer Business Unit” has been renamed the
“Imaging System Business Unit” to be more consistent with
its strategy to expand the business. This change in segment
description has no impact on any financial information of
this segment.
The accounting policies of the segments are substantially
the same as those described in the significant accounting
policies in Note 1. Canon evaluates performance of, and allo-
cates resources to, each segment based on operating profit.
90
Strategy
Business Units
Management System
FINANCIAL SECTION
Information about operating results and assets for each segment as of and for the years ended December 31, 2012, 2011
and 2010 is as follows:
Millions of yen
2012: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profit
Total assets
Depreciation and amortization
Capital expenditures
2011: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profit (loss)
Total assets
Depreciation and amortization
Capital expenditures
2010: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profit (loss)
Total assets
Depreciation and amortization
Capital expenditures
Thousands of U.S. dollars
2012: Net sales:
Office
Imaging
System
Industry and
Others
Corporate and
eliminations
Consolidated
¥ 1,751,960
5,615
1,757,575
1,553,997
¥ 203,578
¥ 828,222
77,660
58,402
¥ 1,912,112
5,831
1,917,943
1,658,678
¥ 259,265
¥ 821,782
93,196
53,888
¥ 1,978,945
8,324
1,987,269
1,693,947
¥ 293,322
¥ 855,893
103,548
53,115
¥ 1,404,394
1,577
1,405,971
1,195,653
¥ 210,318
¥ 614,328
53,664
58,142
¥ 1,311,023
1,021
1,312,044
1,100,750
¥ 211,294
¥ 452,809
45,609
48,192
¥ 1,389,622
1,705
1,391,327
1,153,262
¥ 238,065
¥ 414,022
41,665
36,266
¥ 323,434
84,406
407,840
401,930
¥ 5,910
¥ 337,899
34,264
44,086
¥ 334,298
86,565
420,863
396,563
¥ 24,300
¥ 362,638
29,685
37,648
¥ 338,334
94,624
432,958
442,789
¥ (9,831)
¥ 307,029
37,387
27,105
¥
—
(91,598)
(91,598)
4,352
¥
(95,950)
¥ 2,175,054
92,545
146,031
¥ 3,479,788
—
3,479,788
3,155,932
¥ 323,856
¥ 3,955,503
258,133
306,661
¥
—
(93,417)
(93,417)
23,371
¥ (116,788)
¥ 2,293,498
92,853
122,753
¥ 3,557,433
—
3,557,433
3,179,362
¥ 378,071
¥ 3,930,727
261,343
262,481
¥
—
(104,653)
(104,653)
29,351
¥ (134,004)
¥ 2,406,876
93,593
77,061
¥ 3,706,901
—
3,706,901
3,319,349
¥ 387,552
¥ 3,983,820
276,193
193,547
Office
Imaging
System
Industry and
Others
Corporate and
eliminations
Consolidated
External customers
Intersegment
Total
Operating cost and expenses
Operating profit
Total assets
Depreciation and amortization
Capital expenditures
$ 20,137,471
64,540
20,202,011
17,862,034
$ 2,339,977
$ 9,519,793
892,644
671,287
$ 16,142,460
18,126
16,160,586
13,743,138
$ 2,417,448
$ 7,061,241
616,828
668,299
$ 3,717,632
970,184
4,687,816
4,619,885
$ 67,931
$ 3,883,897
393,839
506,736
$
—
(1,052,850)
(1,052,850)
50,023
$ (1,102,873)
$ 25,000,621
1,063,735
1,678,517
$ 39,997,563
—
39,997,563
36,275,080
$ 3,722,483
$ 45,465,552
2,967,046
3,524,839
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
91
Intersegment sales are recorded at the same prices used
in transactions with third parties. Expenses not directly
associated with specific segments are allocated based
on the most reasonable measures applicable. Corporate
expenses include certain corporate research and develop-
ment expenses. Segment assets are based on those directly
associated with each segment. Corporate assets primarily
consist of cash and cash equivalents, finance receivables,
investments, deferred tax assets, goodwill and corporate
properties. Capital expenditures represent the additions to
property, plant and equipment and intangible assets mea-
sured on an accrual basis.
Information by major geographic area as of and for the years ended December 31, 2012, 2011 and 2010 is as follows:
Net sales:
Japan
Americas
Europe
Asia and Oceania
Total
Long-lived assets:
Japan
Americas
Europe
Asia and Oceania
Total
Millions of yen
2012
2011
2010
¥ 720,286
939,873
1,014,038
805,591
¥ 3,479,788
¥ 1,032,598
112,163
91,904
159,435
¥ 1,396,100
¥ 694,450
961,955
1,113,065
787,963
¥ 3,557,433
¥ 1,070,412
85,824
83,296
89,334
¥ 1,328,866
¥ 695,749
1,023,299
1,172,474
815,379
¥ 3,706,901
¥ 1,104,949
69,034
108,160
72,846
¥ 1,354,989
Thousands of
U.S. dollars
2012
$ 8,279,149
10,803,138
11,655,609
9,259,667
$ 39,997,563
$ 11,868,943
1,289,230
1,056,368
1,832,586
$ 16,047,127
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 ¥763,870 million ($8,780,115 thou-
sand), ¥779,652 million and ¥836,645 million for the years
ended December 31, 2012, 2011 and 2010, respectively.
Long-lived assets represent property, plant and equip-
ment and intangible assets for each geographic area.
92
Strategy
Business Units
Management System
FINANCIAL SECTION
The following information is based on the location of the Company and its subsidiaries as of and for the years ended
December 31, 2012, 2011 and 2010. In addition to the disclosure requirements under U.S. GAAP, Canon discloses this infor-
mation in order to provide financial statements users with useful information.
Millions of yen
2012: Net sales:
Japan
Americas
Europe
Asia and
Oceania
Corporate and
eliminations
Consolidated
External customers
Intersegment
Total
Operating cost and expenses
Operating profit
Total assets
¥ 834,406
1,829,834
2,664,240
2,336,536
¥ 327,704
¥ 1,206,702
¥ 932,987
23,767
956,754
937,111
19,643
¥
¥ 339,918
¥ 1,010,922
5,650
1,016,572
972,585
43,987
¥
¥ 457,592
¥ 701,473
781,836
1,483,309
1,437,527
45,782
¥
¥ 548,583
¥
—
(2,641,087)
(2,641,087)
(2,527,827)
(113,260)
¥
¥ 1,402,708
¥ 3,479,788
—
3,479,788
3,155,932
¥ 323,856
¥ 3,955,503
2011: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profit
Total assets
¥ 807,883
1,873,157
2,681,040
2,273,336
¥ 407,704
¥ 1,236,468
¥ 952,833
16,217
969,050
948,593
¥ 20,457
¥ 250,131
¥ 1,109,256
4,681
1,113,937
1,069,489
¥ 44,448
¥ 427,030
¥ 687,461
744,179
1,431,640
1,388,580
¥ 43,060
¥ 442,263
¥
—
(2,638,234)
(2,638,234)
(2,500,636)
(137,598)
¥
¥ 1,574,835
¥ 3,557,433
—
3,557,433
3,179,362
¥ 378,071
¥ 3,930,727
2010: Net sales:
External customers
Intersegment
Total
Operating cost and expenses
Operating profit
Total assets
¥ 854,208
1,974,591
2,828,799
2,398,439
¥ 430,360
¥ 1,321,572
¥ 1,008,200
7,975
1,016,175
993,310
¥ 22,865
¥ 251,587
¥ 1,163,452
3,489
1,166,941
1,126,521
¥ 40,420
¥ 472,785
¥ 681,041
723,423
1,404,464
1,357,663
¥ 46,801
¥ 421,250
¥
—
(2,709,478)
(2,709,478)
(2,556,584)
(152,894)
¥
¥ 1,516,626
¥ 3,706,901
—
3,706,901
3,319,349
¥ 387,552
¥ 3,983,820
Thousands of U.S. dollars
2012: Net sales:
Japan
Americas
Europe
Asia and
Oceania
Corporate and
eliminations
Consolidated
External customers
Intersegment
Total
Operating cost and expenses
Operating profit
Total assets
$ 9,590,874
21,032,574
30,623,448
26,856,735
$ 3,766,713
$ 13,870,138
$ 10,723,989
273,183
10,997,172
10,771,390
$ 225,782
$ 3,907,103
$ 11,619,793
64,943
11,684,736
11,179,138
$ 505,598
$ 5,259,678
$ 8,062,907
8,986,622
17,049,529
16,523,299
$ 526,230
$ 6,305,552
$
—
(30,357,322)
(30,357,322)
(29,055,482)
$ (1,301,840)
$ 16,123,081
$ 39,997,563
—
39,997,563
36,275,080
$ 3,722,483
$ 45,465,552
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS /
MANAGEMENT’S REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
93
M A N A G E M E N T ’ S R E P O R T O N
I N T E R N A L C O N T R O L O V E R F I N A N C I A L R E P O R T I N G
The management of Canon is responsible for establishing and maintaining adequate internal control over financial report-
ing. Internal control over financial reporting is defined 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
financial officers and effected by the company’s board of directors, management and other personnel, to provide reasonable
assurance regarding the reliability of financial reporting and the preparation of financial 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 reflect the transactions and dispositions of the
assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of
financial 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) pro-
vide 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 financial statements.
Because of its inherent limitations, internal control over financial 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 financial reporting as of December 31, 2012. In mak-
ing 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, 2012, Canon’s internal control over financial
reporting was effective based on the COSO criteria.
Canon’s independent registered public accounting firm, Ernst & Young ShinNihon LLC, has issued an audit report on the
effectiveness of Canon’s internal control over financial reporting.
94
Strategy
Business Units
Management System
FINANCIAL SECTION
R E P O R T O F I N D E P E N D E N T R E G I S T E R E D
P U B L I C A C C O U N T I N G F I R M
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, 2012
and 2011, and the related consolidated statements of income, comprehensive income, equity, and cash flows for each of
the three years in the period ended December 31, 2012, all expressed in Japanese yen. These financial statements are the
responsibility of the Company’s management. Our responsibility is to express an opinion on these financial 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
financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence support-
ing the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles
used and significant estimates made by management, as well as evaluating the overall financial statement presentation.
We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material respects, the consolidated
financial position of Canon Inc. and subsidiaries at December 31, 2012 and 2011, and the consolidated results of their
operations and their cash flows for each of the three years in the period ended December 31, 2012, in conformity with
U.S. generally accepted accounting principles.
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 financial reporting as of December 31, 2012, based on crite-
ria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the
Treadway Commission and our report dated March 28, 2013 expressed an unqualified opinion thereon.
We have also recomputed the translation of the consolidated financial statements as of and for the year ended December
31, 2012 into United States dollars. In our opinion, the consolidated financial statements expressed in Japanese yen have
been translated into United States dollars on the basis described in Note 2.
March 28, 2013
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
95
R E P O R T O F I N D E P E N D E N T R E G I S T E R E D
P U B L I C A C C O U N T I N G F I R M
The Board of Directors and Stockholders of
Canon Inc.
We have audited Canon Inc. and subsidiaries’ internal control over financial reporting as of December 31, 2012, 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 financial reporting, and for its assessment of the effectiveness of internal control over finan-
cial reporting included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our
responsibility is to express an opinion on the company’s internal control over financial 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 effec-
tive internal control over financial reporting was maintained in all material respects. Our audit included obtaining an
understanding of internal control over financial 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 financial reporting is a process designed to provide reasonable assurance regarding
the reliability of financial reporting and the preparation of financial statements for external purposes in accordance
with generally accepted accounting principles. A company’s internal control over financial reporting includes those
policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly
reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transac-
tions are recorded as necessary to permit preparation of financial 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 pre-
vention or timely detection of unauthorized acquisition, use or disposition of the company’s assets that could have a
material effect on the financial statements.
Because of its inherent limitations, internal control over financial 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 inade-
quate 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 financial
reporting as of December 31, 2012, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States),
the consolidated balance sheets of Canon Inc. and subsidiaries as of December 31, 2012 and 2011, and the related consolidated
statements of income, comprehensive income, equity, and cash flows for each of the three years in the period ended December
31, 2012, all expressed in Japanese yen, and our report dated March 28, 2013 expressed an unqualified opinion thereon.
March 28, 2013
96
Strategy
Business Units
Management System
FINANCIAL SECTION
T R A N S F E R A N D
R E G I S T R A R ’ S O F F I C E
S T O C K H O L D E R
I N F O R M A T I O N
Canon Inc.
30-2, Shimomaruko 3-chome, Ohta-ku, Tokyo 146-8501, Japan
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.
1 Chase Manhattan Plaza, Floor 58, New York, N.Y.
10005-1401, U.S.A.
Stock Exchange Listings:
Tokyo, Osaka, Nagoya, Fukuoka, Sapporo and New York
stock exchanges
American Depositary Receipts are traded on the New York
Stock Exchange (CAJ).
Ordinary General Meeting of Shareholders:
March 28, 2013, in Tokyo
Further Information:
For publications or information, please contact the
Public Affairs Headquarters, Canon Inc., Tokyo,
or access Canon’s Website at
www.canon.com
TRANSFER AND REGISTRAR’S OFFICE / STOCKHOLDER INFORMATION / MAJOR CONSOLIDATED SUBSIDIARIES
97
M A J O R C O N S O L I D A T E D S U B S I D I A R I E S
(As of December 31, 2012)
Marketing & Other
Canon Marketing Japan Inc.
Canon System and Support Inc.
Canon Software Inc.
Canon IT Solutions Inc.
Canon U.S.A., Inc.
Canon Canada Inc.
Canon Business Solutions, Inc.
Canon Latin America, Inc.
Canon Europa N.V.
Canon Europe Ltd.
Canon Ru LLC
Canon (UK) Ltd.
Canon Deutschland GmbH
Canon (Schweiz) AG
Canon Nederland N.V.
Canon France S.A.S.
Canon Middle East FZ-LLC
Canon (China) Co., Ltd.
Canon Hongkong Co., Ltd.
Canon Singapore Pte. Ltd.
Canon Australia Pty. Ltd.
* Canon Business Solutions, Inc. changed its name to “Canon Solutions
America, Inc.” effective January 1, 2013.
Manufacturing
Canon Precision Inc.
Fukushima Canon Inc.
Canon Chemicals Inc.
Canon Components, Inc.
Canon Electronics Inc.
Canon Finetech Inc.
Nisca Corporation
Canon Tokki Corporation
Canon ANELVA Corporation
Nagahama Canon Inc.
Canon Machinery Inc.
Oita Canon Materials Inc.
Oita Canon Inc.
Nagasaki Canon Inc.
Canon Virginia, Inc.
Canon Bretagne S.A.S.
Océ-Technologies B.V.
OPTOPOL Technology S.A.
Canon Dalian Business Machines, Inc.
Canon (Suzhou) Inc.
Canon Zhongshan Business Machines Co., Ltd.
Canon Zhuhai, Inc.
Canon Inc., Taiwan
Canon Vietnam Co., Ltd.
Canon Hi-Tech (Thailand) Ltd.
Canon Opto (Malaysia) Sdn. Bhd.
Research & Development
Canon Research Centre France S.A.S.
Canon Information Systems Research Australia Pty. Ltd.
CANON INC. 30-2, Shimomaruko 3-chome, Ohta-ku, Tokyo 146-8501, Japan
©Canon Inc. 2013 PUB.BEP022 0313